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Change management and Managing Change as a Process

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Change management and Managing Change as a Process

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The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change

The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change

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Change management and Managing Change as a Process

  1. 1. Presenter: Rajlaxmi R.Bhosale
  2. 2. What do mean by a change??
  3. 3. Change  The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.  Companies can undergo changes in a specific division, such as a marketing division, or as a whole.  Colloquial term describing the effects or outcomes after the transition or transformation of a function, method , or thing.  For example, a person may state that since the changes in the manufacturing process his job has been a lot safer.
  4. 4. Types of Changes  Intentional OR Deliberate Change  Unintentional change  Reactive changes (changes initiated as reaction to an event or a series of events)  Anticipatory changes (as the name shows, they are initiated in anticipation of events)
  5. 5. ORGANISATION People Structure Informati onal systems Practices and procedure s Culture Productio n systems Processes
  6. 6. What is Change Management?  Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of change are achieved.  The change in question could range from a simple process change to major changes in policy  strategy to achieve its potential.
  7. 7. Understanding Change As A Process KNOWN CHALLENGING UNKNOWN.
  8. 8. Changes in Organisation  An Enterprise Resource Planning application  A new performance review process  A new piece of machinery on the production line  An optimized and managed set of business processes  A new reporting structure
  9. 9. Where do they live Current State Transition State Future state Executives and senior leaders The changes decides the growth Project teams The focus of my daily work and what I'm charged with solving Front line employees, managers, supervisors The day-to-day work that I do to deliver value to the organization
  10. 10. Understanding Change Management  Theories about how organizations change draw on many disciplines, from psychology and behavioral science, through to engineering and systems thinking.  – it impacts the whole organization (system) around it, and all the people touched by it.
  11. 11. Objectives Change Management  Sponsorship: Ensuring there is active sponsorship for the change at a senior executive level within the organization, and engaging this sponsorship to achieve the desired results.  Buy-in: Gaining buy-in for the changes from those involved and affected, directly or indirectly.  Involvement: Involving the right people in the design and implementation of changes, to make sure the right changes are made.  Impact: Assessing and addressing how the changes will affect people.  Communication: Telling everyone who's affected about the changes.  Readiness: Getting people ready to adapt to the changes, by ensuring they have the right information, training and help.
  12. 12. Managing change as a process How do you manage the process of change
  13. 13. Managing Change as a Process Organisational level Individual level
  14. 14. Managing Change as a Process Understanding Change Planning Change Implementi ng Change Communica ting Change
  15. 15. Understanding Change  The Change Curve –Helps you understand how people will react to the changes, and so you can better plan how to support them through the process.  Lewin's Change Management Model–Make improvements, using the concept of "unfreeze – change – refreeze".  Beckhard and Harris's Change Model –A vision of why the new state will be better, and clear first steps towards getting there, to be successful.
  16. 16. Planning Change  Impact Analysis – Technique for uncovering the "unexpected" consequences of change.  Burke-Litwin Change Model – A complex model helps you to work through the effects of change between 12 elements of organizational design.  McKinsey 7S Framework – Helps you understand the relationship between seven "hard" and "soft" aspects of organizations.  Leavitt's Diamond – Allows you to work through the impacts of a proposed change on the interrelated elements of tasks, people, structure and technology in any organization.  SIPOC Diagrams –A Tool for checking the impact of a proposed change on your suppliers, inputs, processes, outputs and customers,
  17. 17. Implementing Change  Kotter's 8-Step Change Model – The core set of change management activities that need to be done to effect change, and make it stick in the long term.  Training Needs Assessment – Change projects almost always need people to learn new skills. A training needs assessment is a structured way of ensuring that the right people are given the right training at the right time.  Why Change Can Fail – Change is complex, and knowing what NOT to do is just as important as knowing what TO do!
  18. 18. Communicating Change  Stakeholder Analysis – A formal method for identifying, prioritizing and understanding your project's stakeholders.  Stakeholder Management – A process for planning your stakeholder communications to ensure that you give the right people the right message at the right time to get the support you need for your project.  Mission Statements and Visions Statements - A well- structured way of helping to communicate what the change is intended to achieve, and to motivate your stakeholders with an inspiring, shared vision of the future.
  19. 19. Understanding Change As A Process KNOWN CHALLENGING UNKNOWN.
  20. 20. Prosci's ADKAR® Model This Model provides detailed description  Of how an individual successfully moves from their Current State to their Future State.  ADKAR describes the five building blocks of successful change  Instead of "creating a communications plan," it is more effective with a focus on "creating Awareness"
  21. 21. Prosci's ADKAR® Model (Individual level) Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement the required skills and behaviors Reinforcem- - ent to sustain the change
  22. 22. Prosci's 3-Phase Process (Organisational level) Phase 1 Preparing for change (occurring during the Current State), Phase 2 Managing change (occurring during the Transition State) Phase 3 Reinforcing change (occurring during the Future State)
  23. 23. Five Tools Communicati ons plan Sponsor roadmap Coaching plan Training plan Resistance management plan.
  24. 24. John P Kotter's 'eight steps to successful change Create Urgency Form a Powerful Coalition Create a Vision for Change Communicate the Vision Remove Obstacles Create Short- Term Wins Build on the Change Anchor the Changes in Corporate Culture
  25. 25. John P Kotter's 'eight steps to successful change  Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change.
  26. 26. Create Urgency  Develop a sense of urgency around the need for change.  This isn't simply a matter of showing people poor sales statistics or talking about increased competition.  Open an honest and convincing dialogue about what's happening in the marketplace and with your competition.  If many people start talking about the change you propose, the urgency can build and feed on itself.
  27. 27. Form a Powerful Coalition  Identify the true leaders in your organization, as well as your key stakeholders  Ask for an emotional commitment from these key people.  Work on team building within your change coalition.  Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company.
  28. 28. Create a Vision for Change  Determine the values that are central to the change.  Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.  Create a strategy to execute that vision.  Ensure that your change coalition can describe the vision in five minutes or less.
  29. 29. Communicate the Vision  Talk often about your change vision.  Address peoples' concerns and anxieties, openly and honestly.  Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to the vision.  Lead by example.
  30. 30. Remove Obstacles  Identify, or hire, change leaders whose main roles are to deliver the change.  Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.  Recognize and reward people for making change happen.  Identify people who are resisting the change, and help them see what's needed.  Take action to quickly remove barriers (human or otherwise).
  31. 31. Create Short-Term Wins  Look for sure-fire projects that you can implement without help from any strong critics of the change.  Don't choose early targets that are expensive. You want to be able to justify the investment in each project.  Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.  Reward the people who help you meet the targets.
  32. 32. Build on the Change  After every win, analyze what went right, and what needs improving.  Set goals to continue building on the momentum you've achieved.  Learn about kaizen , the idea of continuous improvement.  Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
  33. 33. Build on the Change  Identify potential threats , and develop scenarios showing what could happen in the future.  Examine opportunities that should be, or could be, exploited.  Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.  Request support from customers, outside stakeholders and industry people to strengthen your argument.
  34. 34. Anchor the Changes in Corporate Culture  Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.  Include the change ideals and values when hiring and training new staff.  Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.  Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.
  35. 35. Kurt Lewin's Change Management Model Unfreeze Motion/Change Freeze
  36. 36. Lewin’s Three Step Change Theory The process of changing the behaviors of an individuals resistance to a change in any situation.  Unfreeze- shifting the “push-pull” relationship of opposing forces to status quo.  Movement- the status quo is the equilibrium and this step is to increase the level of equilibrium.  Refreezing- after the implementation of change, this step is necessary to make the change “stick”
  37. 37. The Change Curve  The fact is that organizations don't just change because of new systems, processes or structures.  They change because the people within the organization adapt and change too.  Only when the people within it have made their own personal transitions can an organization truly reap the benefits of change.
  38. 38. The Change Curve  The Change Curve is a popular and powerful model used to understand the stages of personal transition and organizational change. It helps you predict how people will react to change, so that you can help them make their own personal transitions, and make sure that they have the help and support they need.
  39. 39. The Change Curve
  40. 40. The Change Curve  The Change Curve is a popular and powerful model used to understand the stages of personal transition and organizational change.  It helps you predict how people will react to change, so that you can help them make their own personal transitions, and make sure that they have the help and support they need.
  41. 41. Using the Change Curve Need time to adjust information how to get help. Danger zone planning and preparation Lay good foundations Trainings Counting the benefits celebrate success
  42. 42. The McKinsey 7-S Framework  Ensuring That All Parts of Your Organization Work in Harmony Hard Elements Soft Elements Strategy Shared Values Structure Style Systems Staff and Skills
  43. 43. The McKinsey Model
  44. 44. Thank YOU!

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