CHANGE MANAGEMENT Adil Abdalla 20092009 1. 2 “Change Management is the Process, Tools and...
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Transcript of CHANGE MANAGEMENT Adil Abdalla 20092009 1. 2 “Change Management is the Process, Tools and...
1
CHANGE MANAGEMENT
Adil Abdalla
2009
2
“Change Management is the Process, Tools and Techniques to Manage the People-side of
Change Processes, to Achieve the Required Outcomes, and to Realize the Change
Effectively within the Individual, the Team, and the Wider System..”
Holger NauheimerGlobal Change Network
Cont
ents
3
Change Environment
Change Tools
Change Processes
Cont
ents
Chan
ge E
nviro
nmen
t
4
Ladder of Inference
I take the ACTIONS based on my beliefs
I adopt BELIEFS about the world
I draw CONCLUSIONS
I make ASSUMPTIONS based on the meanings I added
I add MEANINGS cultural & Personal
I select DATA from what I observe
OBSERVABLE data & Experiences
ACTIONS
BELIEFS
CONCLUSIONS
ASSUMPTIONS
MEANINGS
DATA
OBSERVABLE
The
Refle
xive
Loo
p
Cont
ents
Chan
ge E
nviro
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t
5
Change Appraisal
Basis of Corporate Culture: Democratic or Autocratic
People in Organization
OrganizationIn Change
Response
Change Cost
NEW JD &Training
Staff Reduction
New Remunerations
Cont
ents
Chan
ge E
nviro
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t
6
Change Pressures
C H A N G E
VisionGrowth
Structure
PioneersDissatisfaction
Communication
CompetitionRegulations
Costs
Demands
& Preferences
Technology Crisis
Expressions
Cont
ents
Chan
ge E
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t
7
Change Framework
People Involved
SystemGovernance
SustainabilityCorporate Culture
Common Public Culture
Employment Security
Psychic Conflicts
Bureaucratic Innovations
Personal Parameters
Cont
ents
Chan
ge E
nviro
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t
8
Five Stages of Grief (Kübler-Ross)
Denial “I feel fine."“This can't be happening, not to me”
Anger "Why me? It's not fair!""How can this happen to me?"
Bargaining
Depression
Acceptance
Denial is usually a temporary defense for the individual. This feeling is generally replaced with heightened awareness of situations.
Once the individual recognizes that denial cannot continue, it turns into anger due to misplaced feelings of rage and envy to others.
"I will give my life savings if...""I'll do anything for a few more years"
The hope that the individual can somehow postpone or delay inevitable; usually, the negotiation for an extension is made in exchange for the reformed.
"I'm so sad, why bother with anything?" "I'm going to die: What's the point?"
When inevitable is certain; the individual may become silent, alone, crying, grieving, disconnecting oneself. Yet; Grieving that must be processed
"It's going to be okay.""I can't fight it, I may prepare for it.”
Understanding of the inevitable that is approaching, the person will want to be left alone. Feelings and physical pain may be non-existent.
Cont
ents
Chan
ge E
nviro
nmen
t
9
PCI-People Centered Implementation (Changefirst)
Create and share a powerful case for change in the organization Shared Change Purpose
Develop strong change leadership for the initiative Effective Change
Leadership
Build and deliver plans to engage people in the change
Powerful Engagement Processes
Build understanding and commitment of middle and front-line managers
Committed Local Sponsors
Create commitment and behavior changing actions for front-line people
Strong Personal Connection
Support people as they learn to adapt, managing their resistance sensitively and empathetically
Sustained Personal Performance
Cont
ents
Chan
ge E
nviro
nmen
t
10
ADKAR (Prosci)
Why the change is neededAwareness
Support & Participate in the changeDesire
How to change Knowledge
Implement new skills & behaviors Ability
Sustain the change Reinforcement
Cont
ents
Chan
ge E
nviro
nmen
t
11
D x V x F > R (Richard Beckhard)
D
V
F
R
Dissatisfaction with how things are now
Vision of what is possible
First, concrete steps that can be taken towards the vision
If the product of these three factors is greater than Resistance
C(e+p) Resistance to change as the cost of change, subdivided into the economic cost of change (monetary cost) and the psychological cost of change.
Cont
ents
12
Change Environment
Change Tools
Change Processes
Cont
ents
Chan
ge T
ools
13
Dynamics of Change
Change Case Change
ForumsImplement
Change
Management Verdict
Change Mentoring
Change Rewards
Change Visionaries Change
AdvocatesThe People
Cont
ents
Chan
ge T
ools
14
Organizational Change Management
Techniques for creating achange management strategy
Engaging senior managers as change leaders
Building awareness of theNeed for change
Developing skills and knowledgeto support the change
Helping employees move through the transition
Methods to sustain the change
Readiness Assessments
Sponsorship
Communications
Education & Training
Coaching by Managers & Supervisors
Measurement Systems, Rewards & Reinforcement
By
By
By
By
By
By
Improvements
Lessons Learned
Cont
ents
Chan
ge T
ools
15
Change Scope
Problems
Achievements
Objectives
Involving Stakeholders
Message Clarity
Key Staff Involved
Chaos Recovery
Early Warning System
Foresee Resistance
Foresee Entire Picture
StakeholdersBuy-in
ProcessRe-engineering
Cont
ents
Chan
ge T
ools
16
Change Message
Organization
Team
Self
Emotional Engagem
ent Succ
essf
ul C
hang
e
Change Project
Cont
ents
Chan
ge T
ools
17
Change Drivers
Drivers
Affect Zones(You, Your
Team, or the Organization
Affect Level
Consequences for the
Organization
Cont
ents
Chan
ge T
ools
18
Measuring Tool
Is the Project Considered Realistic?
AccessibilityDoes the Project Make
People Envious?
Attraction
Is the Project Known?
Reputation
Is the Project Perceived as Really Necessary?
Legitimacy
Cont
ents
19
Change Environment
Change Tools
Change Processes
Cont
ents
Chan
ge P
roce
sses
20
Maslow Model
Self Actualizatio
n
Esteem Needs
Belonging Needs
Safety Needs
Physiological Needs
Being Needs
Deficit Needs
Cont
ents
Chan
ge P
roce
sses
21
Human Needs
FreedomFree from Coercion
CreationFree to Create the New
AffectionFree from Rejection
ProtectionFree from Fear
IdentityFree to be Proud
SubsistenceFree from Want
ParticipationFree from Exclusion
UnderstandingFree from Uncertainty
LeisureFree from Exhaustion
Self
Others
ShareOwn
Entrepreneursh
ipTeam
BilateralGrouping
Cont
ents
Chan
ge P
roce
sses
22
Imposing Change
Emoti
ons
Time
Shock
Anger
Denial
Bargain
Acceptance
Depression
Leadership
Managerial
Cont
ents
Chan
ge P
roce
sses
23
Reaction to Change
Naturals SupportersResisters
70-80%Wait & See
Fence SittingWithholding SupportMoaning & GroaningAgreement without
Commitment
10-15%Change Agents
Problem SolvingSelf Assuagement
Anticipating the Need for Change
10-15%Passive ResistanceOvert Resistance
SabotageBlaming & Finger
Pointing
Cont
ents
Chan
ge P
roce
sses
24
Change @ System
Monitor & Communicate at
all Levels
Trust Build up with/among Stakeholders
Analyze & Understand
Environment
Envision & Develop a New
Culture
Facilitate Change Applications
New Goals
OrStates
Cont
ents
Chan
ge P
roce
sses
25
Spiral Dynamics
Co-Sensing Co-Presencing Co-Creating
Cont
ents
Chan
ge P
roce
sses
26
Otto Scharmer: Presencing
DownloadingFrom The Past
Performing Achieving Results
PrototypingStrategic Microcosms
CrystallizingVision & Intention
PresencingConnecting to Source
SeeingWith Fresh Eyes
SensingFrom The Field
EMBODYING
ENACTING
LETTING-COMELETTING-GO
DEEP-DIVE
SUSPENDING Open Mind
Open Heart
Open Will
Access Your..
Who is my Self?What is my Work?
Cont
ents
Chan
ge P
roce
sses
27
Complexity in Organizations
KnownRepeatable Perceivable Cause & Effect Relations
Sense-Categorize-Relation
Knowable
Cause & Effect are Coherent in Retrospect, Not Repeatable
Sense-Analyze-Respond
Complex
Cause & Effect Relations Separate over time and Space
Probe-Sense-Respond
No Perceivable Cause & Effect RelationshipsChaos
Act-Sense-Respond
Cont
ents
Chan
ge P
roce
sses
28
Edge of Chaos
CO-CREATINGMethods and Approaches to maximize the Management of Knowledge,
Resources, and Utilization
of Passion and
Responsibility
SELLINGBuy-in Strategies, Change Agents,
Persuasion, Negotiation, Real Time
Strategic Change
CONSULTINGScenarios,
Leadership, Intuition, Learning
Organizations, Systems Making
High Uncertainty
Clos
e to
Agr
eem
ent
Dis
agre
emen
t
TELLINGRational Decision
Making, Classical Project Management, Organization Development
EDGE OF CHAOSAvoidance,
Disintegration
Close to Certainty
Cont
ents
Chan
ge P
roce
sses
29
Road Mapping
Training Programs for Managers
Enhance: How To Manage?
Pilot Project: Create Culture
Building Mutual Trust
Formalization
Cont
ents
Chan
ge P
roce
sses
30
Next Steps
Awareness (Listen, See, Feel)
Be Confident
Start Slow
Do as Little as You Can
Be the Change
Take Care of Your Networks