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Change, Challenge & Innovation (Comprehensive) PowerPoint Presentation 157 slides with 16 diagrams/ charts and 13 high resolution photographs Participant Handout and Change Glossary with 39 terms

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Nhmgma change workshop
Nhmgma change workshop
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Change, Challenge & Innovation (Comprehensive) PowerPoint Presentation 157 slides with 16 diagrams/ charts and 13 high resolution photographs Participant Handout and Change Glossary with 39 terms

PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of change
• Etymology change (3 points)
• Etymology innovation (3 points)
• Etymology challenge (3 points)
• Why change (9 points)
• Why innovate (7 points)
• Why challenge (5 points)
• Difficulties with change (5 points)
• Organizational change (14 points)
• Change, transition, and transformation Venn diagram (3 points)
• ADKAR model (17 points + 1 graphics)
• Change management (12 points)
• The effect of the change (10 points)
• 3 phases of change (3 points)
• John Kotter’s 8 steps for change (8 points)
• Responses to change (6 points)
• The challenges of change (10+ slides)
• Organizational change (4 points)
• Maintenance organizations (10 points)
• Parallel organizations (10 points)
• The difference between change, transition, and transformation
• The ADKAR model and change management (6 slides)
• Stages of change acceptance (5 points)
• Understanding loss (5 slides)
• Resistance to change (10 points)
• Recognizing resistance (13 points)
• Resistance and the four phases of change transition (20 slides)
• The management of each phase (5 slides)
• Standard stages of change and in-depth descriptions of each (5 slides)
• Turning avoidance into acceptance (10 slides)
• Plans for success (3 slides)
• Process action plans (4 slides)
• Rules for stifling innovation (10 points)
• Actions steps (16 points)

PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of change
• Etymology change (3 points)
• Etymology innovation (3 points)
• Etymology challenge (3 points)
• Why change (9 points)
• Why innovate (7 points)
• Why challenge (5 points)
• Difficulties with change (5 points)
• Organizational change (14 points)
• Change, transition, and transformation Venn diagram (3 points)
• ADKAR model (17 points + 1 graphics)
• Change management (12 points)
• The effect of the change (10 points)
• 3 phases of change (3 points)
• John Kotter’s 8 steps for change (8 points)
• Responses to change (6 points)
• The challenges of change (10+ slides)
• Organizational change (4 points)
• Maintenance organizations (10 points)
• Parallel organizations (10 points)
• The difference between change, transition, and transformation
• The ADKAR model and change management (6 slides)
• Stages of change acceptance (5 points)
• Understanding loss (5 slides)
• Resistance to change (10 points)
• Recognizing resistance (13 points)
• Resistance and the four phases of change transition (20 slides)
• The management of each phase (5 slides)
• Standard stages of change and in-depth descriptions of each (5 slides)
• Turning avoidance into acceptance (10 slides)
• Plans for success (3 slides)
• Process action plans (4 slides)
• Rules for stifling innovation (10 points)
• Actions steps (16 points)

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Change, Challenge & Innovation (Comprehensive) PowerPoint Presentation 157 slides with 16 diagrams/ charts and 13 high resolution photographs Participant Handout and Change Glossary with 39 terms

  1. 1. CHANGE readysetpresent.com
  2. 2. readysetpresent.com Program Objectives ( 1 of 2 ) Change 2 Describe the basic dynamics of the change process – the stages people go through and why. Identify the challenges for the organization, the employee, and the manager during change situations. Understand and apply specific guidelines in dealing with people’s natural resistance to change.
  3. 3. readysetpresent.com Program Objectives ( 2 of 2 ) Change 3 Use the opportunity of change to foster innovative ideas and solutions. Generate an action plan to enhance your skills at dealing with change. Learn why your leadership is so critical during change.
  4. 4. readysetpresent.com Why Change? (2 of 2) Change 10 Change attracts business. Change inspires people. Change influences others. Change renews and keeps things fresh. Change leads to innovation.
  5. 5. readysetpresent.com Why Innovate? (2 of 2) Change 12 Innovation creates an advantage over other organizations. Innovation modernizes organizations. Innovation attracts interest. Innovation inspires new innovations.
  6. 6. readysetpresent.com Difficulties with Change Change 14 Change is difficult for many reasons, and many incentives to change fail. Change is difficult to accomplish because… • People fear the unknown. • People are comfortable with set routines. • People are often cynical about change. • People do not see the need for change.
  7. 7. readysetpresent.com Organizational Change (1 of 6) Change 15 What is organizational change? An organization-wide change A change that affects the entire organization Why? Organizational change is usually implemented when the management believes that the organization can improve and benefit from the change.
  8. 8. readysetpresent.com Organizational Change (5 of 6) Change 20 The median amount of schooling of the whole labor force moved past a year of college. Flex time has grown to around the 10 percent mark. G.M. and U.A.W. consummated the first "quality of work life" cooperative. Studies show that in the last 20 years:
  9. 9. readysetpresent.com Change, Transition, and Transformation Change 21 Both cause mental and emotional responses
  10. 10. readysetpresent.com The ADKAR Model (6 of 6) Change 27 Be Aware of the need to change. Desire the change. Have Knowledge of how the change will occur and what it will look like. Have the Ability to change. Use Reinforcement to keep change in place.
  11. 11. readysetpresent.com Three Phases of Change Change 33 01 02 03 Current State Employees usually prefer to remain in the current state. Transition State Future State The transition state creates uncertainty, stress, and anxiety. The Future state is unknown.
  12. 12. readysetpresent.com John Kotter’s Eight Steps for Change (2 of 3) Change 35 Ensure that everyone understands and accepts the vision. 4 Remove the barriers to successful change. 5 Create clear, visible success stories early in the process. 6 Communicate the Change Vision. Generate “Short-term Wins” Empower Broad-Based Actions.
  13. 13. What are the changes affecting your organization? How is your organization responding to these changes? How are your organization's responses to change affecting the way you manage people? readysetpresent.com Questions Change 41
  14. 14. readysetpresent.com Fantasies about Change Change 49 Givens: Aspects of the change that I (we) have no control over. Negotiables: Aspects of the change that we can influence or discuss with other groups. Controllable: Aspects of the change that my team can control.
  15. 15. Security: People often feel that they are not in control or that they do not know what the future holds or where they stand in the organization. readysetpresent.com Understanding Loss (2 of 5) Change 58
  16. 16. Competence: People often feel like they know what to do or how to manage. This causes embarrassment when they are faced with new tasks. It is hard for them to admit that they do not know how to do tasks. readysetpresent.com Understanding Loss (3 of 5) Change 59
  17. 17. readysetpresent.com Recognizing Resistance (2 of 2) Change 64 Accidents Increased worker's compensation claims Increased absenteeism Sabotage Increased health care claims Lowered productivity Signs of Organizational Resistance:
  18. 18. readysetpresent.com Management of Each Phase (1 of 4) Change 78 During Denial: Confront individuals with information. Let them know that the change will happen. Explain what to expect, and suggest actions they can take to adjust to the change. Allow time to let things sink in, and then schedule a planning session to talk things over.
  19. 19. readysetpresent.com Traps (1 of 3) Change 83 Resistance is not pleasant. Everyone might be angry at the manager and feel the manager is to blame. This is normally temporary. Denying resistance only makes it go deeper and last longer. Invite it. Seek it out through listening and good communication. Ignoring or resisting resistance
  20. 20. readysetpresent.com Three Standard Stages of Change (1 of 5) Change 92 Unfreezing Changing Refreezing
  21. 21. Unfreezing: Old ideals and processes must be tossed aside so that new ones can be learned. Often, getting rid of the old processes is just as difficult as learning new ones due to the power of habits. Just as a teacher erases the old lessons off the chalkboard before beginning a new lesson, so must a leader help to clear out the old practices before beginning the new. readysetpresent.com Three Standard Stages of Change (2 of 5) Change 93
  22. 22. TURN AVOIDANCE INTO ACCEPTANCE
  23. 23. readysetpresent.com Organizational Climate (1 of 3) Change 128 Criteria have been identified to measure success. (Yes/No)? The initiator has the authority to make the change. (Yes/No)? Adequate training has been done or is planned for. (Yes/No)?
  24. 24. RULES FOR STIFLING INNOVATION
  25. 25. FOR MORE INFORMATION VISIT US ONLINE AT .com

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