This document discusses principles of change management based on psychology. It covers 7 principles: 1) seeing change from the perspectives of senders and receivers, 2) understanding natural resistance to change, 3) the importance of authority sponsorship, 4) how change impacts value systems, 5) differences between incremental and radical change, 6) how solutions are not enough and change management is needed, and 7) that change is a process not an event. It provides examples and explanations for each principle.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Adaptive Leadership: How to Prioritize and Align Emerging IssuesEric Kaufman
Adaptive leadership focuses on the adaptations required in response to changing environments, which essentially describes the role of the 21st Century Extension professional. This workshop will outline the model of adaptive leadership and introduce the leader behaviors associated with adaptive work. Participants will practice categorizing issues as either technical or adaptive challenges, and they will explore appropriate strategies for responding to both.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
This presentation will highlight the leader behaviours associated with each situational challenge faced by the leader.
Situational challenges:
Technical Challenges
Technical and Adaptive Challenges
Adaptive Challenges
MANAGEMENT 3.0 - change and innovation practicesRatekoulutus
Management 3.0 is a workshop, a course, a couple of books, and a collection of concrete practices, to inspire managers and team members, who face the challenge of transforming their organizations to be more innovative, with a higher productivity.
A slideshow I use when I give a one-day talk on organizational change. Part of a three module executive education program at IFL - Stockholm School of Economics.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Adaptive Leadership: How to Prioritize and Align Emerging IssuesEric Kaufman
Adaptive leadership focuses on the adaptations required in response to changing environments, which essentially describes the role of the 21st Century Extension professional. This workshop will outline the model of adaptive leadership and introduce the leader behaviors associated with adaptive work. Participants will practice categorizing issues as either technical or adaptive challenges, and they will explore appropriate strategies for responding to both.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
This presentation will highlight the leader behaviours associated with each situational challenge faced by the leader.
Situational challenges:
Technical Challenges
Technical and Adaptive Challenges
Adaptive Challenges
MANAGEMENT 3.0 - change and innovation practicesRatekoulutus
Management 3.0 is a workshop, a course, a couple of books, and a collection of concrete practices, to inspire managers and team members, who face the challenge of transforming their organizations to be more innovative, with a higher productivity.
A slideshow I use when I give a one-day talk on organizational change. Part of a three module executive education program at IFL - Stockholm School of Economics.
Change is the only thing that is constant in life. Organizational always strive to achieve greater business return and hence the need to constantly review their strategies, structures and everything that could help their business strive better.
This presentation will help provide a little insight into the best approach toward achieving successful organizational change.
This was prepared for our middle managers to explain management of change. I've put some youtube videos which were important to explain theories: I recommend you to watch those videos as well. Hope that you'll find helpful.
Change Management: How to Enable Organizational Change for Real & Lasting Res...PerfectMind
Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service.
This is no easy task. And the pace of change is only accelerating.
Change Management offers a systematic and practical way to manage change that will lead to positive and long-lasting results. Learn to build a foundation to manage future changes more effectively.
In this webinar, change management expert, David Sawa, will share tips on how to enable organizational change for real and lasting results.
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Workshop "CSR & Community Development (ISO 26000)"_di BALI, 26-28 Juni 2024Kanaidi ken
Dlm wktu dekat, Pelatihan/WORKSHOP ”CSR/TJSL & Community Development (ISO 26000)” akn diselenggarakan di Swiss-BelHotel – BALI (26-28 Juni 2024)...
Dgn materi yg mupuni & Narasumber yg kompeten...akn banyak manfaat dan keuntungan yg didpt mengikuti Pelatihan menarik ini.
Boleh jga info ini👆 utk dishare_kan lgi kpda tmn2 lain/sanak keluarga yg sekiranya membutuhkan training tsb.
Smga Bermanfaat
Thanks Ken Kanaidi
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Psychology and Principles of Changet _ Materi Training "MANAJEMEN KONFLIK"
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1
Psychology & Principles
of Change
1 1HM MBT OKTOBER 2009
By: Kanaidi, SE., M.Si., cSAP
kanaidi963@gmail.com - HP. 0812 2353 284
Interpersonal Conflict at WorkplaceEffective CONFLICT MANAGEMENT
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PSYCHOLOGY OF CHANGE
3. Click to edit Master title styleClick to edit Master title styleA Soccer Match Without Rules
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Perubahan Adalah
Masalah mind set..
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WORKING ON THE GAP
FUTUREPRESENT
PAST
“GAP”
better
harmfull
The DELTA GAP’s Theory of CHANGE
Ikaputra et.al, Unistaff summer school Unisattt Training, 2005
upper
lower
xx
7. Click to edit Master title styleClick to edit Master title stylePsychology of Change
We experience changes physically, mentally and
emotionally
Usually it is subtle and slow but it can be sudden
– disrupting our work, dislocating our
relationships or ruining our leisure time.
Sometimes we can discern a pattern, sometimes
not
Sometimes we can explain it, sometimes not
Changes involves the familiar; sometimes the
unknown. Many of us prefer what is familiar
Rather than seek change, we continue to live with
our old familiar feelings (patterns and routines)
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Likely reactions from the individual
facing with change
Announcement implementation
Schock
Anger
Acceptance
TestingConfusion
Denial
Cooperation
Adopt
changes
Enthousiasm/
Deception
Evaluate
impact
Announcement
Acceptance
Psychology of Change
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PRO-ACTIVE
RESISTORS
DEFENSIVE
RESISTORS
BYSTANDERS
CHANGE
AGENTS
CHANGE
AGENTS
IN
WAITING
Actively
Against
Neutral Strongly
Supportive
Yes
No
Have
necessary
attitude and
skills for
proposed
change
Commitment to Proposed Change
Likely Reaction (OF GROUPS OF PEOPLE) TO CHANGE
Psychology of Change
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THE
CONTENTMENT
ROOM
THE
DENIAL
ROOM
THE
CONFUSION
ROOM
THE
RENEWAL
ROOM
DUNGEON
OF DENIAL
PARALYSIS
PIT
WRONG
DIRECTION
DOOR
THE
SUN
LOUNGE
THE CHANGE HOUSE
Likely Phases in an Organsation Under Change
Psychology of Change
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CHANGE HOUSE : ROOM OF DENIAL
Say Act
“It’s nothing to do with us”
“It won’t happen here”
“Nobody else can do what
we do”
“If it isn’t broke don’t fix it”
Defend the past
Justify the present
Blame everybody else
Miss the message
Psychology of Change
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CHANGE HOUSE : ROOM OF CONFUSION
Say Act
“We can’t do anything, it’s all been
decided”
“I’m looking for another job”
“The management don’t care,
they’ll just move on”
“What can we do?”
Frustration
Withdrawal
Blaming management
No sense of direction
Psychology of Change
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CHANGE HOUSE : ROOM OF RENEWAL
Say Act
“We have to keep improving -
work smarter not harder”
“We’re all part of the same
team”
“Yes, we can do it”
Understand and work to targets
Accept responsibility
Know what we are trying to
achieve
Seek continuous improvement
Psychology of Change
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• Economic theory of change: competition, markets and
innovation
• Psychological theory of change: fullfilment of individual
needs
• Sociological theory of change: powerful groups
• Cultural theory of change: values, myths, beliefs
• Biology theory of change: survival of the species / planet
• System theory of change: crisis necessitates change
• Political theory of change: opportunities for new politics
Psychology of Change
WHY CHANGE?: Theories of change
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Tim e for a
Change
Revised
budgeting
Institutional
reform
New
Regulations
Economics
Growth/Decline
Competition /
Competing programs
New
Technology
Changing
Values /
Needs
Acts of
Nature/God
New Leadership
Personal fate/
health
DRIVERS TO CHANGE
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DRIVERS TO CHANGE
IN THE MOBILITY COVENANT
CASE IN FLANDERS
• New minister
• Competing political
program from Green
Party
• Changing values and
needs re sustainable
mobility
• Personal health : high
number of fatalities in
road accidents
• Cooperation and
partnerships
• Institutional reform
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DRIVERS TO CHANGE IN
THE KOSOVO CASE
• Post war recovery
• Economic
development
• Status for Kosovo
• Self -government
• European Vocation
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Lead and
com m unicate
change
Evaluate,
consolidate
and
institutionaliz
e new
approaches
Produce more
change
Ensure Resources for
short term projects
and wins
Implement new
instruments
and demonstrative
projects
Leadership
and Coalition
of Partners
Create a Sense of
Urgency for change
Empower staff and
stakeholders to act
on the vision
Create a Vision
and Strategy
TRIGGERS FOR CHANGE
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TRIGGERS FOR CHANGE
IN THE MOBILITY COVENANT
CASE IN FLANDERS
• New regulation and
procedures: the mobility
covenant
• Ensured resources for
demonstrative projects
• Continued committed
leadership and strong
coalition of partners
• Taskforce to steer and
evaluate progress
• Consolidation and
institutionalisation of
system
• Affected new programs
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TRIGGERS FOR CHANGE
IN THE KOSOVO CASE
• European Partnership
Action Plan
• Priority Actions
• Capacity Building
projects
• Additional Resources
• Monitoring Progress
21. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– Trigger 1: Create a common sense of
urgency
• Identify and discuss anticipation to potential crises or
looming crises, or major opportunities for change on
objective and on emotional grounds
• Examine market and competitive realities
• Formulate the “why to change”
• Refer to leading and peer scientific research / models
/ best practice
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– Trigger 2: Form a Powerful
Leadership & Coalition of Partners
• Assemble a group with enough and potential power to
lead the change effort
• Encourage the group to work together as a team
• Seek strategic partners outside your organisation
TRIGGERS FOR CHANGE
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– Trigger 3: Create a Vision and
Strategy
• Create a vision to help direct the change effort
• Develop strategies for achieving that vision
• Define demonstrative actions
TRIGGERS FOR CHANGE
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– Trigger 4 : Empower staff and
stakeholders to act on the Vision
• Change systems, structures that seriously undermine
the vision
• Encourage risk taking and non-traditional ideas,
activities and actions
• Get rid of obstacles and routines that adverse change
• Facilitate new behaviours by the example of the
guiding coalition and example
TRIGGERS FOR CHANGE
25. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– Trigger 5 : Ensure resources for
Short-term Projects and Wins
• Ensure budgets and human resources for
demonstrative and innovative projects that have
proven to be successful in other countries
• Ensure budgets and committed staff to initiate risk
projects
• Hire and promote employees who can implement the
vision.(in case you don’t find them within your
organisation, hire expertise for change from outside)
26. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– Trigger 6 : Implement Demonstrative
Projects and Instruments
• Plan for publicly visible improvements
• Facilitate and create those improvements and projects
• Encourage demonstrative projects
• Recognise and reward employees involved in the
improvements
27. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– Trigger 7 : Evaluate, Consolidate and
Institutionalise New Approaches,
Produce More Change
• Use your increased credibility to change policies,
structures and routines that don’t fit the vision
• Reinvigorate the process with new projects, themes
and change agents
• Articulate the connections between the new
behaviours and corporate success
28. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– Trigger 8 : Lead and
communicate the change
process
• Use every vehicle possible to
communicate the new vision
and strategies
• Your change agents and change
agents in waiting are the people
you rely on
• Mixed approach to the
hesitating and the pro-active
resistors.
• The group of the defensive
resistors should not be targeted
PRO-ACTIVE
RESISTORS
DEFENSIVE
RESISTORS
BYSTANDERS
CHANGE
AGENTS
CHANGE
AGENTS
IN
WAITING
Actively
Against
Neutral Strongly
Supportive
Yes
No
Have
necessary
attitude and
skills for
proposed
change
Commitment to Proposed Change
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7 Principles of Change
2929 29HM MBT OKTOBER 2009
By: Kanaidi, SE., M.Si., cSAP
kanaidi963@gmail.com - HP. 0812 2353 284
Interpersonal Conflict at WorkplaceEffective CONFLICT MANAGEMENT
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7
7 Principles of Change
1 2
3
4
5
6
7
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Principle 1 :
Senders and receivers
Every change can be viewed from the perspective of a
sender and a receiver.
• A sender is anyone providing information about the
change.
• A receiver is anyone being given information about
the change.
Senders and receivers are often not in a dialogue at the
onset of a change. They often talk right past one
another. What a sender says and what a receiver hears
are often two very different messages.
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Principle 2 : Resistance
and comfort
• Their personal history
• Current events in their life
• Current changes at work
• How much other change is going on
Moreover, some employees will resist the change no matter
what.
The natural and normal reaction to change is
resistance.
Every individual has a threshold for how much change
they can absorb based on:
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Principle 3 :
Authority for change
• The number one success factor cited for
implementing change is visible and active
executive sponsorship
• Moreover, the credibility of the leading
sponsor for change will be judged by
employees.
• As a change leader, you need to be aware that
effective sponsorship at the right level may
determine success or failure of the project.
34. Click to edit Master title styleClick to edit Master title stylePrinciple 4 : Value systems
A new culture evolved in many of today's businesses.
Employees:
• Take ownership and responsibility for their work
• Have pride in workmanship and look to improve their
work processes
• Feel empowered to make decisions that improve
their product and the level of customer service
• Focus on results
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Principle 5 : Incremental
versus radical change
Change management activities should be scaled
based on the type and size of the change.
Change can be broken down into two types :
• Incremental change
• Radical change
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Principle 6 : The right answer
is not enough
• In fact, a good solution design does not mean that
implementation will always be successful or that
you will actually realize the business results you
expect.
• Effective change management programs will engage
employees early in the process, focus on results and
effectively integrate employee feedback into the
business solution.
37. Click to edit Master title styleClick to edit Master title stylePrinciple 7 : Change is a process
The ADKAR change management model (The Perfect
Change), characterizes the process for individual change in
five key steps:
• Awareness of the need to change
• Desire to participate and support the change
• Knowledge about how to change
• Ability to implement new skills and behaviors
• Reinforcement to keep the change in place
The concept of change as a process generates multiple
lessons for change management teams.
Managers must avoid treating changes as a single meeting
or announcement.
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