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Adil Nawaz Khan
United Nation Civic Education Volunteer
Leading Change from
Perspective of Islam
Qur’an, 14: 1)
(Surah Ibrahim)
Quran is guidance
for all matter of life.
About Change Allah
(swt) says in the
Qur’an,
(Qur’an, 17: 106)
(Surah Isra)
• When alcohol was prohibited in
Islam, it was not prohibited with
just one command;
• it was, in fact, prohibited in three
stages. Imam Ahmad recorded
that Abu Hurayrah said,
• In the first state,
• Declaration of gambling and wine
bad
(Al Baqrah, 2: 219).
• In the second stage,
• Avoid coming to prayers when
drunk (Al Nisah:;,43).
• In the final stage, Allah
• ‘Gambling and drinking wine is
the work of Satan, so avoid it that
you may be successful’ (Al-
Maidah, 90).
No Excuses, Just
a Positive Change
• When we see the life of Prophet
Moosa (asws), when he was
given the task by Allah (swt),
• He gave excuses like,
• fear of getting killed, (Qur’an,
28: 33)
• fear that the people may deny
him (26: 12 )
• and fear that the people might
punish him. (20: 45)
• During a short period of 23 years, he
changed his society completely.
• The change which convert Arab from
• negative to positive,
• from darkness to light,
• falsehood to truth
• and from bad to good.
• Allah (swt) says in the Qur’an thus,
“Indeed, Allah will not change the condition of
a people until they (first) change what is in
themselves.” (Qur’an 13: 11)
What is
change
management
Change Management is
an approach to
transform:
• Individuals,
• Teams,
• and
Organizations/Govt
from a current state to
a desired future state.
Transforming
Organization/Govt
Organizations today are faced
increasingly with
• fierce competition,
• demanding
customers/Public,
• economic pressures,
• and financial crises.
Brcause….
Globalization &
Competition
Technological
Changes
International
Economic
Integration
Maturity
of
Market
The only Person who
likes Change is a
Wet BABY.
(Mark Twain)
Why Govt
Fail?
Because we fear
from Change
From Smooth Rowing
To Permanent White Water
Errors…
1. Allowing too much Complacency
2. Failing to create a sufficiently powerful
guiding coalition
3. Underestimating the power of vision
4. Under communicating the vision by a
factor of 10
5. Permitting obstacles to block the new
vision
6. Failing to create short-term wins
7. Declaring Victory too soon
8. Neglecting to anchor changes firmly in
the corporate culture
Establishing a sense of urgency
• Examining the market and competitive
realities
• Identifying and discussing crises,
potential crises, or major opportunities
Sense of Urgency
Complacency Performance
Change
Change
Creating Guiding Coalition
• Putting together a group with enough
power to lead the change
• Getting the group work together like a
team
• For major change is so difficult to accomplish by an
individual, there must be a powerful force is
required to sustain the process:
• This force is a team
Leadership
Position Power
Expertise
Credibility
•
Finding
the
right
people
•
Create
Trust
•
Develop
Common
Goal
Developing a
Vision and
Strategy
Vision
“ A picture of the future with some implicit
or explicit commentary on why people should
strive to create that future”
Why Vision is Essential
1. Clarifying the general direction of change
2. Motivating people to take action in the
right direction
3. Helping coordinate the actions of different
people
Characteristics of an effective
Vision
• Imaginable
• Desirable
• Feasible
•Focused
•Flexible
•Communicable
Communicating the
Change Vision
• Accepting a vision of the future can
be challenging intellectual; and
emotional task.
• Our minds naturally generate dozen
of questions.
• What will this mean for me?
• For my friend?
• The Organization?
• What other alternatives are
there?
What you can do:
• Use every vehicle possible
to communicate the
vision /strategy
• Talk often about your
change vision.
• Openly and honestly
address peoples' concerns
and anxieties.
• Apply your vision to all
aspects of operations –
from training to
performance reviews.
• Lead by example.
Empower Broad-based Action
• When urgency is high, a guiding coalition has created an
appropriate vision, and the vision has been well
communicated, still there are numerous obstacles for
change.
Employees understand the
vision and want to make it
a reality, but are boxed in
Supervisor
discourage
action
Personnel and
information
system
Formal
structures
Lack of
needed skills
•Empower people to take action
•Empower people to make decisions
•Empower people to recommend/make changes
•Empower people to do what is right
Once the employee is Empower
Generating Short Term Wins
• A Short Term Win describes an improvement in
actual or perceived service quality, achieved within
a short space of time with relatively little effort.
1. Does the organizational culture
encourage individuals to act?
2.Do people have the
necessary resources to act?
4.Do people have the
authority to act?
3.Do people have the appropriate
skills and training to act?
5.Are the organizational structure
& systems aligned with the
vision?
Plan for and create short-term wins
• Create obtainable targets
• Encourage & convince people that targets can
be reached
• Recognize and reward “winners”
Create Climate for Change
Create
Urgency
Create
Guiding
Coalition
Create
Vision
Engage & Enable whole Organization
Communicat
e Vision
Empower
Employees
Generate
Short Term-
Wins
Implement & Sustain
Change
Sustain the
pace
Institute
Change
Consolidating
Gains and
Producing More
Change
Say the color, not the word
YELLOW
BLUE
ORANGE
Too often, initial successes
can make leadership
complacent
HR
Horizon
Case
Study
Project
Book
Review
After every win, analyze what went right and
what needs improving.
Set goals to continue building on the
momentum you've achieved.
Learn about kaizen, the idea of continuous
improvement.
Get more people involved to develop the
change
Keep ideas fresh by bringing in new change
agents and leaders for your change coalition.
What we
can do ?
Anchoring New Approaches In The
Culture
• Comes last, not first
• Depends on results
• Requires a lot of talk
• May involve turnover
• Makes decision on
succession crucial
Over a 3 Months
•Total cases of
corona 108K+
•while Death
2.1k+
Comparable
To New Zealand
Confirm 1.1k+
while deaths
only 22
Bye

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The Art of Change management

  • 1. Adil Nawaz Khan United Nation Civic Education Volunteer
  • 4. Quran is guidance for all matter of life. About Change Allah (swt) says in the Qur’an,
  • 6. • When alcohol was prohibited in Islam, it was not prohibited with just one command; • it was, in fact, prohibited in three stages. Imam Ahmad recorded that Abu Hurayrah said,
  • 7. • In the first state, • Declaration of gambling and wine bad (Al Baqrah, 2: 219). • In the second stage, • Avoid coming to prayers when drunk (Al Nisah:;,43). • In the final stage, Allah • ‘Gambling and drinking wine is the work of Satan, so avoid it that you may be successful’ (Al- Maidah, 90).
  • 8. No Excuses, Just a Positive Change • When we see the life of Prophet Moosa (asws), when he was given the task by Allah (swt), • He gave excuses like, • fear of getting killed, (Qur’an, 28: 33) • fear that the people may deny him (26: 12 ) • and fear that the people might punish him. (20: 45)
  • 9. • During a short period of 23 years, he changed his society completely. • The change which convert Arab from • negative to positive, • from darkness to light, • falsehood to truth • and from bad to good. • Allah (swt) says in the Qur’an thus, “Indeed, Allah will not change the condition of a people until they (first) change what is in themselves.” (Qur’an 13: 11)
  • 10. What is change management Change Management is an approach to transform: • Individuals, • Teams, • and Organizations/Govt from a current state to a desired future state.
  • 11. Transforming Organization/Govt Organizations today are faced increasingly with • fierce competition, • demanding customers/Public, • economic pressures, • and financial crises.
  • 13. The only Person who likes Change is a Wet BABY. (Mark Twain)
  • 14. Why Govt Fail? Because we fear from Change
  • 15. From Smooth Rowing To Permanent White Water
  • 16. Errors… 1. Allowing too much Complacency 2. Failing to create a sufficiently powerful guiding coalition 3. Underestimating the power of vision 4. Under communicating the vision by a factor of 10 5. Permitting obstacles to block the new vision 6. Failing to create short-term wins 7. Declaring Victory too soon 8. Neglecting to anchor changes firmly in the corporate culture
  • 17.
  • 18. Establishing a sense of urgency • Examining the market and competitive realities • Identifying and discussing crises, potential crises, or major opportunities
  • 19. Sense of Urgency Complacency Performance Change Change
  • 20.
  • 21. Creating Guiding Coalition • Putting together a group with enough power to lead the change • Getting the group work together like a team
  • 22. • For major change is so difficult to accomplish by an individual, there must be a powerful force is required to sustain the process: • This force is a team
  • 25. Vision “ A picture of the future with some implicit or explicit commentary on why people should strive to create that future”
  • 26. Why Vision is Essential 1. Clarifying the general direction of change 2. Motivating people to take action in the right direction 3. Helping coordinate the actions of different people
  • 27. Characteristics of an effective Vision • Imaginable • Desirable • Feasible •Focused •Flexible •Communicable
  • 28. Communicating the Change Vision • Accepting a vision of the future can be challenging intellectual; and emotional task. • Our minds naturally generate dozen of questions. • What will this mean for me? • For my friend? • The Organization? • What other alternatives are there?
  • 29. What you can do: • Use every vehicle possible to communicate the vision /strategy • Talk often about your change vision. • Openly and honestly address peoples' concerns and anxieties. • Apply your vision to all aspects of operations – from training to performance reviews. • Lead by example.
  • 30. Empower Broad-based Action • When urgency is high, a guiding coalition has created an appropriate vision, and the vision has been well communicated, still there are numerous obstacles for change. Employees understand the vision and want to make it a reality, but are boxed in Supervisor discourage action Personnel and information system Formal structures Lack of needed skills
  • 31. •Empower people to take action •Empower people to make decisions •Empower people to recommend/make changes •Empower people to do what is right Once the employee is Empower
  • 32. Generating Short Term Wins • A Short Term Win describes an improvement in actual or perceived service quality, achieved within a short space of time with relatively little effort.
  • 33. 1. Does the organizational culture encourage individuals to act? 2.Do people have the necessary resources to act? 4.Do people have the authority to act? 3.Do people have the appropriate skills and training to act? 5.Are the organizational structure & systems aligned with the vision?
  • 34. Plan for and create short-term wins • Create obtainable targets • Encourage & convince people that targets can be reached • Recognize and reward “winners”
  • 35. Create Climate for Change Create Urgency Create Guiding Coalition Create Vision Engage & Enable whole Organization Communicat e Vision Empower Employees Generate Short Term- Wins Implement & Sustain Change Sustain the pace Institute Change
  • 36. Consolidating Gains and Producing More Change Say the color, not the word YELLOW BLUE ORANGE
  • 37. Too often, initial successes can make leadership complacent HR Horizon Case Study Project Book Review
  • 38. After every win, analyze what went right and what needs improving. Set goals to continue building on the momentum you've achieved. Learn about kaizen, the idea of continuous improvement. Get more people involved to develop the change Keep ideas fresh by bringing in new change agents and leaders for your change coalition. What we can do ?
  • 39. Anchoring New Approaches In The Culture • Comes last, not first • Depends on results • Requires a lot of talk • May involve turnover • Makes decision on succession crucial
  • 40. Over a 3 Months •Total cases of corona 108K+ •while Death 2.1k+ Comparable To New Zealand Confirm 1.1k+ while deaths only 22 Bye