2. OBJECTIVE
• Change management is a structured approach
for ensuring that changes are thoroughly and
smoothly implemented, and that the lasting
benefits of change are achieved
• CM process is always easier when people know
what they are getting into, feel supported, and
are prepared for what lies ahead, both good and
bad
3. PHASES OF CHANGE MANAGEMENT
PROCESS
Reinforcing change
Collect and analyze feedback
Diagnose gaps and implement corrective
actions
Managing Change
Develop CM plans Take action & implement plans
Preparing for change
Define your CM strategy Prepare your CM team
4. CM in educational institutions
• Shift of library
• Change in classroom locations
• Change in timings of class
5. Success of CM
Success factors
• Uncover the
greatest
contributors to the
success of a change
management
program
Role of top
management
• Learn the key
activities for
executive sponsors,
as well as the most
common mistakes
they make when
leading change
Resistance to
change
• Learn the primary
reasons for
resistance to
change and the
most effective
tactics to manage
resistance
6. Success of CM
Methodology
• Read about the
‘must do’ activities
for each phase of
the project
Communications
• Discover the most
effective methods
of communication
during the project
Change
management
competency
• Learn about
building change
competency in your
organization
7. Change saturation
• Find out about new data on organizations and
employees reaching their change capacity and
what to do about it
8. Benefits from sitting on the floor
• Increased level of consciousness
• Support your body
• Yoga pose
• Blood circulation directed to heart
• Makes you more flexible
• Strengthen the lumbar region
• Example: wedding, child growth
9. CM in Training and Development
Mobilise
Discover
DeepenDevelop
Deliver
10. • Mobilise
▫ Ice Breaking
▫ Brainstorming
• Discover
▫ Prioritisation matrix
▫ A day in the life of…
• Deepen
▫ Fish bone analysis
▫ 5 whys
13. Do all changes face resistance
• NO!!
• While certain changes are absolutely necessary,
a few others are necessary and important as well
which has to be conveyed to the audience who
face it
• Sometimes people resist only a part of change
while some changes are readily welcomed
14. WHERE TO START?
Consider the following questions to help you gauge
your preparedness for the initiative
• Do I know the changes, their impact, rationale and
benefits?
• Do I believe the change is worthwhile?
• How is the change impacting my existing workload?
• How can I communicate the need for change
• Are there other parallel issues that will have an
impact on the changes I’m managing?
• Can we combine forces and integrate plans and
communication?
15. • What changes will happen and when?
• Can I sensibly lessen the impact?
• Do change leaders know their responsibilities
• Has change successfully occurred in these groups in the
past?
• Can we learn from what did or did not work well?
• What level of trust exists between groups and how can
this be improved?
• When is communication necessary?
• How can I make the messages clear, interesting, and
engaging?
Based on the questions above, do you generally have a
positive or negative opinion of the change?
16. Steps to effective change management
• Increase urgency
• Build the guiding team
• Get the vision right
• Communicate for buy-in
• Empower action
• Create short-term wins
• Make change stick
17. Truth about change management
• What motivates you doesn’t motivate most of
your employees
• You are better off letting them write their own
story
• It takes both + & - to create real energy
