Change management 2015 july richard k. wanyama lectureRichard K. Wanyama
Great ideas on fostering change in business and nonprofit settings. This is one of the challenging leadership and management aspects in Africa. These are simple ideas that deliver great results when followed methodically. They can give African leaders and manager better outcomes.
Organization Management System Powerpoint Presentation SlidesSlideTeam
Determine your organization structure and design by using the Organization Management System PowerPoint Presentation Slides. This presentation analyzes the current situation of the organization by highlighting problem areas. Utilize our content-ready organization structure and management PowerPoint templates and depict the organization readiness criteria for the development process. Discuss the organization development action plan by using a visually appealing PPT slide deck. The presentation will help to develop an organization development framework with a timeline to complete each phase of the development process. Present management skills and styles along with the features and discuss the impact on the organizational success rate. The organization management system PPT slides also covers work culture improvement plan, communication plan after organization management. After that discuss common threats faced by the organization such as data misused, insider threats, strict compliance regulations, etc. It also covers the roles of team members in the organization development process, roles of employees in reducing threats, the role of HR consulting in redesigning organizational structure, organization management workstream, etc. https://bit.ly/3cedTq6
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Change management 2015 july richard k. wanyama lectureRichard K. Wanyama
Great ideas on fostering change in business and nonprofit settings. This is one of the challenging leadership and management aspects in Africa. These are simple ideas that deliver great results when followed methodically. They can give African leaders and manager better outcomes.
Organization Management System Powerpoint Presentation SlidesSlideTeam
Determine your organization structure and design by using the Organization Management System PowerPoint Presentation Slides. This presentation analyzes the current situation of the organization by highlighting problem areas. Utilize our content-ready organization structure and management PowerPoint templates and depict the organization readiness criteria for the development process. Discuss the organization development action plan by using a visually appealing PPT slide deck. The presentation will help to develop an organization development framework with a timeline to complete each phase of the development process. Present management skills and styles along with the features and discuss the impact on the organizational success rate. The organization management system PPT slides also covers work culture improvement plan, communication plan after organization management. After that discuss common threats faced by the organization such as data misused, insider threats, strict compliance regulations, etc. It also covers the roles of team members in the organization development process, roles of employees in reducing threats, the role of HR consulting in redesigning organizational structure, organization management workstream, etc. https://bit.ly/3cedTq6
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
These slides is uploaded for information purposes and as partial requirement of Philippine Women's University in PhD class; Subject:Governance in Health Care Practice
"Leaders Make Things Happen" A valuable information drive about shared governance in nursing. Nurses can achieve organizational support through effective collaboration relationship leading to quality patient care.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
Conditions for failure in OD effort - OD process - Organizational Change an...manumelwin
A continued discrpancy between top management statements of values and styles and their actual work behaviour.
A big program of activities without any solid base of change goals.
Overdependence on outside help: With the incresing complexity of organizations and of the demands of the environment, it is easy to let consultants or specialists `solve the problem.’
Shared Governance: Empowering and Creating Competent and Committed Nurses ConnieVendicacion
This presentation is uploaded for information purposes and as a partial requirement of Philippine Women's University in Ph.D. class; Subject: Governance in Health Care Practice.
These slides is uploaded for information purposes and as partial requirement of Philippine Women's University in PhD class; Subject:Governance in Health Care Practice
"Leaders Make Things Happen" A valuable information drive about shared governance in nursing. Nurses can achieve organizational support through effective collaboration relationship leading to quality patient care.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
Conditions for failure in OD effort - OD process - Organizational Change an...manumelwin
A continued discrpancy between top management statements of values and styles and their actual work behaviour.
A big program of activities without any solid base of change goals.
Overdependence on outside help: With the incresing complexity of organizations and of the demands of the environment, it is easy to let consultants or specialists `solve the problem.’
Shared Governance: Empowering and Creating Competent and Committed Nurses ConnieVendicacion
This presentation is uploaded for information purposes and as a partial requirement of Philippine Women's University in Ph.D. class; Subject: Governance in Health Care Practice.
Indian tax regime is on its way to certainty. Indian APA programme is welcomed by the taxpayers since it gives a certainty in the arm's length pricing. This article provides glimpse of India APA programme so far.
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Nursing innovation is a fundamental source of progress for health care systems around the world. And nurses innovate to find new information and better ways of promoting health, preventing disease and better ways of care and cure
Chapter 4 leading change and innovationMohsin Akhtar
Leading change and innovation
1.roles and attitudes
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stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
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Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Training 2015-11-06-change management 2015 november - richard k. wanyama lecture
1.
2. Change is the only
constant in life.
HERACLITUS
A radical, fundamental, organization-wide
reorientation to enhance performance, as opposed
to small scale actions.
Examples are: change of mission; restructuring
operations; replacing a key process, etc.
3. Realities about Change
• Often provoked by external/PEST factors
• Also undertaken as an evolution process
in the organization life-cycle
• People dislike, fear, suspect change
• Change opposes values and ideas that
people hold dear (that is why some argue
that change should also target culture,
values and beliefs)
4.
5. Roles in Change Management
• Change Initiator
• Change Agent
• Change Champion
– People or groups whose actions are aimed at
sustaining interest in the change process.
– Their roles include reminding people why change is
happening and its benefits
• Sponsor of Change
– Internal person, team or dept that is officially
responsible for coordinating the change process
6. Forms of Change in Health Programs
• Change in clinical practices
• Change in providers’ behaviors and
attitudes
• Change in management practices
• Change in management systems
• Change in organizational strategies and
structures
8. 8,000,000people develop active TB annually and each
infects an average 10 to 15 others, though
treatment is known and could be easily
supervised
9. … health professionals chronically
misjudge what it takes to achieve
lasting change
(The Manager 2004, Vol. 13, No. 3)
10. factors influencing
translation of change
ideas into workable
practices
Dedicated
change
agent leads
the way
Clear purpose
and expected
results of the
change
process
Staff
motivation
and ongoing
support
Clear
assigned and
accepted
responsibility
Environment
that
encourages
change
1 2 3 4 5
11. 1Dedicated change
agent leads the way
Internal change
agent who cares
deeply about and is
motivated by need
for change
New practices
imposed from
outside last a short
time without internal
change agent
Not necessarily idea
originators, but
organizational
innovators
12. 2 Clear purpose and
expected results of
the change process
Ensure all stakeholders
understand the
challenges your
organization is facing in
carrying out its
mandate and mission
Get stakeholder
consensus on one
challenge they believe
can be addressed by
changing ineffective
practices
Convince stakeholders
that the new practice:
Offers clear benefits to
them and their clients
Can be tested without
high cost/risks
Is consistent with
organizational values
Can be implemented
with minimal disruption
to services
13. 3
Staff motivation and
ongoing support
throughout the process
Get the buy-in of
staff and others you
expect to help
Get strategies to
maintain their
dedication
Document and share
early successes and
benefits
14. 4 Gain acceptance of
assigned responsibility
Assign staff clear
responsibility for
implementing
change and
encourage them to
accept it
Encourage staff to
recognize urgency
and priority of
proposed change
Provide information,
resources and skills
needed to take on
new responsibilities
Integrate new
responsibilities into
performance expectations
and hold them accountable
for achieving the assigned
part of the change process
Provide needed support;
demonstrate your
commitment; model the
new attitudes and practices
that you expect them to
adopt
15. 5 Promote environment
that promotes change
Ride on
organizational
culture that supports
change and learning
Where overall culture
inhibits initiative,
encourage change in
your own unit
Build alliance with
other forward-
thinking managers
Use any positive
results to persuade
others to consider
the new practice(s)
Understand factors
that impede change
and keenly watch out
for them
16.
17. phases of
leading a
change
process
PHASE 1
Recognize
the challenge
affecting your
work
PHASE 2
Identify
promising
practices
PHASE 3
Adapt and
test one
promising
practice or
set of
practices
PHASE 4
Implement
the new
practice or
set of
practices
PHASE 5
Scale up the
successful
new practice
or set of
practices
18. Create with
staff a shared
vision of a
better future
Identify with
staff the one
serious
obstacle your
unit or facility is
facing
Determine the
underlying
causes that
prevent a
solution (Ask 5
Whys)
Move from
“problem
mindset” to
“challenges”
mindset
Start to bring
senior
management
on board (focus
on how to win
their support)
1
Phase
Recognize the challenge
19. Characteristics
of a Promising
Practice
Deals with
issues relevant
to the identified
challenge
Has clearly met
program
objectives in
another setting
Has caused
observable or
measurable
improvements in
services
Features
elements that
you and your
colleagues want
to achieve in
your setting
Have been
tested in the
field and provide
credible
evidence of
success and
transferability
What practices
have been
introduced in
your org or
neighboring org?
What practices
have been
introduced
nationally?
What
practices are
endorsed by
reputable
national
authorities?
What
practices are
promoted by
international
agencies?
2
Phase
Identify promising practices
20. Create a
change
team
1. Work with team to
analyze similarities
and differences
between your setting
and the origin of the
promising practices.
2. Pay attention to org
culture and how it might
support or impede the
new practice. Find people
in the org who can help to
address cultural
elements.
3. Test the practice in
a small setting such
that the testing is
rapid and inexpensive
but representative of
a real life setting;
define results,
indicators and
approaches
4. Evaluate the success of
the small scale trial against
the indicators; use lessons
to eliminate obstacles; make
needed adaptations. Later
other parts of the org may
also make their adaptations
3
Phase
Adapt and test one promising
practice or set of practices
21. Expand use of the
practice from limited
setting to more places;
from one clinic to
multiple clinics; from
one hospital unit to
several units. Work
with change team to
generate interest,
curiosity, commitment
and ownership
1. Demonstrate to
senior mgt and unit
managers results of
the new practice,
approaches, and how
and when progress
can be assessed
2. Agree on required
steps, required tasks,
when, by whom and
with what resources
3. Ensure
understanding of
roles by those
responsible for tasks,
time and resources
have been given, and
are held responsible
for results
4. Monitor and
document progress
against mutually
agreed indicators;
make necessary
adaptations based on
lessons
5. Managers of new
implementing sites
identify all who are
directly or indirectly
affected and keep
them informed of
progress
6. Acknowledge
visible interim results
(small wins) to
encourage and build
confidence of staff as
they move towards
mainstreaming the
new practice
As the change team,
which now includes new
managers, succeeds in
implementing the
practice and making
achievements known,
you will be building a
base of support among
influential stakeholders
and decision makers.
Some of these people
will become champions
for eventual scale-up.
4
Phase
Implement the new practice
22. At this point, you
may hand over the
scale-up to more
senior people with
broader authority
and contacts. But
first lay the
groundwork.
Redesign the
practice a bit to
be less costly but
maintain its
effectiveness
Build the change
into mgt practices
(use existing
policies, systems,
rewards,
structures, etc.)
Develop
communications
strategy to make
practice known to
target groups
(including
WIIIFM)
Be ready to serve
as a resource for
one-on-one
support as others
undertake their
change process
5
Phase
Scale up the successful practice
23. Dealing with People Reactions to Change
•Provide information
•Reinforce that change will happen
•State unmistakably when and how change will occur
•Suggest ways to respond to the change
DENIAL
People are shocked that change is
about to occur and are
uncomfortable giving up practices
that they are familiar with
•Create opportunities for expressing anxiety
•Listen attentively to concerns
•Resist impulse to explain or defend the change
•Show understanding / empathy for feelings of loss and worry
•Understand motivations behind resistance and build coalitions that support the change
RESISTANCE
People still questioning whether the
new practices will succeed;
wondering about their ability to cope;
worrying about job security
•Provide opportunities and resources for discovering new possibilities
•Involve staff in planning for new practice, setting goals, etc.
•Provide training to enable them carry out the new practice
•Encourage people to prepare themselves in teams and to support one another
EXPLORATION
After expressing concerns and
mentally detaching from old
practices, people start to explore
opportunities in the new practices
•You no longer need to “manage” the change process
•Validate and reward their commitment and they will manage themselves
•Set long-term goals
•Provide needed support
•Get out of the way
COMMITMENT
People recognize and understand
the benefits of the new practice for
the client, the organization and for
themselves; they accept new idea;
they get ready to comply; they
commit to carry it out.