change management
DESCRIPTION
Change Management TrainingTRANSCRIPT
Change Management:Leading Corporate Transformation
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
3
“When the rate of change outside
exceeds the rate of change inside,
the end is in sight”
Rate of Change
Jack Welch
4
Activity – Change Your Seat
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
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
7
Activity – Goodies Auction
8
Five Activities Contributing to Effective Change Management
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
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
11
Force Field Analysis Model
Current Situation
Restraining Forces for Change
Driving Forces for Change
12
Force Field Analysis Model
Strengthening or adding
driving forces
Removing or reducing
restraining forces
Changing the direction of some of the
forces
Change
13
Activity – May the Forces be With You!
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
15
Activity – Perceptual Barriers To Change
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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
17
Individual Resistance
Individual Resistance
Habit
Selective Information Processing
Economic Factors
Job Security
Fear of the Unknown
18
Organizational Resistance
Organizational Resistance
Threat to Established Power Relationship
Group Inertia
Threat to Established Resource Allocations
Structural Inertia
Limited Focus of Change
19
Activity – Wedding Guests
20
Denial
Resistance Exploration
Past Future
Four Phases of Transition
Commitment
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
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
23
Overcoming Resistance to Change
Education and Communication
Participation and Involvement
Facilitation and Support
Negotiation
Manipulation and Cooptation
Coercion
Overcoming Resistance to Change
24
2. Creating Vision of Change
Constructing the Envisioned
Future
Bold and Valued
Outcomes
Desired Future State
25
3. Developing Political Support
Assessing Change Agent Power
Identifying Key Stakeholders
Influencing Stakeholders
Developing Political Support
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
27
4. Managing the Transition
Current State
Desired Future State
Transition State
• Activity Planning• Change Management Team
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
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
30
Activity – Change is the Name of the Game