Organisational Change

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MTL: The Professional Development Programme
Organisational Change
ORGANISATIONAL
CHANGE
Make sure you take people with you

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from thenounproject. All clipart is from free sources. The MTL Professional Development Programme is copyright of Manage Train
Learn.
Organisational
Change
Introduction: The pace of change today is so great that many people face change
again and again in their working lives. While our parents and grandparents had jobs
for life, today that is no longer the norm. People can be hit out of the blue by sudden,
complex, and pervasive change. Whether you manage change for others, or are "on
the receiving end", change at work is something that is likely to affect you and
something that you need to manage.

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https://www.flickr.com/photos/poptech/7464322296/
Presenting the arguments for change
1. ESTABLISH
THE CASE
FOR CHANGE
The starting point for any organisation
undergoing change is to identify the factors
driving the change. In other words, why do we
have to change? There should always be a strong
business case for any kind of change that
outweighs the risks of doing nothing.

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2. WHY
PEOPLE WAIT
AND SEE
https://www.flickr.com/photos/rekyt/9034196410/
Weighing things up
When you first inform people of a need for
change, only 5% will accept it. 10% will never
accept it and 25% will lean towards acceptance.
This means that 60% of your people will do
nothing but wait and see. What they are waiting
for is to find out how they are going to be
affected. When they see and feel that on balance,
things will be fine, then they are heading your
way.

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https://pixabay.com/en/action-adult-athlete-champion-1867014/
Forget change and focus on new skills
3. FOCUS ON
NEW
BEHAVIOUR
People often react to a major change with a mix
of anger, denial, and disbelief. Some will feel
physically sick. Talking about the "C" word,
"change", is likely to reinforce these fears.
Instead, focus on what the change means in new
behaviours and your conviction that people will
acquire these behaviours and be better off as a
result.

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4. TALK TO
PEOPLE A
LOT
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To explain change, use multiple forms of communicating
Communicating what the change is all about
means engaging people from the start and never
letting up. Speak to people face-to-face. Excite
them about the possibilities and confront their
fears. Keep them informed about developments
and be honest if news is bad. The driving force
behind successful change is trust.

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Link change to the things you already do well
5. FOCUS ON
WHAT WORKS
https://pixabay.com/en/entrepreneur-idea-competence-vision-1340649/
Most organisations that institute change do so in
order to do better in their business. That means
that all change is a focus on the things which the
organisation does well and wants to do better.
When you show people that change is about
doing more of "what we're good at", most people
respond positively. Instead of frightening them
with the unknown and new, excite them with the
known and new.

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6. BE
SUPPORTIVE IN
THE TRY-OUT
https://pixabay.com/en/adventure-height-level-arm-1807524/
Help each other to gain the new skills to succeed
Once you move into the transition phase of
change, you open yourself to a period of
disorientating chaos. It is like building a new ship
while sailing on the old one. Each person will
move at their own pace in their own way, some
fast, some slow. This is the time when you need
to be supportive and reassuring.

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https://pixabay.com/en/success-goal-target-dart-board-1955256/
Optimum change = inspiring leaders and efficient managers
7. BRINGING IT
ALL
TOGETHER
While many of the skills of managing change
require leadership, no change can work without
the use of traditional management skills, such as
planning, organising, monitoring, and evaluating.
That's why you need good leaders and good
managers. That way, change is nothing more than
another project with a start, a middle, and an
end.

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This has been a Slide Topic from Manage Train Learn
AFinal
Word
There are 5 ingredients in complex change. They are: vision; skills; incentives; resources; and
action plans. When any one of these is missing, the change will stall or fail. When they are all
present and managed well, you will succeed.

Organisational Change

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