Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Cynefin - A Framework for Leaders in an Ever-Changing WorldIlio Krumins-Beens
Cynefin is a sense-making framework developed by David Snowden and others, which is currently maintained by Cognitive Edge (http://cognitive-edge.com/). I believe the framework can be extremely helpful to leaders cope with ever changing dynamics in their organization, as their default leadership style will not work best in all situations.
This presentation is one I use to explain Cynefin to others, but it is largely based on the work of others.
I leverage the following resources:
Snowden, David J. and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, November 2007
Snowden, David Introduction to the Cynefin Framwork (:08 video) Cognitive Edge Website, Oct 29, 2011
Snowden, David It's Not Good Enough to be Right (1:02 video) LKCE12
Snowden, David Keynote of XP 2012 (Part 1 (:38), Part 2 (:40)) May 2012
Snowden, David Practice without sound theory will not scale (1:08 video presentation)
Kurtz, C.F., and D. J. Snowden, The New Dynamics of Strategy: Sense-Making in a Complex and Complicated World, IBM Systems Journal, Vol 42, No 3., 2003
Cognitive Edge Blog on Cynefin
Ballestrin, Kim. Applying Cynefin and Agile LAST Conference, July 27, 2012 (Deck and Video)
Haight, Cameron. Leverage the Cynefin Framework to Improve IT Operations and Decision Making, Gartner: 2012
Perline, Joseph. On Understanding Software Agility— A Social Complexity Point Of View, E:CO Issue Vol. 13 Nos. 1-2 2011
Neis, Pierre How Cynefin Model Improves Lean Implementation, Slideshare Oct 21, 2012
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Cynefin - A Framework for Leaders in an Ever-Changing WorldIlio Krumins-Beens
Cynefin is a sense-making framework developed by David Snowden and others, which is currently maintained by Cognitive Edge (http://cognitive-edge.com/). I believe the framework can be extremely helpful to leaders cope with ever changing dynamics in their organization, as their default leadership style will not work best in all situations.
This presentation is one I use to explain Cynefin to others, but it is largely based on the work of others.
I leverage the following resources:
Snowden, David J. and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, November 2007
Snowden, David Introduction to the Cynefin Framwork (:08 video) Cognitive Edge Website, Oct 29, 2011
Snowden, David It's Not Good Enough to be Right (1:02 video) LKCE12
Snowden, David Keynote of XP 2012 (Part 1 (:38), Part 2 (:40)) May 2012
Snowden, David Practice without sound theory will not scale (1:08 video presentation)
Kurtz, C.F., and D. J. Snowden, The New Dynamics of Strategy: Sense-Making in a Complex and Complicated World, IBM Systems Journal, Vol 42, No 3., 2003
Cognitive Edge Blog on Cynefin
Ballestrin, Kim. Applying Cynefin and Agile LAST Conference, July 27, 2012 (Deck and Video)
Haight, Cameron. Leverage the Cynefin Framework to Improve IT Operations and Decision Making, Gartner: 2012
Perline, Joseph. On Understanding Software Agility— A Social Complexity Point Of View, E:CO Issue Vol. 13 Nos. 1-2 2011
Neis, Pierre How Cynefin Model Improves Lean Implementation, Slideshare Oct 21, 2012
More Information:
https://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
These models/frameworks can be used to enhance your project management and process improvement projects.
A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DOCUMENT DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 25 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Osgood-Schramm's Model of Communication
13. Szpekman's Communication Framework
14. The Johari Window
15. The ADDIE Model
16. The Conscious Competence Learning Model
17. Kirkpatrick's Four-Level Training Evaluation Model
18. The PDCA Cycle
19. Six Sigma Quality Improvement (DMAIC)
20. Business Process Redesign (BPR)
21. Xerox Benchmarking Model
22. Project Management Body of Knowledge (PMBoK)
23. PRINCE2 Project Management
24. Managing Successful Programmes (MSP)
25. Management of Risks (M_o_R)
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
More Information:
https://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
These models/frameworks can be used to enhance your project management and process improvement projects.
A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DOCUMENT DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 25 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Osgood-Schramm's Model of Communication
13. Szpekman's Communication Framework
14. The Johari Window
15. The ADDIE Model
16. The Conscious Competence Learning Model
17. Kirkpatrick's Four-Level Training Evaluation Model
18. The PDCA Cycle
19. Six Sigma Quality Improvement (DMAIC)
20. Business Process Redesign (BPR)
21. Xerox Benchmarking Model
22. Project Management Body of Knowledge (PMBoK)
23. PRINCE2 Project Management
24. Managing Successful Programmes (MSP)
25. Management of Risks (M_o_R)
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
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DICE for change management calculation
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CASE STUDY – TATA motors
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HBR's 10 Must Reads on Change Management: The Hard Side of Change Management
The Hard Side of Change Management
by Harold L. Sirkin, Perry Keenan, and Alan Jackson
WHEN FRENCH NOVELIST JEAN-BAPTISTE Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject. They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed. They’ve sanctified the importance of changing organizational culture and employees’ attitudes. They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change. And they’ve exhorted companies to launch campaigns that appeal to people’s hearts and minds. Still, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same.
Managing change is tough, but part of the problem is that there is little agreement on what factors most influence transformation initiatives. Ask five executives to name the one factor critical for the success of these programs, and you’ll probably get five different answers. That’s because each manager looks at an initiative from his or her viewpoint and, based on personal experience, focuses on different success factors. The experts, too, offer different perspectives. A recent search on Amazon.com for books on “change and management” turned up 6,153 titles, each with a distinct take on the topic. Those ideas have a lot to offer, but taken together, they force companies to tackle many priorities simultaneously, which spreads resources and skills thin. Moreover, executives use different approaches in different parts of the organization, which compounds the turmoil that usually accompanies change.
In recent years, many change management gurus have focused on soft issues, such as culture, leadership, and motivation. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. Soft factors don’t directly influence the outcomes of many change programs. For instance, visionary leadership is often vital for transformation projects, but not always. The same can be said about communication with employees. Moreover, it isn’t easy to change attitudes or relationships; they’re deeply ingrained in organizations and people. And although changes in, say, culture or motivation levels can be indirectly gauged through surveys and interviews, it’s tough to get reliable data on soft factors.
What’s missing, we believe, is a focus on the not-so-fashionable aspects of change management: the hard factors. These factors bear three distinct characteristics. First, companies are able to measure them in direct or indirect ways. Second, companies can easily communicate their impor ...
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The hard side of change management
1. The Hard Side of Change
Management
(Sirkin, Keenan, Jackson, 2005)
2. Background
• Companies over-emphasize the soft side of change:
leadership style, corporate culture, employee motivation.
• Companies should address harder elements. (DICE)
• By assessing each DICE element before launching a
major change initiative, identifying potential problem
areas and make the necessary adjustments (such as
reconfiguring a project team’s composition or
reallocating resources) to ensure the program’s success.
• use DICE after launching a project—to make midcourse
corrections if the initiative veers off track.
3. The Four Key Factors
• time between milestone reviews—
the shorter, the betterDuration
• project teams’ skill
Integrity
• senior executives’ and line
managers’ dedication to the programCommitment
• The extra work must do to adopt
new processes—the less, the betterEffort
4. Duration
• A long project reviewed frequently stands
a far better chance of succeeding than a
short project reviewed infrequently.
• Problems can be identified at the first sign
of trouble, allowing for prompt corrective
actions.
• Review complex projects every two
weeks; more straightforward initiatives,
every six to eight weeks.
The duration of time until the change
program is completed if it has a short life
span; if not short, the amount of time
between reviews of milestones.
5. Integrity
• A change program’s success hinges on a
high integrity, high-quality project team.
• To identify team candidates with the right
portfolio of skills, solicit names from key
colleagues, including top performers in
functions other.
• Recruit people who have problem-solving
skills, are results oriented, and are
methodical but tolerate ambiguity.
• Look also for organizational savvy,
willingness to accept responsibility for
decisions, and a disdain for the limelight.
Its ability to complete the initiative on
time depends on members’ skills &
traits relative to the project’s
requirements
6. Commitment
• If employees don’t see company leaders
supporting a change initiative, they won’t
change.
• Also continually communicate why the
change is needed and what it means for
employees.
• Ensure that all messages about the
change are consistent and clear. Reach
out to managers and employees through
one-one conversations to win them over.
7. Effort
• If adopting a change burdens employees
with too much additional effort, they’ll
resist.
• Calculate how much work employees will
have to do beyond their existing
responsibilities to implement the change.
• Ensure that no one’s workload increases
> 10%. If necessary, remove nonessential
regular work from employees with key
roles in the transformation project.
• Use temporary workers or outsource
some processes to accommodate
additional workload.
9. DURATION [D]
Do formal project reviews occur regularly? If
the project will take more than two months
to complete, what is the average time
between reviews?
INTEGRITY OF PERFORMANCE [ I ]
Is the team leader capable? How strong are
team members‘ skills and motivations? Do
they have sufficient time to spend on the
change initiative?
SENIOR MANAGEMENT COMMITMENT
[Ci]
Do senior executives regularly communicate
the reason for the change and the
importance of its success? Is the message
convincing? is the message consistent, both
across the top management team and
overtime? Has top management devoted
enough resources to the change program?
EFFORT [E]
What is the percentage of increased effort
that employees must make to implement the
change effort? Does the incremental effort
come on top of a heavy workload? Have
people strongly resisted the increased
demands on them?
ASK
10. DURATION [D]
Do formal project reviews occur
regularly? If the project will take more
than two months to complete, what is
the average time between reviews?
Score: If the
time between
project
reviews < 2
months 1
point
If the time is
between 2 - 4
months 2
points
between 4 - 8
months, 3
points
if reviews > 8
months apart,
4 points
11. INTEGRITY OF PERFORMANCE [ I ]
Is the team leader capable? How
strong are team members‘ skills and
motivations? Do they have sufficient
time to spend on the change initiative?
The project team is led by a
highly capable leader who
is respected by peers
The members have the
skills and motivation to
complete the project in the
stipulated time frame
The company has assigned
at least 50% of the team
members' time to the
project
1 point
The team's capabilities are
somewhere in between,
assign the project
2 or 3 points
The team is lacking on all
those dimensions
4 points
12. LOCAL-LEVEL COMMITMENT [C2]
Do the employees most affected by the
change understand the reason for it and
believe it’s worthwhile? Are they enthusiastic
and supportive or worried and obstructive?
If employees
are eager to
take on the
change
initiative
1 point
if they are
just willing
2 points
If they're
reluctant or
strongly
reluctant
3 or 4
points.
13. SENIOR MANAGEMENT COMMITMENT [Ci]
Do senior executives regularly communicate the
reason for the change and the importance of its
success? Is the message convincing? is the message
consistent, both across the top management team and
overtime? Has top management devoted enough
resources to the change program?
Senior
management
has (actions and
words) clearly
communicated
the need for
change
1 point.
If senior
executives
appear to be
neutral,
2 or 3 points.
If managers
perceive senior
executives to be
reluctant to
support the
change
4 points.
14. EFFORT [E]
What is the percentage of increased effort that
employees must make to implement the change
effort? Does the incremental effort come on top
of a heavy workload? Have people strongly
resisted the increased demands on them?
If the project
requires less
than 10%
extra work by
employees,
you can give
it 1 point
. If it's 10% to
20% extra, it
should get 2
points. If it's
20% to 40%,
it must be 3
points.
if it's more
than 40%
additional
work, you
should give
the project 4
points.
16. Zones of project
• Scores between 7 and 14:
• The project is very likely to succeed.Win
• Scores higher than 14 but lower than 17:
• Risks to the project’s success are risingWorry
• The project is extremely risky.
• project scores over 17 and under 19 points, the
risks to success are very high. Beyond 19, the
project is unlikely to succeed.
Woe
17. • Conducting a DICE assessment fosters
successful change by sparking valuable
senior leadership debate about project
strategy It also improves change
effectiveness by enabling companies to
manage large portfolios of projects.