Change Change ManagementManagement

Presented by Presented by

Chani BeemanChani Beeman

"The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.“

— Peter Drucker

Change InventoryChange Inventory

Take a moment to consider and list some Take a moment to consider and list some changes that have occurred in your area:changes that have occurred in your area: During the past 6 monthsDuring the past 6 months During the past yearDuring the past year During the past 5 yearsDuring the past 5 years

There can be no doubt that change has There can be no doubt that change has been a powerful force in this organizationbeen a powerful force in this organization

Has that change been managed?Has that change been managed?

Basic NeedsBasic Needs

When basic needs are not met, then When basic needs are not met, then predicable problems developpredicable problems develop

Basic needs:Basic needs: Safety and SurvivalSafety and Survival Trust and FairnessTrust and Fairness Identity and RespectIdentity and Respect

When change is managed, behavior shifts When change is managed, behavior shifts from blaming to agencyfrom blaming to agency

What is Change Management?What is Change Management?

A structured approach to transitioning A structured approach to transitioning individuals, teams and organizations from individuals, teams and organizations from a current state to a desired future statea current state to a desired future state

Thoughtful planning and sensitive Thoughtful planning and sensitive implementationimplementation

Consultation with and involvement of the Consultation with and involvement of the people affected by the changespeople affected by the changes

Change Management PrinciplesChange Management Principles

At all times involve and gain support from people within At all times involve and gain support from people within the organizationthe organization

Understand fully the changeUnderstand fully the change the current state/situation and necessity of changethe current state/situation and necessity of change where you want to be, when and whywhere you want to be, when and why

Identify what measures will be utilized to monitor the Identify what measures will be utilized to monitor the change change

Develop a plan that includes appropriate achievable Develop a plan that includes appropriate achievable measurable stages measurable stages

Communicate, involve, enable and facilitate participation Communicate, involve, enable and facilitate participation by people, as early and openly as possibleby people, as early and openly as possible

Change Must Be Realistic, Change Must Be Realistic, Achievable and MeasurableAchievable and Measurable

Before initiating change, ask: Before initiating change, ask: What do we want to achieve, why, and how will we What do we want to achieve, why, and how will we

know that the change has been achieved? know that the change has been achieved? Who is affected by this change, and how will they Who is affected by this change, and how will they

react to it? react to it? How much of this change can we achieve ourselves, How much of this change can we achieve ourselves,

and what parts of the change do we need help with?and what parts of the change do we need help with?

The answers to these questions create your The answers to these questions create your roadmap for managing constructive change.roadmap for managing constructive change.

ParticipationParticipation

Check that people affected by the change Check that people affected by the change agree with, or at least understand, the need for agree with, or at least understand, the need for change change

Encourage their involvementEncourage their involvement Input will broaden and deepen understanding of Input will broaden and deepen understanding of

the parameters of changethe parameters of change Additional information, supportive and critical, Additional information, supportive and critical,

will improve decision makingwill improve decision making Strengthens teambuildingStrengthens teambuilding

Communication, Communication, Communication, Communication, CommunicationCommunication

Discuss ways that will help people cope Discuss ways that will help people cope effectively with changeeffectively with change

Change can be unsettling, so the manager Change can be unsettling, so the manager logically needs to be a settling influencelogically needs to be a settling influence Consider employee characteristicsConsider employee characteristics

Communication boosts transparencyCommunication boosts transparency Many may not agree with the change but will Many may not agree with the change but will

appreciate the reasoningappreciate the reasoning

What are the Barriers?What are the Barriers?

TimeTime KnowledgeKnowledge SkillSkill EgoEgo

““Leading Change”Leading Change”by John P. Kotterby John P. Kotter

1.1. Increase urgencyIncrease urgency - inspire people to move, make - inspire people to move, make objectives real and relevant. objectives real and relevant.

2.2. Build the guiding teamBuild the guiding team - get the right people in place - get the right people in place with the right emotional commitment, and the right mix with the right emotional commitment, and the right mix of skills and levels of authority.of skills and levels of authority.

3.3. Get the vision rightGet the vision right - get the team to establish a - get the team to establish a simple vision and strategy, focus on emotional and simple vision and strategy, focus on emotional and creative aspects necessary to drive service and creative aspects necessary to drive service and efficiency.efficiency.

4.4. Communicate for buy-inCommunicate for buy-in - Involve as many people as - Involve as many people as possible, communicate the essentials, simply -- appeal possible, communicate the essentials, simply -- appeal and respond to people's needs. De clutter and respond to people's needs. De clutter communications - make technology work for you rather communications - make technology work for you rather than against.than against.

5.5. Empower actionEmpower action - Remove obstacles, enable - Remove obstacles, enable constructive feedback and lots of support from leaders constructive feedback and lots of support from leaders - reward and recognize progress and achievements.- reward and recognize progress and achievements.

6.6. Create short-term winsCreate short-term wins - Set aims that are easy to - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new initiatives. Finish current stages before starting new ones.ones.

7.7. Don't let upDon't let up - Foster and encourage determination - Foster and encourage determination and persistence - ongoing change - encourage and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and ongoing progress reporting - highlight achieved and future milestones.future milestones.

8.8. Make change stickMake change stick - Reinforce the value of - Reinforce the value of successful change via recruitment, promotion, new successful change via recruitment, promotion, new change leaders. Weave change into culture.change leaders. Weave change into culture.

““Leading Change” by John P. KotterLeading Change” by John P. Kotter