Change Management Training

1. Change Management:
Leading Corporate Transformation

2. 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. 3
“When the rate of change outside
exceeds the rate of change inside,
the end is in sight”
Rate of Change
Jack Welch

4. 4
Activity – Change Your Seat

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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

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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. 7
Activity – Goodies Auction

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Five Activities Contributing to
Effective Change Management

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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

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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

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Force Field Analysis Model
Current
Situation
Restraining Forces for Change
Driving Forces for Change

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Force Field Analysis Model
Strengthening
or adding
driving forces
Removing or
reducing
restraining
forces
Changing the
direction of
some of the
forces
Change

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Activity – May the Forces be With You!

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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

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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

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Individual Resistance
Individual
Resistance
Habit
Selective
Information
Processing
Economic
Factors
Job Security
Fear of the
Unknown

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Organizational Resistance
Organizational
Resistance
Threat to Established
Power Relationship
Group Inertia
Threat to Established
Resource Allocations
Structural Inertia
Limited Focus of Change

19. 19
Activity – Wedding Guests

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Denial
Resistance Exploration
Past Future
Four Phases of Transition
Commitment

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• “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

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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

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Overcoming Resistance to Change
Education and
Communication
Participation and
Involvement
Facilitation and
Support
Negotiation
Manipulation
and Cooptation
Coercion
Overcoming
Resistance
to Change

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2. Creating Vision of Change
Constructing
the Envisioned
Future
Bold and
Valued
Outcomes
Desired
Future
State

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3. Developing Political Support
Assessing Change
Agent Power
Identifying Key
Stakeholders
Influencing
Stakeholders
Developing
Political
Support

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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

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4. Managing the Transition
Current
State
Desired Future
State
Transition
State
• Activity Planning
• Change Management Team

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Critical Skills of Change Agents
Understands
change
dynamics
Appreciates
diversity
Anticipates
and manages
resistance
Understands
power and
influence
Has high
credibility
Manages
multiple tasks

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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

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Activity – Change is the Name of the Game