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Change Manageme

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Presented By: BABASAB PATIL

What is Change Management?

It consists of: The task of managing change (from a

reactive or a proactive stance) An area of professional practice (with

considerable variation of knowledge and skills between practitioners)

A body of knowledge (consisting of models, methods, techniques and other tools)

Change management Software systems are subject to continual

change requests: From users; From developers; From market forces.

Change management is concerned with keeping track of these changes and ensuring that they are implemented in the most cost-effective way.

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Leading Change

“The rate of change is not going to slow Down anytime soon. If anything, competition In most industries will probably speed up Even more in the next few decades.”

Leading the Change Process

PerformanceConsultants Make

recommend-ations

Translate job requirements into competencies

Apply Science of Learning & Human Performance

Generate solution options and metrics

Conduct effectiveness & cost analysis

(K, S, A, T)

1. Establishing a Sense of Urgency2. Creating a Guiding Coalition3. Developing a Vision & Strategy4. Communicating the Change Vision5. Empowering Broad-Based Action6. Generating Short-Term Wins7. Consolidating Gains & Producing More Change8. Anchoring New Approaches in the Culture

The 8 Stage Process of Creating Major Change

Creating Major Change

Establishing a Sense of Urgency (Importance)

• Examining the market & competitive realities• Identifying & discussing crisis, potential crisis, major

opportunities Creating a Guiding Coalition (Combination)• Putting together a group with enough power to lead the change• Getting the group to work together like a team

Developing a Vision & Strategy• Creating a vision to help direct the change effort• Developing strategies for achieving that vision

Communicating the Change Vision• Using every vehicle possible to constantly communicate the new vision & strategies• Having the guiding coalition role model the behavior expected of employees

Empowering Broad-Based Action• Getting rid of obstacles• Changing systems or structures that undermine the change vision• Encouraging risk taking & non-traditional ideas, activities & actions Generating Short-Term Wins• Planning for visible improvements in performance, or “wins”• Creating those wins• Visibly recognizing & rewarding people who made the win possible

Consolidating Gains & Producing More Change• Using increased credibility to change all systems, structures & policies that don’t fit together and don’t fit the transformation strategy• Hiring, promoting, & developing people who can implement the change vision• Reinvigorating the process with new projects, themes & change agents Anchoring New Approaches in the Culture• Creating better performance through customer- & productivity oriented behavior, more and better leadership, & more effective management• Articulating the connections between new behavior & organizational success• Developing means to ensure leadership development & succession

The 3-phase process gives structure to the steps project teams should take

Facilitating Change

Encouraging others to seek and act upon opportunities for different and innovative approaches to addressing problems and opportunities; critically analyzing evolving and fluid situations; facilitating the implementation and acceptance of change within the workplace; actively engaging with resistance to change

Skills and Behaviors

Values sound approaches: Consistently remains open to ideas offered

by others. Values diverse opinions and approaches. Recognizes supports and uses good ideas to

solve problems or address issues.Rewards change: Recognizes and rewards others who make

useful changes.

Conti…,

Addresses change resistance: Seeks to understand underlying causes that

lead to change resistance. Helps individuals overcome resistance to

change. Facilitates change within CARE by targeting the

appropriate audience and ensuring access to relevant information.

Shows empathy with people who feel loss as a result of change.

Conti..,

Manages complexity and contradictions:

Tries to minimize complexities, contradictions, and paradoxes or reduce their impact.

Clarifies direction and smoothes the process of change.

 Resistance and Barriers To ChangeResistance to change

A degree of resistance is normal since change is: Disruptive (Troublesome) Stressful (Demanding, worrying) Moreover a degree of scepticism can be healthy

especially where there are weaknesses in the proposed changes.

However resistance will also impede (hinder) the achievement of organizational objectives.

Four basic reasons why change is resisted1. Parochial self interest (Narrow-Minded)2. Misunderstanding3. Low tolerance of change 4. Disagreement over the need for change

Organisational barriers to changeStructural inertiaExisting power structuresResistance from work groupsFailure of previous change initiatives

Individual barriers to change

Tradition and set ways: Loyalty to existing relationships Failure to accept the need for change Insecurity Different person ambitions Fear of:

Loss of power , income, skills. The unknown

Conti..,

Preference for the existing arrangementsBreak up of work groupsRedundancyInability to perform as well in the new

situation

Inappropriate change management Change is often resisted because of failures in the

way it is introduced Failure to explain the need for change Failure to provide information Failure to consult, negotiate and offer support and

training Lack of involvement in the process Failure to build trust and sense of security Poor employee relations

Why change should be welcomed Change can produce positive benefits for the

individual: Opportunities for personal change and

development Provides a new challenge Reduces the boredom of work Opportunity to participate and shape the outcome

Change management requires both an individual and an organizational perspective

Individual change management Organizational change managementUnderstanding how one person makes a change successfully

Understanding what tools we have to help individuals make changes successfully

Organizations don't change, individuals do. No matter how large of a project you are taking on, the success of that project ultimately lies with each employee doing their work differently, multiplied across all of the employees impacted by the change. Effective change management requires an understanding for and appreciation of how one person makes a change successfully. Without an individual perspective, we are left with activities but no idea of the goal or outcome that we are trying to achieve.

While change happens one person at a time, there are processes and tools that can be used to facilitate this change. Tools like communication and training are often the only activities when no structured approach is applied. When there is an organizational change management perspective, a process emerges for how toscale change management activities and how to use the complete set of tools available for project leaders and business managers.

Thank you