Half day open training event held in Toronto, Ontario.

1. All you wanted to know about
change management
by Toronto Training and HR
November 2015

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-8 Types of change
9-10 Key issues in the change management process
11-12 Criteria for mobilizing change
13-14 Taking charge of change
15-16 Questions to ask
17-18 Sense making and change
19-20 Practical ways to facilitate change
21-22 Typical reactions to major change
23-24 A stakeholder engagement culture and change
25-27 Is a people plan needed for the change process?
28-29 Conditions that form the basis for good hosting of change
30-31 Areas where we need to change the way we approach managing change
32-33 Turning strategic conversations into experiences that ignite engagement and
accelerate change
34-35 Enlisting multiple sources to lead to positive change
36-37 Strategies to engage and enable employees
38-39 Change transformations
40-42 How learning & development practitioners can make a difference
43-44 Common myths about change
45-47 Barriers to change
48-49 Challenges for change leaders
50-51 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions • Change
management
Page 6

7. Page 7
Types of change

8. Types of
change
• Evolution
• Adaptation
• Revolution
• Reconstruction
Page 8

9. Page 9
Key issues in the change
management process

10. Key issues in
the change
management
process
• Organizational issues
• Individual/group
resistance to change
Page 10

11. Page 11
Criteria for mobilizing
change

12. Criteria for
mobilizing
change
• Fast start, fizzles out
• Bottom of the in-tray
• Anxiety and frustration
• False starts
• Successful change
Page 12

13. Page 13
Taking charge of change

14. Taking charge
of change
• Keep an open mind
• Evaluate your
changeability
• Cultivate flexibility
• Identify resources
• Accept the challenge to
change
• Look for role models
• Take advantage of
change
Page 14

15. Page 15
Questions to ask

16. Questions
to ask
• Discover
• Choose
• Vested interests
• Coalitions and leadership
• Act
• Organizational defences
• Fear of failure
• Contradictions and conflict
• Anxiety and basic
assumptions
• Shared mental models
Page 16

17. Page 17
Sense making and change

18. Sense making
and change
• What is sense making?
• Identity construction
• Retrospective
• Social process
• Dispositions
• Social position
Page 18

19. Page 19
Practical ways to facilitate
change

20. Practical ways
to facilitate
change
• Develop leaders to lead
change
• Proactively engage
with change
• Facilitate teams going
through change
• Understand change
advocacy
• Champion wellness
Page 20

21. Page 21
Typical reactions to major
change

22. Typical
reactions to
major
change
• Shock
• Denial
• Resistance
• Exploration
• Commitment
Page 22

23. Page 23
A stakeholder engagement
culture and change

24. A stakeholder
engagement
culture and
change
• Why create a
stakeholder
engagement culture?
• The characteristics of a
stakeholder
engagement culture
• How to create a
stakeholder
engagement culture
• Maturity levels of a
stakeholder
engagement culture
Page 24

25. Page 25
Is a people plan needed
for the change process?

26. Is a people
plan needed
for the change
process? 1 of 2
• Is there ownership of the
process or systems by
individuals?
• Was the process or
system developed or
refined by the individuals?
• Do the individuals have a
mid to long term
involvement with the
process or system?
Page 26

27. Is a people
plan needed
for the change
process? 2 of 2
• From the individual’s
perspective is the process
or system satisfactory?
• Has a previous attempt to
change the process or
system failed?
Page 27

28. Page 28
Conditions that form the
basis for good hosting of
change

29. Conditions that
form the basis
for good hosting
of change
• Be present
• Participate and
practice conversations
• Host
• Co-create
Page 29

30. Page 30
Areas where we need to
change the way we
approach managing change

31. Areas where we
need to change
the way we
approach
managing
change
• People aren’t always
motivated by what
motivates you
• People don’t like being
told what’s good for
them
• It takes positives and
negatives to change
• Your leaders may be
hindering rather than
leading the change
• Good intentions are
never enoughPage 31

32. Page 32
Turning strategic
conversations into experiences
that ignite engagement and
accelerate change

33. Turning strategic
conversations into
experiences that
ignite
engagement and
accelerate change
• Define your
purpose
• Engage multiple
perspectives
• Frame the issue
• Set the scene
• Make it an
experience
Page 33

34. Page 34
Enlisting multiple sources
to lead to positive change

35. Enlisting
multiple
sources to
lead to
positive
change
• Focus on behaviour
• Connect to values
• Invest in skills
• Leverage peer pressure
• Change the environment
Page 35

36. Page 36
Strategies to engage and
enable employees

37. Strategies to
engage and
enable
employees
• Enlist the support of
managers at all levels
• Clarify ‘must-win’ battles
• Manage the hand-offs
• Avoid the trap of routines
• Take a broad perspective
on rewards
• Don’t overlook recognition
• Treat training as a process
rather than an event
Page 37

38. Page 38
Change transformations

39. Change
transformations
• Design
• Techniques
• Management
Page 39

40. Page 40
How learning &
development practitioners
can make a difference

41. How learning &
development
practitioners can
make a
difference 1 of 2
• Business credibility
• Commitment to
personal development
• Understanding the
change agent’s role
• Knowledge of
consulting best practice
• Excellent facilitation
skills
• Sense of realism
Page 41

42. How learning &
development
practitioners can
make a
difference 2 of 2
Overcoming change
fatigue
• Ditch the rhetoric, and
in particular the term
‘change fatigue’
• Empathize don’t
patronize
• Make your intervention
relevant
• Be useful not helpful
• Intention
Page 42

43. Page 43
Common myths about
change

44. Common
myths about
change
• Change is fixed
• Change is managed
• Change fails
• Change resistance is
bad
Page 44

45. Page 45
Barriers to change

46. Barriers to
change 1 of 2
• Fear
• Comfort
• Broken promises
• Language
• Drift
Page 46

47. Barriers to
change 2 of 2
Layers of resistance
• Disagreement that there
is a problem
• Disagreement about the
nature of the problem
• Disagreement about the
direction or details of the
solution
• Disagreement that the
solution can be
implemented successfully
• Unspoken/unresolved
reservations

48. Page 48
Challenges for change
leaders

49. Challenges
for change
leaders
Page 49
• Control
• Maintaining the pace
and avoiding
shortcuts
• Avoiding initiative
decay
• Over-focus on the
individual leader
• Playing politics
• Skip on multi-loading
• Don’t hunt in packs

50. Page 50
Conclusion, summary and
questions

51. Page 51
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions