Managing Change


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A short presentation on managing Change for Nonprofits

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  • Bravo! Very clear and concise. I do so wish people in my company would adhere to similar presentation design principles. Honestly, here, sometimes it's as if I'm being presented with an Excel worksheet rather than a PPT. LOL.
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  • Facilitator notes at top of page support Managing Change slides; Additional CSS notes relate to managing the process of change as organizations move forward to comply with the requirements of the CSS. Welcome to this session. (Housekeeping pieces here: safety exits, point person for accommodation assistance, phones off, washrooms etc.) Introduction to session content and connection to CSS. Implementing the Requirements of the Customer Service Standard will mean some changes for you organization. Because all organizations involve a collection of individuals, it will be helpful to manage this process by being aware of differing capacities for, and resistance to, change.
  • As Nonprofits, organizationally there is a commitment to the provision of inclusive services. You have existing policies that can be added to or modified. You probably have common procedures and practices to accommodate the special needs of your individual clients, participants or other stakeholders with disabilities. Identifying and formalizing these will be part of the process. The things that you will need to improve/change will make your organization better and stronger as it delivers services to everyone in the community. Making services accessible to people with disabilities ensures that all “customers” will receive high quality and equitable services.
  • This change may be substantial or subtle, but it will have positive value for your organization and significant impact on the lives of many people. It is a change worthy of serious effort.
  • Organizations are made up of people; how people feel and react will always have an impact on the organization. Understanding the personal experience of those affected by the change provides a framework for the group dynamic. The collections of those personal experiences will produce a group dynamic. It is the group dynamic that needs to be acknowledged.
  • Every organization has a culture around change; some are more tolerant than others. The level of tolerance is often generated/engendered by the leadership (ED, CEO) of the organization. The tenure of staff, how long people have been with the organization, can affect openness to change. Is there a comfort level around the status quo? An approach or attitude that says: if it works, why change it; we have always done it that way…. If you are presenting within your organization, do your own analysis of the Change Culture to be well prepared for questions and discussions during the session.
  • Think about when something changed in your life—at home or work—and how did it make you feel? Questions could be addressed in discussion or an exercise: Did it matter how you were consulted/involved in the change? Did you feel empowered in the decision making process? What is important to you when you have to deal with change? How has that experience affected your tolerance of change? An organizational group exercise: Identify a recent change in your organization/department/program. What was it; how did it go; and what were the final results? History may suggest areas of potential concern to be addressed. Personal and organizational experience/history with change will affect the level of tolerance/resistance to change. Conversion of resistors to leaders will provide a transitional process that becomes more inclusive and ultimately more successful.
  • This and the visual tool on the next slide provide an approach to looking at different levels of acceptance of/reaction to change. You could ask people where they see themselves and note on a flip chart how many are at each level as a way to begin to map the change-tolerance culture in the group/program/organization.
  • CSS Ask where people think they are on the Change Curve when it comes to Providing service based on the Customer Service Standard? The Core Principles of the CSS: independence, dignity, integration and equality of opportunity? Perhaps plan a discussion about terminology related to the CSS. The term “customer service” may be a stumbling block for some. Remind the group that it is about how service is delivered, not what it is called. The person receiving the service would still be the term normally used in your organization: client, patient, participant, etc. The ‘person-first’ language may create some resistance or push-back: e.g. Some participants may feel that ‘person-first’ language makes no real difference & is just about being ‘politically correct’ . Discussion: words can be demeaning and reinforce stereotypes. Words can affect how people see themselves and how they are treated by others. Conclusion: People should not be defined by their disability.
  • Change means that ‘something” will change; the fear of what that means is often what makes people resistant to change. Reaction to change is often informed by past experiences of change; be they good/bad/neutral, there is still an impact. Naming it (personal experience) is a positive part of the process; otherwise the response to change will remain the elephant in the room.
  • Keep in mind that most beginnings are attached to an end and this is where resistance can develop. What is being “given up” may be more perception than reality, so probing about what is thought will be lost is a good reality check and may help move the transition along more smoothly. In managing any change, organizations will benefit by addressing the issue of loss, which may involve reallocation of resources/tasks or reframing of the situation.
  • The phases of change are pretty straight forward: you cannot get to the next phase until you have transitioned through the current phase. Though progress is personal, it may be forced by external pressures, such as a deadline (move date) or the retirement of a person (new hire). CSS: The time line is externally determined: compliance by January 1, 2012. The speed and process to adhere to this deadline is internally implemented and staff/volunteers should be engaged in the process.
  • You cannot have long lasting change without people undergoing a transition. This transition may be as simple as accepting a new procedure or as complicated as the restructuring of the organization. CSS: The change is being driven from external source (new law with mandatory compliance). Personal analysis of perceptions/bias/assumptions about people with disabilities is an important component in the transition process. The ending here is the discrimination toward people with disabilities and letting go of incorrect ideas and perceptions. Going outside of your comfort zone will be required; there will be benefits to this as you and the organization become more inclusive in thought and action.
  • Most organizations go through this, and it is more of a process than an initiator of actual change. Examples are program reviews and reports for the organization, funders, stakeholders.
  • Organizations undergo structural change as a result of both positive and negative forces. Positive: growth or new programs from new or additional funding Negative: reallocation of resources that results in decrease of service delivery, fewer staff, fewer hours for staff. Structural change impacts the sustainability of programs and organizations. The impact is also one on one, each person affected to different degrees.
  • The Nonprofit Sector understands transformational change, working toward change to improve things for the individual, the community. It is often about change in how people think and act. Engage people to comment on change that is positive. CSS: The goal of the Standard is to create societal transformational change. You cannot legislate attitude, but you can ensure that laws are in place to encourage thought shift and following actions. Once someone has internalized the change in thinking about people with disabilities, respectful language and supportive actions will follow and compliance with the law will be a natural end result. Policies and procedures will provide the framework/road map for people as they navigate towards inclusive customer service and interaction.
  • Pebble in a pond. A visual for change. Any other images come to mind? You can take note of these, integrate into future sessions You can take notes on a flip chart for group reference.
  • Identifying why change is happening provides context for the change and can begin to address concerns and resistance. The what is also important; motivation (real or perceived) can often be the lead factor for people, especially in the Nonprofit Sector where accountability is highly valued. If the motivation is not shared, it will be more difficult to engage people in the change process. Clear communication to those who will be affected is very important throughout the entire change process CSS: The Standard is the law and will impact all areas of the organization. Organizational implications - concern of management and the Board. Operationalizing the CSS/anticipating outcomes - challenge at staff level. Staff & volunteers in areas of service delivery need to be consulted in identifying impact and new processes for that service delivery. Policies, Procedures & Practices developed need to be communicated with clear messaging to all stakeholders.
  • Communication needs to be regular and clear. Concise and consistent communication will address resistance and concern at the beginning and, over time, change should be accepted as the final phase of the process. Communication, in the form that is most common in your organization, is the key to the successful management of change. Taking the time to plan will save time (and frustration) in the end. Decision makers and the people who will be affected by the change need to be part of the plan process. Involving a variety of stakeholders will develop early “change ambassadors”.
  • The topic of change tolerance has already been discussed. Ask people for any further thoughts at this point. Any suggestions about managing change? If people identify organizational stressors, you could ask them to also come up with ideas/solutions. This could be a small group exercise; or the exercise could be to identify both the stressor and some solutions. People who are part of the “solution” are more invested in its success. CSS: ASK: How can people be engaged to be the organization’s champions? Ideas can then become an engagement strategy, for people (staff/volunteers), programs and the organization as a whole. Position it as a Win-Win for all.
  • Walk people through the SMART process; it is what it says. A chart can be made so that each objective is SMART CSS: Target date is January 1, 2011, so the date is determined. The process is where the organization has the opportunity for input and development.
  • This piece is important to manage and evaluate the change process regardless of what is pushing the change. Identifying the people who will be point people or leads in the piece should be part of the change plan. That way the evaluation begins informally and then moves to formal collection of the required data. CSS: Organizations will determine what needs to be collected for the compliance process. Organizations with 20 or more employees are required to make a formal report. It is worthwhile for all organizations to track the change and monitor the organizational impact.
  • The elements of the change will likely determine who will be the lead for implementation. Whoever is the lead needs to communicate regularly, consistently and clearly. Each organization has a culture around communication. It is prudent to have it written for later reference for all. Written communication about the Change Plan will provide a framework for the change and a point of reference; no excuse for “I didn’t know”. CSS: The management of the organization will likely lead implementation. Executive Director & Board – prepare Policies, Procedures and Practices Human Resources – coordinate/communicate input for procedures & practices; determine/deliver training needs for staff. Manager of Volunteers: coordinate/communicate input for procedures & practices; determine/deliver training needs for volunteers.
  • Generally, the change impetus will determine the cycle of review; it will also depend on what kind of change has occurred, i.e.: cyclical, structural, transformational. Benchmarks need to be identified as part of the change plan, so that they can be measured along the change process. CSS: The cycle for review will be determined to a degree by the Requirements of the CSS and, for organizations with 20 or more employees, by the reporting process defined in the CSS. The impact of change may not be immediately evident. Tracking benchmarks will provide a picture over time and can be helpful to the organization in its overall response to and management of change.
  • Real change is not easy and does not happen quickly in organizations. The culture of organizations, though organic in nature, can be quite resistant to change. Understand that it will take time, invest in the process, and the organization will benefit from well managed change. TTT: Things Take Time CSS: Compliance with the Standard will contribute to organizations being more inclusive and the delivery of services being better for people with disabilities and, in the end, for everyone in the community. Inclusive services benefit everyone: staff, volunteers and customers (clients).
  • Thank people for their participation in this session. Effectively managing the change as their organization works on implementing the Customer Service Standard will demonstrate their commitment to an inclusive community. Ask them to complete the evaluation form before they go.
  • Managing Change

    1. 1. Awareness of the Landscape Managing Change : The material contained in this presentation is for information purposes only.
    2. 2. Session AGENDA <ul><li>Experiencing Change </li></ul><ul><li>Change versus Transition </li></ul><ul><li>Types of Change </li></ul><ul><li>Planning for Organizational Change </li></ul><ul><li>Implementation and Assessment </li></ul>Managing Change Agenda For information purposes only. For information purposes only.
    3. 3. Change alone is eternal, perpetual, immortal. - Arthur Schopenhauer
    4. 4. Experiencing Change <ul><li>Change is experienced at the personal level </li></ul><ul><ul><li>Whether one is at home, at work or volunteering </li></ul></ul><ul><ul><li>Whether others around one experience it or not </li></ul></ul>For information purposes only. For information purposes only.
    5. 5. Organizational Culture <ul><li>What is the culture of your organization? </li></ul>For information purposes only. Culture Defined: Accepted norms and behaviours that describe how “we” work . For information purposes only.
    6. 6. <ul><li>Identify past experience with change </li></ul><ul><li>Determine tolerance for change </li></ul><ul><li>Who has been through change before? </li></ul><ul><li>Who will lead / hinder change? </li></ul>Change History and Potential For information purposes only. For information purposes only.
    7. 7. <ul><li>You often… </li></ul><ul><ul><li>Make it happen , identify the areas and possibilities for change </li></ul></ul><ul><ul><li>Help it happen , work with the process for the change </li></ul></ul><ul><ul><li>Let it happen , passive participation in the process for change </li></ul></ul><ul><ul><li>Oppose it from happening , need to have proof for the need for change </li></ul></ul><ul><ul><li>Never change , will work to ensure there is no change </li></ul></ul>For information purposes only. Where do you see yourself?
    8. 8. For information purposes only. The Change Curve For information purposes only. 3 1 2 4 5
    9. 9. For information purposes only. <ul><li>Change is an event. It… </li></ul><ul><li>is situational; </li></ul><ul><li>is external to us; </li></ul><ul><li>happens to us and; </li></ul><ul><li>starts with something new. </li></ul>What is Change?
    10. 10. For information purposes only. <ul><li>Transition is a gradual psychological process. It… </li></ul><ul><li>happens inside of us; </li></ul><ul><li>is invisible; </li></ul><ul><li>starts with an “end” or “giving things up”. </li></ul>What is Transition?
    11. 11. For information purposes only. Three Phases of Transition For information purposes only.
    12. 12. For information purposes only. <ul><li>Change </li></ul><ul><li>External event </li></ul><ul><li>Happens to you </li></ul><ul><li>Can be marked on a calendar </li></ul><ul><li>Starts with something new </li></ul>Comparing the Two <ul><li>Transition </li></ul><ul><li>Internal event </li></ul><ul><li>Happens within you </li></ul><ul><li>Doesn’t happen overnight </li></ul><ul><li>Starts with something ending </li></ul>For information purposes only.
    13. 13. For information purposes only. Types of Change: Cyclical <ul><li>Big stir at beginning </li></ul><ul><li>Goes back to what it was </li></ul><ul><li>Example: Operation Budgets </li></ul>
    14. 14. For information purposes only. Types of Change: Structural <ul><li>Things do not go back to the way they were </li></ul><ul><li>Produces some change </li></ul><ul><li>Example: New staff or administration system </li></ul>
    15. 15. For information purposes only. Types of Change: Transformational <ul><li>Shift in organizational culture </li></ul><ul><li>Results in significant change </li></ul><ul><li>Example: Merge of programs, shift in service emphasis </li></ul>
    16. 16. Change is all around us.
    17. 17. For information purposes only. <ul><li>Why is change being considered? </li></ul><ul><li>What is motivating the change? </li></ul><ul><li>Where is change being considered? </li></ul><ul><li>When will the change be implemented? </li></ul><ul><li>Who will be impacted by the change? </li></ul>Five W’s of Change
    18. 18. For information purposes only. Begin at the Beginning <ul><li>Bridge the gap with clear communication </li></ul><ul><li>Develop a plan to plan for change </li></ul>
    19. 19. For information purposes only. Think Inside the Box <ul><li>Determine tolerance for change </li></ul><ul><li>Identify organizational stressors </li></ul><ul><li>Develop engagement strategies </li></ul>
    20. 20. For information purposes only. <ul><li>“ Fortune favours the prepared mind.” </li></ul><ul><ul><li>- Dr. L. Pasteur </li></ul></ul>
    21. 21. For information purposes only. Support the achievement of successful change management Plan Objectives: S.M.A.R.T <ul><li>S pecific </li></ul><ul><li>M easurable </li></ul><ul><li>A greed Upon </li></ul><ul><li>R ealistic </li></ul><ul><li>T arget Date </li></ul>
    22. 22. For information purposes only. Collecting Information <ul><li>Who should be involved? </li></ul><ul><li>How should they be involved? </li></ul><ul><li>What are the timelines? </li></ul><ul><li>What fiscal and human resources are required? </li></ul>
    23. 23. For information purposes only. Plan Implementation <ul><li>Who is responsible? </li></ul><ul><li>What is the timeline? </li></ul><ul><li>How will it be communicated? </li></ul>
    24. 24. For information purposes only. After implementation… <ul><li>Change must be monitored. </li></ul><ul><ul><li>What is the cycle for review? </li></ul></ul><ul><ul><li>What are the benchmarks? </li></ul></ul><ul><ul><li>How will impact be measured? </li></ul></ul>
    25. 25. For information purposes only. Always remember, the future comes one day at a time. - Dean Acheson
    26. 26. Awareness of the Landscape Managing Change : The material contained in this presentation is for information purposes only. This concludes the presentation.