Change management
-
Upload
sanchita-singh -
Category
Business
-
view
7.337 -
download
0
description
Transcript of Change management
![Page 1: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/1.jpg)
Change Management:Leading Corporate Transformation
![Page 2: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/2.jpg)
2
Contents
• Principles of Change
• Five Activities Contributing to Effective Change
Management
• Motivating Change
• Creating Vision of Change
• Developing Political Support
• Managing the Transition
• Sustaining Momentum
![Page 3: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/3.jpg)
3
“When the rate of change outside
exceeds the rate of change inside,
the end is in sight”
Rate of Change
Jack Welch
![Page 4: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/4.jpg)
4
Activity – Change Your Seat
![Page 5: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/5.jpg)
5
1. Change is a process that can be enabled, not
managed
2. The belief that you can change is the key to change
3. It is not the duration of the treatment that allows
people to change but rather its ability to inspire
continued efforts in that direction
4. Repeated efforts are critical to changing
Principles of Change
![Page 6: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/6.jpg)
6
5. Behavioral change is a function of perceived need
and occurs at the emotional, not the intellectual level
6. Resistance to change is predictable reaction to an
emotional process and depends on a person’s
perception of a change situation
7. People do not usually succeed all at once. But they
can show significant improvements; and all
improvement should be accepted and rewarded
Principles of Change
![Page 7: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/7.jpg)
7
Activity – Goodies Auction
![Page 8: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/8.jpg)
8
Five Activities Contributing to Effective Change Management
![Page 9: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/9.jpg)
9
Five Activities Contributing to Effective Change Management
1. Motivating Change
2. Creating Vision of Change
3. Developing Political Support
4. Managing the Transition of Change
5. Sustaining Momentum
Effective Change
Management
![Page 10: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/10.jpg)
10
1. Motivating Change
Motivating change and creating readiness for
change
Sensitize organizations to
pressure for change
Reveal discrepancies
between current and desired states
Convey credible positive
expectations for the change
![Page 11: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/11.jpg)
11
Force Field Analysis Model
Current Situation
Restraining Forces for Change
Driving Forces for Change
![Page 12: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/12.jpg)
12
Force Field Analysis Model
Strengthening or adding
driving forces
Removing or reducing
restraining forces
Changing the direction of some of the
forces
Change
![Page 13: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/13.jpg)
13
Activity – May the Forces be With You!
![Page 14: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/14.jpg)
14
Group Exercise
• Take this opportunity to think of a situation in your organization
where Force Field Model could be demonstrated. Begin by
identifying a change being instituted in your organization
• List the driving forces
• List the restraining forces
![Page 15: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/15.jpg)
15
Activity – Perceptual Barriers To Change
![Page 16: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/16.jpg)
16
Resistance to Change
20% 40% 60% 80% 100%
Source: Information Week, June 20, 1994
Limitations of Existing Systems
Lack of Executive Commitment
Lack of Executive Champion
Unrealistic Expectations
Lack of Cross-Functional Team
Inadequate Team and User Skills
Technology Users Not Involved
Project Charter Too Narrow
Barriers to Change
![Page 17: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/17.jpg)
17
Individual Resistance
Individual Resistance
Habit
Selective Information Processing
Economic Factors
Job Security
Fear of the Unknown
![Page 18: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/18.jpg)
18
Organizational Resistance
Organizational Resistance
Threat to Established Power Relationship
Group Inertia
Threat to Established Resource Allocations
Structural Inertia
Limited Focus of Change
![Page 19: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/19.jpg)
19
Activity – Wedding Guests
![Page 20: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/20.jpg)
20
Denial
Resistance Exploration
Past Future
Four Phases of Transition
Commitment
![Page 21: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/21.jpg)
21
• “How good things were in the past”
• “It can’t happen here”• Numbness• Everything-as-usual
attitude• Refusing to hear new
information
• Anger• Loss and hurt• Stubbornness• Blaming others• Complaining• Getting sick• Doubting your ability
Some of the Signs in Each Phase
Denial Resistance
![Page 22: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/22.jpg)
22
Exploration Commitment
• “What’s going to happen to me?”
• Seeing possibilities• Chaos• Indecisiveness• Unfocused work• Energy• Clarifying goals• Seeing resources• Exploring alternatives
• “Where I am headed”• Focus• Teamwork• Vision• Cooperation• Balance
Some of the Signs in Each Phase
![Page 23: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/23.jpg)
23
Overcoming Resistance to Change
Education and Communication
Participation and Involvement
Facilitation and Support
Negotiation
Manipulation and Cooptation
Coercion
Overcoming Resistance to Change
![Page 24: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/24.jpg)
24
2. Creating Vision of Change
Constructing the Envisioned
Future
Bold and Valued
Outcomes
Desired Future State
![Page 25: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/25.jpg)
25
3. Developing Political Support
Assessing Change Agent Power
Identifying Key Stakeholders
Influencing Stakeholders
Developing Political Support
![Page 26: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/26.jpg)
26
Roles in Organizational Change
Change Sponsor
Change Agents
Change Target
These are individuals or groups with
the power to determine that a change
will occur
These are individuals or groups
responsible for seeing that a previously
determined change occurs
These are individuals or groups who are
asked to change something (knowledge,
skills, or behavior) as a result of the
change
![Page 27: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/27.jpg)
27
4. Managing the Transition
Current State
Desired Future State
Transition State
• Activity Planning• Change Management Team
![Page 28: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/28.jpg)
28 C - 6
Critical Skills of Change Agents
Understands change
dynamics
Appreciates diversity
Anticipates and manages
resistance
Understands power and influence
Has high credibility
Manages multiple tasks
![Page 29: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/29.jpg)
29
5. Sustaining Momentum
Sustaining
Momentum
Providing Resource for Change
Building a Support System for Change Agents
Developing New Competencies and Skills
Reinforcing New Behaviors
Staying the Course
![Page 30: Change management](https://reader035.fdocuments.us/reader035/viewer/2022070313/5549ec7bb4c90512488b5014/html5/thumbnails/30.jpg)
30
Activity – Change is the Name of the Game