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Agenda Presentation

Agenda

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Introduction to Technologies

Introduction to Technologies

Photo/Video

Introduction to Social Media

“Nameshapers model”

the Steps

Confusion

Concerns

Create

Customise

Communicate

Communicate

Control

Confusion

Create

CustomiseCommunicate

Control

Concerns

Why use it?

Why use it?

Communicate

tweet

#hashtag

retweet

Photo

link

Control

Control

My organization must change/adapt/do things differently to remain competitive.

My organization must change/adapt/do things differently to remain competitive.

My organization will become irrelevant if it does not change.

My organization must change/adapt/do things differently to remain competitive.

My organization will become irrelevant if it does not change.

My organization approaches change effectively.

My organization must change/adapt/do things differently to remain competitive.

My organization will become irrelevant if it does not change.

My organization approaches change effectively.

I will become irrelevant if I do not change.

My organization must change/adapt/do things differently to remain competitive.

My organization will become irrelevant if it does not change.

My organization approaches change effectively.

I will become irrelevant if I do not change.

I will be less competitive as a doctor if I do not change.

My organization must change/adapt/do things differently to remain competitive.

My organization will become irrelevant if it does not change.

My organization approaches change effectively.

I will become irrelevant if I do not change.

I will be less competitive as a doctor if I do not change.

I manage change effectively.

Resisting Change?

Why does change occur?

Change =(Dissatisfaction x Vision x Process)

(Collins & Devanna 1992)

Why does change occur?

Kotters 8 Elements

Create UrgencyIdentify potential threats, and develop scenarios showing what could happen in the future.

Examine opportunities that should be, or could be, exploited.

Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.

Request support from customers, outside stakeholders and industry people to strengthen your argument.

Form a Powerful Coalition

Identify the true leaders in your organization.

Ask for an emotional commitment from these key people.

Work on team building within your change coalition.

Check your team for weak areas, and ensure that you have a good mix of people from

Create a Vision for ChangeDetermine the values that are central to the change.

Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.

Create a strategy to execute that vision.

Ensure that your change coalition can describe the vision in five minutes or less.

Practice your "vision speech" often.

Communicate the Vision

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. Tie everything back to the vision.

Lead by example.

Remove ObstaclesIdentify, or hire, change leaders whose main roles are to deliver the change.

Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.

Recognize and reward people for making change happen.

Identify people who are resisting the change, and help them see what's needed.

Take action to quickly remove barriers

Create Short-term Wins

Look for sure-fire projects that you can implement without help from any strong critics of the change.

Don't choose early targets that are expensive. You want to be able to justify the investment in each project.

Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.

Build on the Change

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.

Keep ideas fresh by bringing in new change agents and leaders for your change coalition.

Anchor the ChangesTalk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.

Include the change ideals and values when hiring and training new staff.

Publicly recognize key members of your original change coalition, and make sure the rest of the staff - new and old - remembers their contributions.

Human behavior and phases in change

Process

Why are people “Stability Seeking?”

4 phases of a Change Process

Alertness

Understanding

Acceptance

Action

you need to focus on becoming a manager of each phase

The Change Process

Information Concerns

Personal Concerns

Management/Implementation Concerns

Impact Concerns

Collaboration Concerns

Refinement Concerns

Information concerns

What is the change?

Why is it needed?

What is wrong with the way things are now?

How much and how fast does the institution need to change

Personal Concerns

How will the change impact me personally

Whats in it for me?

How will i find the time to implement the change?

How it will affect my role in the institution

Do i have to learn new skills

Management/Implementation

What do i need to do? (in what sequence)

Do we have the resources?

What happened if it doesn’t work out as planned? (who can help?)

What other processes and systems will change?

Is what we are experiencing typical?

Is the timeline appropriate?

Impact Concerns

Are we making progress? Are things getting better? In which areas?

Is the effort worth it?

Collaboration Concerns

Who else should be involved?

What more can I do to help implement change?

How can we involve others in what we are doing?

Refinement Concerns

How can we make the change even better?

What else can we change to get even more benefits?

Successful Change Happens when....

Successful Change Happens when....

People have an opportunity to express their concerns and influence how the change is

Your Role?

Your Role?

Information Provider

Role Model

Facilitator

Assessor

Planner

Resource Developer

and one more....

and one more....

Change Agent ;o)

Members of a Change team

Problem knowers

Problem Solvers

Resource Controllers

Decision Makers

Problem Knowers

Individuals familiar with the people and processes, situations, history etc.

Critical in helping define and clarify the precise nature of the problem that requires change

Often intimately invested in what needs to be changed, so they may not always be supportive of change

Problem Solvers

People with creativity and innovative thinking

Generate ideas and possibilities-Brainstorming

Often valuable to have people from outside the domain

Resource Controllers

People with access to or control over resources needed for implementing a solution

teachers, space, money, expertise, technology, coordination

Decision makers

the people who have final authority or approval

Can kill months of works in a few minutes

Keep them involved and informed

Leading the Change

Get the right people on the team

Pay attention to the interpersonal dynamics of the team

Communicate communicate, communicate