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Change Management

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Change Management

  1. 1. 
 LETS GO QUALITY CHANGE MANAGEMENT
 
 
 
 
 ANUBHA WALIA
 PRISM TRAININGS & CONSULTANCY
 
 

  2. 2. PRISM TRAININGS & CONSULTANCY LEVEL 0 QUALITY READINESS 2 Best Practices Leadership Engagement !People Engagement, commitment and ownership Visibility on the progress Clearer understanding of model Smooth Transition to Support ! OBJECTIVE Consistent approach to gaining commitment ! C l a r i t y o f Q u a l i t y readiness to implement the change Participating for ISTD , CII Awards Rational Commitment CHANGE MANAGEMENT LEVERS Emotional Commitm ent TRAINSITI ON MANAGEM ENT LEVERS Output QUALITY READINES S
  3. 3. CHANGE VS TRANSITION CHANGE ! • Situation • Happens whenever something starts or stop on our lives • External event that happens to us • Example • Starting a new job • Having child • Implementing new work process • Implementing Quality 3
  4. 4. CHANGE VS TRANSITION TRANSITION ! • What people go through • Mental & emotional process • Internal acceptance process • Happens within us • Takes more time • Examples • Learning to live on your own • Adjusting to new roles • Adjusting to new task / job activities 4 . . . . .
  5. 5. TRANSITION CURVE * Adapted from the Transition Process by William Bridges Time New BeginningsPresent Endings Productivity&Morale Neutral Zone Transition Normal Productivity Excitement Denial Shock Frustration Apathy Realization Of Loss Engagement Trust & Enthu Confusion Conflict Anxiety Resignation Creativity High Stress Acceptance Hopeful RecommitReconcile
  6. 6. DENIAL TO RESISTANCE Define what’s over and what isn’t clearly Identify who loses what Acknowledge loss Don’t be surprise at over-reaction Accept sign of grieving Balance losses with positives Communicate repeatedly Acknowledge problem and don’t sell solution 6
  7. 7. RESISTANCE TO EXPLORATION Normalize their experience – use empathy Accept / anticipate a lull in productivity & motivation Create new frame of references Strengthen connection between group Opportunity for innovation Reward small step forward 7
  8. 8. EXPLORATION TO COMMITMENT 4ps –purpose, picture, plan, play ! Reinforce the purpose, provide evidence of progress if possible Create a picture of how the outcome will look Establish the detailed plan ( Be consistent one message/one voice), advertise quick wins, celebrate forward progress Give people a part to play 8
  9. 9. DO: • Rewards/Compensation • Implement temporary systems until cutover • Use ambiguity to continuously improve • Make group space changes • Use symbolic logo • Benchmark 1st hand • Offer a comprehensive training plan with a motivational speaker • Develop a change manager role 9 DON’T: • Explain change through a memo or org chart • Turn change over to an individual contributor and ask them to develop the whole plan • Break change into smaller stages • Pull a model team together to show others how • Make threats
  10. 10. WHY CHANGE EFFORTS FAIL 10 1 2 3 4 5 6 7 8 ERROR
  11. 11. 11 10 KEYS TO SUCCESSFUL CHANGE 1 2 4 5 6 3 7 8 9 10
  12. 12. E M P L O Y E E EMPLOYEE ENGAGEMENT
  13. 13. Rational Commitment CHANGE MANAGEMENT LEVERS Emotional Commitment TRANSITION MANAGEMENT LEVERS Output QUALITY READINESS
  14. 14. CASE STUDY – MAIL US FOR CASE STUDY TRAINING@PRISM-GLOBAL.ORG Roadmaps • Leaders can define clear case for change, develop an A3 with key changes action Roles • Define Roles & resp for team, HR support functions employees Resources • Leaders commitment to change, creating communication plan Reason • Immediate need to increase manf capacity improve OTTR & reduce past dues Results • The shift change increased manf capacity by 17%, decreased past dues, & having a working full work schd on 4 days provided the ability to increase the weekend shift to 3 days from 2 days 14
  15. 15. CASE STUDY - MAIL US FOR CASE STUDY TRAINING@PRISM-GLOBAL.ORG Competence • Make detailed paln, working on transition phase Challenge • Challenge was attendance & turnover due to new working hours & how to communicate change. Communication is key Connection • Follow up communication, leaders to listen to their employees and guide them Control & Commitment • Use the announcement, communication to ensure people understand why this change 15
  16. 16. Sponser Influence Leader QUALITY READINESS 16
  17. 17. CHALLENGES IN IMPLEMENTATION Lack of leadership and direction. Difficulty of changing the company culture. Attitude problems. Choosing the best people. Understanding the business problems. No Reward and Recognition
  18. 18. PRISM TRAININGS & CONSULTANCY LEVEL 0 QUALITY READINESS 18 Best Practices Leadership Engagement !People Engagement, commitment and ownership Visibility on the progress Clearer understanding of model Smooth Transition to Support ! OBJECTIVE Consistent approach to gaining commitment ! C l a r i t y o f Q u a l i t y readiness to implement the change Participating for ISTD , CII Awards Rational Commitment CHANGE MANAGEMENT LEVERS Emotional Commitment TRAINSITION MANAGEMENT LEVERS Output QUALITY READINESS
  19. 19. !ANUBHAWALIA.WORDPRESS.COM WWW.PRISM-GLOBAL.ORG TWITT: @ANUBHAMAURYA anubhawalia@gmail.com 19 ANUBHA WALIA A prolific Human Process Facilitator & Trainer / Facilitator and Guest Speaker with prestigious Bschool carries 16 + years of rich experience were she was heading Learning & Quality verticals. Her areas of expertise includes Organization Development, Team building and Change Management & leadership, Instructional Design and Six Sigma, 5S & TQM. ! She stands tall with her rich education background and presently pursuing PhD (First lady in India doing research on Followership) . She is recipient of Emerging HRD thinker award (Gold Medalist) consecutive 5 times by ISTD (Min of HRD), International certification of Facilitator by DDI (USA), Certified Coach by Mind Gym (UK) and Certified Change Management Facilitator from Australian Institute of Mgmt (AUSTRALIA), Certified TTT. ! She is training and consulting at National & International level for US, UK, Hungry, Malaysia, on Change Engagement, Learning and facilitation.

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