Change April 2013

Ontario is changing!

by Toronto Training and HR

April 2013

Contents3-4 Introduction to Toronto Training and HR5-6 Types of change7-8 Methods for managing change9-10 Principles of change11-12 Lewin’s three step model13-14 Bridge’s three step process15-17 Kotter’s eight step plan18-19 Drill20-22 Driving change in not for profits23-27 Change in pharmacies28-30 Resisting change31-32 Social norms33-34 Triggers of change35-37 Changing the culture38-39 Sustainable change40-41 Variables42-43 Forces for change44-45 Organizational resilience46-47 Change agents48 Case studies49-50 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training

and HR are:• Training event design• Training event delivery• Reducing costs, saving time plus

improving employee engagement and morale

• Services for job seekers

Types of change

Types of change• Structure• Technology• People

Methods for managing change

Methods for managing change• Re-engineering• Total Quality Management

(TQM)• Development of learning

organizations

Principles of change

Principles of change• Vision and detailed

planning• Strong executive

stakeholder support• Continuous and varied

communication• Assessments to gauge

successful milestones• Many training approaches

and informational activities• Reinforcement until the

process becomes part of the new culture

Lewin’s three step model

Lewin’s three step model• Unfreeze• Change• Refreeze

Bridge’s three step process

Bridge’s three step process• Ending• Neutral zone• New beginning

Kotter’s eight step plan

Kotter’s eight step plan 1 of 2Establish a sense of urgency by creating a compelling reason for why change is neededForm a coalition with enough power to lead the changeCreate strategies for achieving the visionCommunicate the vision throughout the organizationEmpower others to act on the vision by removing barriers to change and encouraging risk-taking and creative problem-solving

Kotter’s eight step plan 2 of 2Plan for, create, and reward short-term “wins” that move the organization toward the new visionConsolidate improvements, reassess changes, and make necessary adjustments in the new programsReinforce the changes by demonstrating the relationship between new behaviours and organizational success

Driving change in not for profits

Driving change in not for profits 1 of 2

• High levels of satisfaction• Retention issues within four

years• Support from the board• More support for

challenging tasks• High levels of stress• 60% exiting the sector

completely

Driving change in not for profits 2 of 2

• Key motivators to work in the sector

• Remuneration not top motivator for working in the sector but is important for retention

• Leadership skills

Change in pharmacies

Change in pharmacies 1 of 4IMPORTANT FACTORS• Communication and

teamwork• Manpower and employees• Pharmacy layout• Patient expectation• Relationship with

physicians• Remuneration• External support and

assistance

Change in pharmacies 2 of 4CHANGE READINESS• History of past changes• Assessment of need for

change• Resource availability• Measurements and metrics• Assessing risk• Change orientation• Information and knowledge• Skills audit• Time availability and

timing• Profitability perspective

Change in pharmacies 3 of 4STEPS INVOLVED• Situating and leading the

change• Triggering the motivation

to change• Planning the change• Helping and assisting the

change• Allocating resources for the

change

Change in pharmacies 4 of 4STEPS INVOLVED (CONTINUED)• Responding to and

managing resistance to the change

• Marketing the change• Aligning the change• Communicating the vision

and change• Integrating and

consolidating

Resisting change

Resisting change 1 of 2• Comply but do so

reluctantly• Ignore instructions• Actively oppose and lobby

others to do the same

Resisting change 2 of 2TECHNIQUES TO REDUCE RESISTANCE• Education and

communication• Participation• Facilitation and support• Negotiation• Manipulation and co-

optation• Coercion

Social norms

Social norms• Develops gradually over

time and as newcomers are socialized into the group

• Examples• Important norms

Triggers of change

Triggers of change• External• Internal

Changing the culture

Changing the culture 1 of 2• Set the tone through

management behaviour• Create new stories,

symbols and rituals• Adopting new values• Redesigning socialization

processes• Changing the reward

system• Replace unwritten norms

with clearly specified expectations

Changing the culture 2 of 2• Shake up current

subcultures• Employee participation and

a climate of trust

Sustainable change

Variables

Variables• Structural• Cultural• Human Resource

Forces for change

Forces for change• External• Internal

Organizational resilience

Organizational resilience• Definition• Principles• How does it help an

organization?• What does a resilient

organization look like?

Change agents

Change agents• Responsibilities• Roles• Skills• Qualities

Case studies

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

Change April 2013

Business

Transcript of Change April 2013