change management for leaders of organization, CEO, MAnagers for effect process to transform Organization

1. BY
ROSE NANNA
CHARTERED ADMINISTRATOR(ACIA) NIG
ROYAL CHARTERED MANAGER (ACMI) UK
CHARTERED MANAGEMENT CONSULTANT (ChMC) CANADA

2. LEARNING OBJECTIVES
 Employers will know how to introduce change
systematically
 Employees will be prepare on how to accept change
 Employer and employee will know how to manage
change
 Understanding the type of change and how it work

3. Cont’d
 Achieving good implementation of change
 Understand the flexibility process during change
management.
 Knowing the important of change

4. INTRODUCTION It’s a process of achieving good implement of change
by planning and introducing change systematically
and you must take into account the resistance.
 Change is often said to be constant in organization
 change must be flexibly to the organizational goal
 Change often take place incrementally but it can take
the form of a transformation.
 Change should not be treated simplistically.

5. The Burke-Litwin Model

6. TYPES OF CHANGE
 Strategic Change: this is a long term change, it all
about the future state of the organization.
 Operational Change: this relate to a new systems,
procedures or technology that will have immediate
effect.
 Transformational Change: this is a process of radically
altering the organization strategic. It is called the
second order or “gamma.”

7. STEPS TO ACHIEVE
TRANSFORMATIOMATIONAL
CHANGE
 Establish a sense of urgency.
 Form a powerful guiding coalition.
 Create a vision
 Communicate the vision.
 Empower others to act on the vision.
 Plan for and create short term wins.
 Consolidate improvement
 Institutionalize new approaches.

8. cont

9. MAJOR BARRIES TO EFFECTIVE
ORGANIZATIONAL CHANGE
 Resistance to Change
 Inadequate Sponsorship
 Unrealistic Expectations
 Poor Project Management
 Case for Change Not Compelling
 Project Team Lack Skill
 Scope Expansion/ Uncertainty
 No change Management Program
 Not Horizontal Process View
 IT Perspective Not Integrated

10. RESISTENCE TO CHANGE
 People resist change because they see it as threat to
their familiar or usual pattern of behaviour.
 Shock of the new
 High level of stress
 Loss of momentum
 Symbolic fears

11. cont

12. SOURCES OF RESISTANCE
 Inconvenience
 Competence fear
 Economic fear
 Fear of unknown
 Selective information
 Threat to status or skill

13. cont
Sources of
Resistance to Change
Level OneLevel One Level TwoLevel Two
HonestHonest
DisagreementDisagreement
Lack ofLack of
InformationInformation
EmotionalEmotional
IssuesIssues
PersonalPersonal
ReasonsReasons

14. Overcoming resistance to change
 This is to analysis the potential impact of change :
 Involvement in the change process
 Education and communication
 Facilitation and support .
 Negotiation
 Manipulation
 Coerosion.

15. cont

16. Cont’d

17. CHANGE PROCESS
 Starts with awareness and need for change.
 You have to diagnosed directly or indirectly.
 Identified and evaluate them.
 Made a choice of preferred action.

18. GUIDELINES FOR CHAGE
MANAGEMENT
 Strong commitment visionary leadership from top.
 Temperament and leadership skill
 People support what they help to create
 Reward system should be encourage and recognize .
 Change will also involve failure as success.
 There are also people who act as champion of change
 The essential of change should be explain.

19. Cont’d
Outputs of Phase 1:
Change characteristics profile
Organizational attributes profile
Change management strategy
Change management team structure
Sponsor assessment, structure and
roles

20. Outputs of Phase 2:
Communication plan
Sponsor roadmap
Training plan
Coaching plan
Resistance management plan

21. Cont’d
Outputs of Phase 3:
•Reinforcement mechanisms
•Compliance audit reports
•Corrective action plans
•Individual and group recognition
approaches
•Success celebrations
After action review

22. Guideline For Implementing
Change To Be Effective
 Motivate in order to achieve change.
 Manage the transition by making organization
arrangement
 Shape the dynamic of changes
 Build in stability of structure and processes to serve as
anchors for the people.

23. Change model
 Unfreezing -: overcome the pressure of both groups
and individual
 Movement or Transition -: using force to increase the
speed of change.
 Refreezing -: stabilizing the change by introducing
anew response by evaluation.

24. The Kurt Lewin
Change Management Model

25. Importance of change
 Its concern with the future
 It enable you to do things differently
 Managers develop new strategy
 Its enable mangers and staff to be focus
 Its brings integration to management policies
 Change is significant

26. IMPACT OF EFFECTIVE CHANGE MANAGEMENT.

27. BACKGROUND:
 In 2006. Texas Children Hospital began expansion
which includes the erection of four new buildings,
and the addition of new service line and programs,
leading to a large increase in employee resources. By
2010, the organization is expected to grow from 6,600
to 9,000 employee and increase medical staff by 70%.
 Simultaneously, the organization is transitioning from
a paper to an electronic medical record system, this
will promote instant communication between the
primary care and specialty services while also allowing
on-going access information for research purposes.

28. Change management overview.
 A change management team was created and
partnered with the project implementation team and
organizational leaders to facilitate the activities design
to reduce employee resistance and build commitment
for the implementation.
 The local leaders selected individuals to make up a
Change Agent Net work they served as peer
champions.

29. Question: I have the skills and
knowledge to effectively
complete my tasks

30. Question: I understand how the
new system will impact my daily
work.

31. Question: I have sufficient
information about the project.

32. •A&Q

33. •THANK YOU