Change management ppt @ bec doms bagalkot mba

1. Change
M anage e
mnt
Presented By: BABASAB PATIL
LOGO

2. 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)

3. 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.

4. 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.”
LOGO

5. Leading the Change Process
Generate
Apply Science of solution
Learning & Human options and
Performance metrics
Conduct
effectiveness
Translate job & cost
requirements into analysis
competencies
(K, S, A, T) Performance
Consultants Make
recommend-
ations

6. Creating Major Change
The 8 Stage Process of Creating Major Change
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture

7. 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

8. 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

9. 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

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

12. 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

13. 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.

14. 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.

15. Conti..,
Manages complexity and contradictions:
 Tries to minimize complexities,
contradictions, and paradoxes or reduce their
impact.
 Clarifies direction and smoothes the process
of change.

16. Resistance and Barriers To Change
Resistance 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.

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

18. Organisational barriers to change
 Structural inertia
 Existing power structures
 Resistance from work groups
 Failure of previous change initiatives

19. 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

20. Conti..,
 Preference for the existing arrangements
 Break up of work groups
 Redundancy
 Inability to perform as well in the new situation

21. 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

22. 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

23. Change management
requires both an individual
and an organizational
perspective

24. Individual change management Organizational change management
Understanding how one person makes a change Understanding what tools we have to help
successfully individuals make changes successfully
Organizations don't change, individuals do. No While change happens one person at a time, there
matter how large of a project you are taking on, the are processes and tools that can be used to facilitate
success of that project ultimately lies with each this change. Tools like communication and training
employee doing their work differently, multiplied are often the only activities when no structured
across all of the employees impacted by the change. approach is applied. When there is an organizational
Effective change management requires an change management perspective, a process emerges
understanding for and appreciation of how one for how toscale change management activities and
person makes a change successfully. Without an how to use the complete set of tools available for
individual perspective, we are left with activities but project leaders and business managers.
no idea of the goal or outcome that we are trying to
achieve.

25. Thank you