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Change Management Overview

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Change Management Overview

  1. 1. Change Management Overview Effective Change Management Jim Naro
  2. 2. People Resist Change… Common Organizational Assumptions  Organizations are made up of people who perform processes.  Changes in processes and work activities requires changes in behavior.  Resistance comes when people have reasons to believe that the future will be different from their expectations (whether for better or worse) People will immediately seek resolution of three worries… 1. What will happen to me? - Worried about security- losing their job, responsibilities, status, respect 2. What is expected of me? - Worried about not being able to cope, with being “shown up”. 3. What is in it for me? - Worried about missing an opportunity, of “losing out”. ©2013 The Naro Group 2
  3. 3. Change is a Process of Transition Current Transition Desired  Characteristics of the transition state  Low stability  Perceived high levels of inconsistency in the environment  High emotional stress  Uncertainty regarding outcomes  Uncertainty of being successful in the “new” environment  High, often undirected energy  Emphasis on control  High value placed on past behavior patterns  Increased conflict Adverse impact on individual and organizational performance! ©2013 The Naro Group 3
  4. 4. Leading Change: The Change Roadmap The effect on people during the transition causes a drop in performance in direct contrast to the desired effect ©2013 The Naro Group 4
  5. 5. The Four Phase Model: Identify Appropriate Change Actions 1 Create a shared perception of the need for change 2 3 4 6 5 Mobilize Create and communicate a vision for the new state resources and commitment Monitor progress and take corrective actions Implement changes and appropriate controls Understand and address resistance and conflict ©2013 The Naro Group 5
  6. 6. Project and Change Lifecycles Case for Action High Level Design Detailed Design Build and Test Implement Create a shared perception of the need to change Create and communicate a vision Mobilize resources and commitment Understand and address resistance and conflict Implement changes and appropriate controls Monitor progress and take corrective action  The change lifecycle and the project lifecycle need to be tightly linked  Change management activities start with project launch and run through implementation and control  If the two become separated or out-of-phase, the success of the project and its associated benefits are at risk ©2013 The Naro Group 6
  7. 7. Need help assessing your sales force’s readiness for change? Contact: Jim Naro President The Naro Group Business Partner, CustomerCentric Selling® Tel: 603.881.7712 jnaro@thenarogroup.com www.TheNaroGroup.com http://www.linkedin.com/in/thenarogroup/ ©2013 The Naro Group 7

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