Transcript Slide 1

Changing
the
way
an
organization operates is
tough.
You can spend a lot of money
on new software, redesign
your business processes, and
offer training, but, will this
guarantee change?
Technologies may change, but
organizations usually stay the
same.
If you want to change the way
your organization works, you have
to make it happen.
The right way to manage change
begins with a simple model but
involves a process that can be
complex and delicate.
It
entails
careful
detailed design, and
implementation.
planning,
thorough
Defining the Change
Let’s start by defining change. The
definition of change is to make the
form, nature, content, or future course
of something different from what it is
or from what it would be if left alone.
Change management means to plan,
initiate, realize, control, and finally
stabilize change processes on both,
corporate and personal level.
Type of Changes
There are two types of changes:
Organizational Development
This is the more gradual and evolutionary
approach to change. It bases on the
assumption that it is possible to align
corporate objectives with the individual
employee objectives. In practice, however, this
will rarely be possible.
Re-engineering
This is known as corporate transformation or
business transformation. It is the more radical
form of
change management, since it
challenges all elements of processes or
structures that have evolved over time.
Change Processes
Phases in Change Processes
In order to successfully manage
change processes, it is necessary to
analyze the phases of this process.
Managers need to know in which phase
they have to expect what types of
situations and problems.
Most successful organizations are
those
that
are
able
to
adjust
themselves to new conditions quickly.
This
requires
planned
processes that lead to
organizational effectiveness.
learning
improved
Barriers to Change
As humans, we like things the way
they are and don’t particularly care to
change them even if the change makes
things better. Why?
We are creatures of habit and the
known if always better than the
unknown.
This is what makes it
difficult for front line managers to focus
on effectively managing change.
Barriers to Change
When effectively managing change,
front line managers demonstrate good
leadership skills and must know that
the change curve employees go
through has four phases, Denial,
Resistance,
Exploration
and
Commitment.
Not every individual will move through
each phase in order and some may
backslide or get stuck in a phase.
Despite the different patterns, all
must get to commitment in order to
perform.
Planning to Change
The first step in getting to Commitment
is building awareness of the need for
change. We must communicate the “Why”
for the change, take away the unknown.
The front line manager must share why
the change is necessary, what created the
need for the change, define the risk of not
making the change and articulate what
might happen if the change is not
made. This will become second nature for
the manager with good leadership skills,
but until that time, a document to follow
clearly outlining these topics will be
necessary to ensure the front line
manager is communicating the necessary
information.
Planning to Change
In the beginning, employees are in
denial or resistance to change and
explaining the why will help move them
through the curve more smoothly. Front
line managers with good leadership
skills will acknowledge that individuals
have free will and will make their own
decisions. This must be acknowledged
and front line managers will need to
find
various
ways
to
motivate
employees to want to make the
change.
Planning to Change
This
can
be
accomplished
by
highlighting
the
WIIFM’s
in
the
change. The WIIFM, What’s In It For
Me, can take many shapes such as
incentives,
sense
of
belonging,
highlighting the discontent with the
current state, trust and respect for
their front line managers, job security
and the like.
Effectively managing change begins
with raising awareness and front line
managers
must
acknowledge
the
change to help promote the desire to
change in their employees.
Some Principles & Practices
Change Management
Change is often threatening to people.
This threat can often be reduced by:Giving people time to adjust
Listening to their concerns and feelings
Explaining the reasons for the change
Sharing your feelings about the change
Some Principles & Practices
Change Management
The sense of threat is greater when
people feel they have no control
Therefore it helps to:Consult people before the change
Consult and involve people in the carrying out
of the change
Give them at least one fixed point to hang
onto
Try not to have too many changes happening
at once
Some Principles & Practices
Change Management
People will respond better to change
when they feel cared for and valued
Most will feel valued if we:Listen to their cares and concerns
Respond flexibly to help with those issues, if
appropriate
Ask them for their ideas about making the
change work
Answer their (searching or difficult) questions
honestly and openly
Some Principles & Practices
Change Management
Change is easier to manage and cope
with if it is orderly
Therefore it helps to:Have a strategy for all the changes and how
they mesh with each other
Give information on the effectiveness of the
change process to the change managers so
that necessary adjustments can be made
Increase liaison with colleagues at the same
level so you can learn from each other
Some Principles & Practices
Change Management
Change management often requires
people to influence others either
'upwards' or 'across'.
Influencing without authority requires:
Creating sufficient trust that they are
prepared to be open with you
Understanding the position of other people on
change issues
Making proposals they want to say 'yes' to
Some Principles & Practices
Change Management
Managing change is stressful to those
managing it
However, it helps to:Acknowledge to yourself and the organization
that it is stressful coping with the uncertainty
and others emotional reactions
Make it permissible to talk about the stress
of change in the organization
Talk about your experiences and feelings
openly
Some Principles & Practices
Change Management
The process of change can be helped
by
Increasing the amount of support in the
organization
Increasing the amount and openness of
communication about the change
Increasing people's understanding of change
and their ability to help each other with it.
Some Principles & Practices
Change Management
Learning about how to manage change
is helped by
Creating shared understanding of all the
changes and how they interact
Creating a shared vision of where you want to
get to with clear priorities on the way
Getting the balance between thinking and
doing right
Reflecting together on successes and failures
and discovering what leads to success
Some Principles & Practices
Change Management
The
central
skills
management are
in
change
Understanding people's needs and feelings
throughout the organization
Making positive proposals, taking wellcalculated risks
Learning actively from experience
Conclusion
Improvements in performance, process
and technology demand organization
change. So do increasing innovation,
enhancing customer satisfaction and
reducing operating cost.
By applying scientific methods to these
challenges