This document discusses the complexities of organizational change, highlighting the misconceptions and fears surrounding it, while outlining essential principles and a structured approach for implementing change effectively. Key stages of change are detailed, including vision, analysis, redesign, implementation, and review, each with critical questions to facilitate progress. Additionally, it emphasizes the importance of aligning culture and communication to support successful change initiatives within organizations.

1. SMART THINGS TO KNOW ABOUT
CHANGE
-David Firth

2. GROUP MEMBERS
Sheetal Jangid 47
Meghana Bhogle 13
Rohit Shankar 50
Nirav Gala 26
Pankaj Hivlekar 40
Ankit Gehlot 19

3. CHANGE:
It’s all a big misunderstanding!

4. Frustrating, Multi-Patterned,
life bringing rhythm of life
A very big thing:
 Resist it, job loss
 Major disruption, Not very
good at it
 Another change coming
 Confusion, prefer not
happening

5. THE PRINCIPLES
Awareness: know what you want ,where you are
Alignment: change behaviors, attitudes, work with
what works discard what doesn’t

6. BURNING THE OLD HOUSE
DOWN OF CHANGE
Prime mover
Modern Organizations
First step towards
change
Fear

7. 10 CHANGE TRUTHS
Decide what you want
Really want the change
Own it
Be realistic
Know what gets in the way
Be positive
Be optimistic
Let it happen
Be aware
Be grateful

8. CHANGING ORGANIZATIONS IN
A CHANGING WORLD

9. HOW THE WORLD IS CHANGING
YESTERDAY TODAY
• Leaders demanded • Leaders encourage self-
respect respect
• Shareholders came first • Customers come first
• Employees took orders • Teams make decisions
• Value was extra • Value is everything
• Managers directed • Managers delegate
• Profits earned through • Profits are earned with
expediency integrity

10. COMPLEXITY OF
ORGANIZATIONAL CHANGE
Goal-setting model
The life-cycle model
The competing forces model
The biological evolution model

11. Change as a target
Organization a machine
Project management world
Change as a cycle
People at different stages of cycle
Change fatigue

12. Change as organic system in stable
equilibrium
Constant improvement
Seven attributes of organization
Change as biological development
Constant process, well-ordered solutions, what works,
creates possibilities, attracted to order, organizes
around identity, everything participates in creation

13. THE PROCESS

14. •Vision stage
•Analysis stage
•Re-design stage
•Implementation stage
•Review stage

15. WHAT WOULD CAUSE YOU
TO INSTIGATE CHANGE ?

16. GOOD QUESTIONS
THAT DRIVE EACH
STAGE

17. VISION STAGE
•What are the main goals that this vision suggests?
•How realistic is this vision?
•Can we afford it?
•What are the obstacles that the organization will
face during this process?

18. ANALYSIS
STAGE
•How does this organization tend to think/behave?
•What is the capacity of this organization for a
change?
•What are our strengths and weaknesses?

19. RE-DESIGN STAGE
•Who needs to be in the change team?
•What new structure, job roles, job specifications or
personnel are required?
•What level and type of outside help do we need?
•Will it be possible to do a test-run of the redesigned
process before rolling it out in the whole
organization?

20. IMPLEMENTATION STAGE
•Are the new training needs that this change requires
being addressed?
•How excited to people appear about the change?
•How able do they feel in their new roles, positions
and behaviors?

21. REVIEW STAGE
•Are the deadlines being met?
•What are our continuing budget and resources
needs?
•How are we recording this learning so that the
future generations in this company know what
happened?

22. ALIGNING THE ORGANIZATION

23. PRINCIPLES FOR SUCCESS IN
BUILDING CONSENSUS FOR
CHANGE
1. Involvement
2. Education
3. Honesty
4. Congruency
5. Persistence

24. TYPES OF COMMUNICATION
Old Model
New Model :
Spiral
Pyramid

25. CONNECTING WITH YOUR
AUDIENCE
5 DIMENSIONS OF INFLUENCE
1. Intensity
2. Credibility
3. Orientation
4. Mechanics
5. Semantics

26. USING DELEGATION AS A NEW
REALITY

27. THE TRUTH ABOUT RESISTANCE
TO CHANGE
WHAT THEY SAY
We’ve never done it
It can’t be done like that
The customer won’t like it
The technology can’t do that
It would take too long
We don’t have enough resources

28. COMING TO TERMS WITH
CHANGE
Stage 1: Denial and Isolation
Stage 2: Anger
Stage 3: Bargaining
Stage 4: Depression
Stage 5: Acceptance

29. CHANGING CORPORATE
CULTURE

30. SMART THINGS TO KNOW ABOUT
CORPORATE CULTURE
We create Culture
Some choose to continue with the same past culture
Some strong leaders shape the new culture
Culture can also suppress performance
Not just changing Company’s culture but also
Universal Culture
Changes continuously over a period of time
Its selective
Cultures are inherently separatist

31. KEY TO CHANGING CULTURE
•Knowing what you want
•Aligning everything behind your
vision creates culture

32. GAINING COMMIMENT BY
AGREEING SHARED BENEFITS
Ask yourself: what’s in it for me?
Ask your main stakeholders: what’s in it for them?
Agree a shared understanding of the measures for
success
Write a Change compact
Write plan and adjust your compact document if
necessary
Publish and agree the compact version
Set up the organizational scanners

33. DRIVING ORGANIZATIONAL
CHANGE
The Leadership Dimension
The Change Team Dimension
The Employee Dimension

34. THE LEARNING WHEEL
Question
Reflection Theory
Action

35. THE CORELATION
Questions =
Curiosity
Reflection Theory =
= Honesty Creativity
Action = Courage

36. THE 4 DEPARTMENTS
Department Q
Department T
Department A
Department R

37. ELEMENTS OF FUN
The fun thing is an entirely subjective
phenomenon
What is fun for me is not necessarily fun for you
• Connection
• Achievement
• Joy
• Freedom

38. CHANGE IS WORTH
CELEBRATING
• Purpose
• Appropriate Venue
• Powerful Music
• Ritualized Behaviour
• Costumes And Symbols
• Storytelling
• Structure
• Participation

39. PRECEPTS FOR SMART CHANGE
MASTER
• Precept 1
Learn how to handle Frustration
Any great success is accompanied by great
frustration
• Precept 2
Learn to reframe things that bring you pain
• Precept 3
Learn to handle Criticism

40. • Precept 4
Learn when to make change
First when we have Disengaged or without any goal
Secondly when we are Disoriented or not satisfied
• Precept 5
Don’t waste your time doing anything which is not
in alignment with your vision or purpose
• Precept 6
Finally, remember that organisations don’t change,
people do
Always try to be a good change agent

41. CONCLUSION