3. Change management game
Pick up 3 team members (do not spell out)
As the music plays, we all start moving
around, in the direction described by the
moderator
do your best to keep the same distance to
each of the three members
Reflection
4. Some people change when they see the light,
others when they feel the heat
• Change is the only constant reality of life and is observed
not just in our personal life but also on the professional
front.
• Managing change and learning to adapt to it takes time,
energy, efforts and training.
• Change presents an opportunity – as new possibilities are
created
• Leadership means facing up to change with active desire
to shape it
• Survival and growth are dependent upon adaptation to
changing environment
• Change management aims at providing certainty in
dealing with uncertainty
5. THE CHANGE MANAGEMENT: barriers
Habits are a normal part of
every person’s lives,
but it is often
counterproductive when
dealing with change. As
humans we are not very good
at changing.
We often see changes as a
negative thing, something that
creates instability and
insecurity. A normal change
management process often
evolves trough number of
mental phases.
6. The three
change-
related
issues
• Why
The reason for the change. What is the
business benefit you hope to achieve with the
change?
• What
Is it hardware, software, system architecture,
a process, documentation, or a combination
of these that will be subjected to change?
• Impact
What are the possible negative consequences
of the
7. • Both external and internal factors
may drive the change in the
organization.
• External factors may be social,
legal, political, economic factors.
• Internal factors, they may be
financial pressure, adopting new
operation systems, adopting new
vision for the company
8. Guiding
Questions
• What external issues are driving this
change?
• What internal factors can impact this
change?
• What does success look like?
• How does this change support the
strategic direction of the organisation?
9. Guiding
Questions
Does your organization have clear strategic objectives to differentiate from
the competition?
Have you assessed the value of implementing a customer-centric strategy
to achieve strategic objectives?
Does your organization have a clearly articulated future vision that
connects employees to a higher purpose?
Have you defined organizational values that drive employee motivation
and behaviors? Do they align with your strategy? ?
Are you satisfied with performance related to growth, profitability, and
customer retention? If not, has your organization sounded the alarm?
Is there a collective understanding of the need for change?
Do you regularly listen to your customers’ stories to understand if you’re
satisfying them?
10. Share you tube clip-
discuss
• https://youtu.be/pOQBp56j65Q
11. KURT LEWIN’S
CHANGE
MANAGEMENT
MODEL
Unfreeze
1 What is going on – and the "Need-for-Change“ Analysis
2 Cost/Benefit Analysis – support form top level
3 Define your goals Action
4 Know you target group Analysis
5 Manage and understand the doubts and concerns
6 Create a plan Notice: With short term goals and changes Analysis / Action
Move
1 Communicate often - Act! Action
2 Adjust your plan Slow down is necessary Action – dispel rumors
3 Ensure acceptance for the next step Action - empower
4 Repeat Action – involve people in process
Freeze
1 Anchor the change into culture
2 Evaluate the result Analysis
3 Celebrate success
13. Denial
Where we fight the change and protect status quo.
Frustration and anger
When we realize that we cannot avoid the change and we become insecure because of lack of awareness.
Negotiation and bargaining
Where we try to save what we can.
Depression
When we realize that none of the old ways can be incorporated into the new.
Acceptance
When we accept the change and start to mentally prepare ourselves.
Experimentation
Where we try to find new ways, and gradually remove the old barriers.
Discovery and Delight
When we realize that the change will improve our future possibilities.
Integration
Where we implement the change.
THE CHANGE MANAGEMENT curve
19. the first challenge that managers should overcome is the situational
resistance of employees against the change - In principle, employees
show resistance to change regardless of its nature.
• First create atmosphere of awareness regarding the inevitability of
the change
• Motivate employees to accept the change by referring to the
benefits or by declaring the harm that could be caused in case
change is not going to occur.
• After employees’ acceptance, managers have to support with the
necessary knowledge / capacity building to ensure that change will
continue smoothly.
20. Success Factor I : Establish a Vision
Change must have a purpose with which staff connects.
To begin, leadership should outline the vision of the
desired state that will come about as a result of the
change.
The vision should allow for shared ownership at all
levels of the organization.
Staff and other stakeholders must feel connected to the
vision and understand its utility to their own work.
They must also understand how the change personally
impacts them and acknowledge that workload or
behavior change serves a larger purpose.
21. Success Factor II:
Involve Senior
Leadership
It is critical that a coalition of senior leaders
commit to and involve themselves in the design,
communication, and implementation of an change.
Senior leadership should communicate that the
change represents a positive development for the
organization
When leadership is not engaged or does not view a
change as a priority, staff may disregard change
efforts or view the change as an activity to ‘check a
box.’
22. Success
Factor III:
Create a
team of
change
agents
A team of change agents needs to be created to
deliver the changes.
• identifying appropriate individuals for the team
• assigning roles and responsibilities to the
change team- build support
• formulating a plan to identify all activities
involved in developing and implementing the
change
• Identify those opposed to change and try to
neutralize them.
23. Success Factor IV:
Embed the
change
To achieve long-term desired
objective:
communicating the changes
that have taken place and
reinforcing that the old ways
of working are no longer
applicable
providing a forum for people
to discuss any implications
the changes have on them
personally
providing ongoing training
and support to fill any ‘gaps’
in understanding or
capabilities
changing recruitment,
promotion and reward
policies to attract and retain
the right people and
reinforce the right behavior.
24. Success Factor V:
Measure Success
We need to be able to know how
to measure the change effort, so
we can identify whether we are
making progress or not.
A good guide for measures is the
SMART model. The measures
should be specific, measurable,
attainable, realistic and timely.
25. Best
Practices
for
Leading
Change –
What to
Do
Provide Provide information, what you know, what you don’t, when to
expect updates. Employees need all available information to make
realistic assessments and effective plans.
Share Share what information you have when you have it: what is
changing, what is not, what is known, what is unknown, when to
expect updates.
Display Display a positive attitude – As the leader, you are in a position of
great influence. In a sense you are your team’s North Star.
Stay Stay connected to your team – Focus on team goals, foster support,
monitor functioning, and celebrate achievements.
Surface Surface issues and concerns – Show empathy; help employees
reframe their personal response to the change so they can
effectively manage their own personal resistance
Provide Provide more structure – Define short-term objectives, time frames,
priorities, and standards to help your team regain its equilibrium
26. Best Practices for Leading Change – What to Do
Protect quality and customer service – Service standards must remain high.
Empower. Determine the appropriate level of authority to assign by considering an
employee’s current emotional stage, level of experience, capability, and the task
itself.
Raise the bar – Provide challenging assignments and coach employees to grow and
develop their skills
Recognition – During change it is especially important to show appreciation and
provide acknowledgement for work well done.
2-way communication – Be honest about what you can’t say or don’t know, and be
open to hearing feedback.
Inform/update higher management –This ensures leadership has the information
needed to make informed decisions
27. Best
Practices for
Leading
Change –
What NOT to
Do
• Don’t censor information or hold back until everything is
known. Employees need all available information to make
realistic assessments and effective plans. Share what
information you do have, when you have it even if the
information you have is not complete.
• Don’t express cynicism. Employees look to you as a role
model and need your support and constructive guidance.
• Don’t be unrealistically positive. Acknowledge when things
are difficult.
• Don’t isolate yourself. Employees need access to you to
feel supported. Use employees’ cues to know when to
become more involved and when to back off.
• Don’t expect employees to all react the same way at the
same time. Employees respond to the same situation
differently
28. Reasons People Resist Change
• Loss of control. Change interferes with autonomy and can make people feel that
they’ve lost control over their territory. It’s not just political, as in who has the
power. Our sense of self-determination is often the first things to go when faced
with a potential change coming from someone else. Smart leaders leave room for
those affected by change to make choices. They invite others into the planning,
giving them ownership.
• Excess uncertainty. If change feels like walking off a cliff blindfolded, then people
will reject it. People will often prefer to remain mired in misery than to head
toward an unknown. As the saying goes, “Better the devil you know than the
devil you don’t know.” To overcome inertia requires a sense of safety as well as an
inspiring vision. Leaders should create certainty of process, with clear, simple
steps and timetables.
• Surprise, surprise! Decisions imposed on people suddenly, with no time to get
used to the idea or prepare for the consequences, are generally resisted. It’s
always easier to say No than to say Yes. Leaders should avoid the temptation to
craft changes in secret and then announce them all at once. It’s better to plant
seeds — that is, to sprinkle hints of what might be coming and seek input.
29. Reasons People Resist Change
• Everything seems different. Change is meant to bring something different, but
how different? We are creatures of habit. Routines become automatic, but
change jolts us into consciousness, sometimes in uncomfortable ways. Too many
differences can be distracting or confusing. Leaders should try to minimize the
number of unrelated differences introduced by a central change. Wherever
possible keep things familiar. Remain focused on the important things; avoid
change for the sake of change.
• Loss of face. By definition, change is a departure from the past. Those people
associated with the last version — the one that didn’t work, or the one that’s
being superseded — are likely to be defensive about it. When change involves a
big shift of strategic direction, the people responsible for the previous direction
dread the perception that they must have been wrong. Leaders can help people
maintain dignity by celebrating those elements of the past that are worth
honoring, and making it clear that the world has changed. That makes it easier to
let go and move on.
30. Reasons People Resist Change
• Concerns about competence. Can I do it? Change is resisted when it makes people feel stupid.
They might express skepticism about whether the new software version will work or whether
digital journalism is really an improvement, but down deep they are worried that their skills will
be obsolete. Leaders should over-invest in structural reassurance, providing abundant
information, education, training, mentors, and support systems. A period of overlap, running
two systems simultaneously, helps ease transitions.
• More work. Here is a universal challenge. Change is indeed more work. Those closest to the
change in terms of designing and testing it are often overloaded, in part because of the
inevitable unanticipated glitches in the middle of change, per “Kanter’s Law” that “everything
can look like a failure in the middle.” Leaders should acknowledge the hard work of change by
allowing some people to focus exclusively on it, or adding extra perqs for participants (meals?
valet parking? massages?). They should reward and recognize participants — and their families,
too, who often make unseen sacrifices.
• Ripple effects. Like tossing a pebble into a pond, change creates ripples, reaching distant spots in
ever-widening circles. The ripples disrupt other departments, important customers, people well
outside the venture or neighborhood, and they start to push back, rebelling against changes
they had nothing to do with that interfere with their own activities. Leaders should enlarge the
circle of stakeholders. They must consider all affected parties, however distant, and work with
them to minimize disruption.
31. Reasons People Resist Change
• Past resentments. The ghosts of the past are always lying in wait to haunt us. As
long as everything is steady state, they remain out of sight. But the minute you
need cooperation for something new or different, the ghosts spring into action.
Old wounds reopen, historic resentments are remembered — sometimes going
back many generations. Leaders should consider gestures to heal the past before
sailing into the future.
• Sometimes the threat is real. Now we get to true pain and politics. Change is
resisted because it can hurt. When new technologies displace old ones, jobs can
be lost; prices can be cut; investments can be wiped out. The best thing leaders
can do when the changes they seek pose significant threat is to be honest,
transparent, fast, and fair. For example, one big layoff with strong transition
assistance is better than successive waves of cuts.
• Although leaders can’t always make people feel comfortable with change, they
can minimize discomfort. Diagnosing the sources of resistance is the first step
toward good solutions. And feedback from resistors can even be helpful in
improving the process of gaining acceptance for change.
