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MANAGING CHANGEA ConceptualizatioN
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WHAT IS CHANGE???Making different; Different from previous state; Substitution of one another (Russell-Jones, 2005)
making different
time 1 time 1+n
substitution
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QUALITY OF CHANGE?(Fremerey)DEEP OF CHANGE, (Huczynski & Buchanan), LEVEL OF CHANGE AT HOW IT AFFECTS THE ORGANIZATION? (Russell-Jones, 2005)
LITTLE CHANGE BIG CHANGE
LITTLE RESISTANCE & CONFLICT STRONG RESITANCE & CONFLICT
Graze Surface Shallow Shift Penetrating Deep Deepest(Russell-Jones, 2005)
Fremerey First order change Second order change
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CHANGE DRIVERS
FUTUREPAST
There Are Many Drivers, Both External & Internal That Forces The Changes
GrowthNew Management
PRESENT
TechnologyCompetitionPrice ChangesConsumer/Public DemandRegulationEtc.
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WORKING ON THE GAP
FUTUREPRESENTPAST
Rainbow model: The Big Gap, created by ODCI
COMMITMENT
“GAP”RESISTANCE
Any system resists any change that it believes
will be harmful (Wouters & Fremerey)
better
harmfull
The DELTA GAP’s Theory of CHANGEIkaputra et.al, Unistaff summer school 2005?????????
upper
lower
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• EXPLORING– Involving people as many as possible to have:– Sharing vision – Agreed upon SWOT
• SYSTEMIZING the Process: – Keep people connected to the change process– To create a space to express the positive and negative feeling– Communicating strategic planning
• VENTURING– Analyzing the gap– Anticipating resistance & Gaining the commitment– Providing opportunities for innovation and creativity– Pilot and implementation
• INTEGRATING– Evaluate the changing process – Expand successful process– Review the pilot and implementation– Institutionalized the approach
MANAGING CHANGE &TRANSITION(WORKING ON THE GAP)
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Change Management - Definition
When we speak of change, we mean an alteration in organization design, strategy or
processes, or some other attempt to influence an organization’s members to behave
differently
Jay W. Lorsch
What Is Change??
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Change Management Concept Model
People
Business Processes
Business Models/Systems
Organizational Structure
Strategy
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Change Management Success Factors
People
Business Processes
Business Models/Systems
Organizational Structure
Strategy
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Change Management Risk Alignment
People
Business Processes
Business Models/Systems
Organizational Structure
Strategy
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Change Management Program Areas
Core Change Issues
KnowledgeTransfer
Risk Assessment
Skills/CompetencyDevelopment
ProjectRisk
Management
Communi-cations
ManagementSponsorship
OrganizationalOptimization
Change Management Process
Organizational Goal Achieved
Organizational Goal Conception
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Blending Organizational and Individual Approach
• At an organizational level– Using a structured change management approach– Engaging sponsors in the change process
• At an individual level – Building change competency of managers and
supervisors– Equipping employees to have the right conversations
about change and how the change impacts them
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Framework for designing change(Jaffe & Scott, 1999)
Wave OneMobilize
Wave TwoDesign
Wave ThreeTransform
Level OneTop Leadership
Align Top Leadership
Make the case for change
Champion New Ways
Sponsor executive team
Level TwoChange team
Convene & Charter Change Team
Design new processes
Cascade Change Leadership
Change LeaderChange Navigator
Level ThreeEmployee involvement
Develop individual Change Capabilities
Employee Involvement Process
Develop New Teams
Team members stakeholders
Level FourOrgan culture & proc.
Asses org Change Capabilities
Align Systems with New Proces.
Develop New Teams
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Wave 1Wave 1 Task 1: Align top leadership
Key activities:• Initiate change• Charter Leaders and Navigators• Set Strategic Direction for Change
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Task Two: Convene & Charter The Change Team
Key activities:• Recruit and Charter Change Team• Team Designs How they Will Work
Together
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Task 3: Develop Individual Change Capability
Key Activity:• Develop Change Capability Workshop(s)
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Task 4: Asess Org Change Capability
Key activities:• Convene and Charter Assessment Team• Design and Set up Assessment Process• Data Collection• Feedback and Action Steps
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Wave 2 Wave 2 Task 1: Make the Case for Change
Key activities:• Communicate the Need to Change• Leverage Commitment from the Top• Ensure Middle Management Support for
the Change• Oversee the Change Designs
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Task 2: Design New Work Process & Culture
Key activities:• Translate Vision into the Structure• Set up Design Teams• Integrate Designs into Overall Plan
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Task 3: Employee Involvement Process
Key activities:• Identify Stakeholder Groups• Develop Employee Involvement Process
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Task 4: Align Systems with New Process
Key activities:• Create workforce Transition Strategy• Define New Work Contract• Support Employee Growth & Development• Define Human Resources System
Implications for Change
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Levels of Involvement
AWARE UNDERSTAND FAVORABLE COMMITTED
NewsletterWorking papers
Hot lines
Memo
PresentationsQ & A Sessions
Solicit inputOngoing contact
Team BriefingsWorkshops
Task Forces
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Wave 3 Task 1: Champion New Ways
Key Activities:• Recharter Change Implementation Team• Support Change Through Leader Actions• Support Renewal During Implementation• Align Activities of All Integration Processes• Hold Reviews of the Change
Implementation
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Task 2: Cascade Change Leadership
Key activities:• Provide New Skills for Managers to Lead
Change: Leading Change Workshop• Coach and Support Managers to Take Up
New Rules
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Task 3: Develop New Teams
Key activities:• Redesign teams• Develop New Team Charters• Develop Team Learning Process
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Task 4: Anchor Organizational Learning
Key activities:• Convene a Learning Council• Define Strategies to Support Learning
Throughout the Organization• Teach Skills of Learning How to Learn
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Project Implementation / Change Management Alignment
IdentifyingChange
BusinessBlueprint
Gap Analysis
Determine BusinessRequirements &Process
MonitoringChange
Go Live /Support
Status
Support/AuditFollow-up Training
InitiateChange
FinalPreparation
Execution
Training
Realization
PreparingFor Change
Action Plans
ConfigurationDevelopment Business Process
Areas of Change Management
Business Process Change Roles & Responsibilities Competency SkillsComputerization/Automation Changes
ChangeTasks
ChangeModel
ImplementationPhases
ImplementationTasks
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Change Management Process Model
Develop Vision
Select Change Champions
IIdentifying need for
change
Stakeholder Analysis
Create Awareness
Build Support
Develop Change Plan
IIPreparing for
Change
Communicate Changes
Implement Change
Help People Adjust
IIIInitiating Change
Communications, Consistency
Continuous Improvement Plan
IVMaintaining Change
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Change Management Phases
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Change Management Maturity Model (Prosci)
Highest rate of project failure, turnover and
productivity loss
Highest probability of
success
People-dependent without any formal practices or plans
Little or no change management appliedAdhoc orabsentLevel 1
Many different tactics used
inconsistently
Some elements of change management are being applied in isolated projects
IsolatedprojectsLevel 2
Examples of best practices evident
Comprehensive approach for managing change is being applied in multiple projects
MultipleprojectsLevel 3
Selection of common approach
Organization-wide standards and methods are broadly deployed for managing and
leading change
OrganizationalstandardsLevel 4
Continuous process
improvement in place
Change management competency is evident in all levels of the organization and is part of
the organization’s culture and intellectual property.
Organizational competencyLevel 5
Highest rate of project failure, turnover and
productivity loss
Highest probability of
success
People-dependent without any formal practices or plans
Little or no change management appliedAdhoc orabsentLevel 1
Many different tactics used
inconsistently
Some elements of change management are being applied in isolated projects
IsolatedprojectsLevel 2
Examples of best practices evident
Comprehensive approach for managing change is being applied in multiple projects
MultipleprojectsLevel 3
Selection of common approach
Organization-wide standards and methods are broadly deployed for managing and
leading change
OrganizationalstandardsLevel 4
Continuous process
improvement in place
Change management competency is evident in all levels of the organization and is part of
the organization’s culture and intellectual property.
Organizational competencyLevel 5
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