Description
The PPT explains about how to manage change in an organization.
Managing Change
Introduction
•
• 1. 2. • •
Change is with us and will always be there Two way of dealing with it: Reactively: responding only when one has to, usually too late Proactively: by planning for change and trying to keep, if not one step ahead, then at least at the vanguard of change Third option; ignore it and wish it goes away Change and change programmes necessarily difficult and complex to manage, sometimes to understand
What is change?
Making or becoming different ? Difference from previous state ? Substitution of one for another ? Variation ? To make or become different ? The emphasis is on making something different e.g. Change in life cycle Change in the seasons Incremental change: e.g. ancient script to writing to typewriter to word processor to desk top to lap top
?
Organizational Change
•
• • -
Change management is the process of moving from the current state to the vision of the future and involves a degree of transition which may also result in „pain? for some What doesn?t drive change is the attitude that: “If it ain?t broke, don?t fix it”. In business change is influenced by, for example: New competition Price changes Technology Regulation Consumer demand
Change Drivers
•
-
-
•
Drivers, internal & external that force changes: Growth Mergers & acquisitions New management Technology Regulation Competition Changing markets Cost pressures For your organization, list the reasons why it might have to change
Preparing for change
• • •
Moving an organzation?s: (1) People & (2) Culture Making change happen involves: In line with an organization?s: Structure; Strategy; Processes; Systems Such that change is successful and delivers long-lasting benefit to the orgn Change management enables this to happen Successful change management is about taking the people with you
Successful change management
•
• •
-
Successful change management is about taking the people with you With every person?s commitment, change may fail Must position the change project in the right position to maximize successful implementation It will be different for different individuals and different parts of the orgn
Rosabeth Moss Kantor: success conditions
?
? ? ?
?
? ? ?
?
?
Analyze orgn and need for change Create a shared vision and common direction Separate from the past Create a sense of urgency Support a strong leadership role Line up political sponsorship Craft an implementation plan Develop enabling structures Communicate and involve people Reinforce and institutionalize change
Beckhard: success conditions
?
? ? ?
?
? ?
Orgn vision and direction towards the vision A clear sense of the organization?s identity Understanding of the orgn?s external relationships Clear and reachable scenarios Flexible structures Effective use of technology Rewards that harmonize people with the orgn?s objectives
Expert view: success conditions
?
? ? ? ? ?
It is very difficult The further you go the harder it becomes The less that the change has in common with the orgn?s culture, the less likely success is It needs a strong, important sponsor A body of people dedicated to making it happen is essential Communication is the key
Barriers
•
• • -
A change programme will affect the way an orgn works. Two factors must be considered before implementation: Culture: how an orgn operates, the programme would be counter cultural in some way People: how people will view the change and the actions they might take to resist it
The biggest obstacles to change were: Employee resistance Inappropriate culture Poor communication / plan Incomplete follow-up Lack of mgnt agreement on strategy Insufficient skills
Case study 1
•
A major change programme is about to be initiated in a company. What would be the key steps to be taken up to the announcement?
Prepare a communications plan Develop questions and answers to top level managers to use when briefing their staff Inform major stakeholders Brief top managers on the timing of the cascade of info down the layers of the orgn Issue press release (if appropriate) Issue communication to everyone
-
Case study 2
•
An employee has just been seconded to a change programme from his normal job. List below the emotions he might have when he is told, and describe how to handle them
Elation at being chosen coupled with fear for the future post-project Concern at the responsibility Anxiety at his current reporting relationships Lack of certainty regarding his role Possible worries about his abilities.
-
-
* Could be briefed by the current supervisor and later by the Project Director of the change programme
Case study 3
•
-
A company has just been acquired. What must the new owners do to ensure a smooth transition period?
Explain any immediate change to operations Set out the longer term plans Stress the benefits that are expected to accrue from the acquisition Set up briefing meetings and a channel for communications Ensure that concerns are met and dealt with sympathetically.
Persuade to buy into change
•
• • • • •
It is the employee who do the work to put the change in place No other action will compensate for the lack of buy-in Buy-in: willingness, and the ability to do the work to make change happen 3 traditional methods used: Obligation; by being in payroll, to support change Making a strong case for change Force Above methods have not really worked well 70% of all change initiatives fail
Persuasion
•
-
•
Some thoughts: Primary motivation of human behaviour is desire to be better off after the action. Present an improvement over a current situation Customers must see the improved situation as being possible to achieve People define products/ services in their own terms. They assign values to what they think they are buying People do not buy the features of the product, they buy its benefits These behavioural values are as applicable to persuade employees to buy into change
Why people buy
•
•
• •
Because they perceive the value of the product /service to be greater than the price being asked for Because the seller has made it easy for them to do so: remove barriers to sale; identify potential objections and address in advance (e.g. more work) People buy because others influence them: will short cut personal investigation, by relying on someone else they trust Offer better alternative than the current situation
Making change happen
1.
2. 3. 4.
5.
6. 7.
Analyze the organization?s ability to change Tailor program to reflect people / culture Plan the change Develop a communications plan Pick the right team (including sponsor) Get executive commitment, give them responsibility for success Consult as appropriate
Resistance to change
•
• • •
•
Address people?s fear to gain their commitment Resistance is a vote for the status quo and must be dealt with to prevent disruption It must be planned and handled well or it could get worse and damage the project Resistance occurs for reasons; real and supposed: loss of control, uncertainty, threat, fear of difference, misunderstanding, loss of power A successful change management program will address these and negate them
Dealing with resistance
•
• • •
•
• • •
Involve people in the process Train Explain the change in easy to understand terms Develop shared vision and buy-in Explain the reasons Address the concerns of the stakeholder Above all, communicate Use the early adopters as ambassadors
doc_320038523.ppt
The PPT explains about how to manage change in an organization.
Managing Change
Introduction
•
• 1. 2. • •
Change is with us and will always be there Two way of dealing with it: Reactively: responding only when one has to, usually too late Proactively: by planning for change and trying to keep, if not one step ahead, then at least at the vanguard of change Third option; ignore it and wish it goes away Change and change programmes necessarily difficult and complex to manage, sometimes to understand
What is change?
Making or becoming different ? Difference from previous state ? Substitution of one for another ? Variation ? To make or become different ? The emphasis is on making something different e.g. Change in life cycle Change in the seasons Incremental change: e.g. ancient script to writing to typewriter to word processor to desk top to lap top
?
Organizational Change
•
• • -
Change management is the process of moving from the current state to the vision of the future and involves a degree of transition which may also result in „pain? for some What doesn?t drive change is the attitude that: “If it ain?t broke, don?t fix it”. In business change is influenced by, for example: New competition Price changes Technology Regulation Consumer demand
Change Drivers
•
-
-
•
Drivers, internal & external that force changes: Growth Mergers & acquisitions New management Technology Regulation Competition Changing markets Cost pressures For your organization, list the reasons why it might have to change
Preparing for change
• • •
Moving an organzation?s: (1) People & (2) Culture Making change happen involves: In line with an organization?s: Structure; Strategy; Processes; Systems Such that change is successful and delivers long-lasting benefit to the orgn Change management enables this to happen Successful change management is about taking the people with you
Successful change management
•
• •
-
Successful change management is about taking the people with you With every person?s commitment, change may fail Must position the change project in the right position to maximize successful implementation It will be different for different individuals and different parts of the orgn
Rosabeth Moss Kantor: success conditions
?
? ? ?
?
? ? ?
?
?
Analyze orgn and need for change Create a shared vision and common direction Separate from the past Create a sense of urgency Support a strong leadership role Line up political sponsorship Craft an implementation plan Develop enabling structures Communicate and involve people Reinforce and institutionalize change
Beckhard: success conditions
?
? ? ?
?
? ?
Orgn vision and direction towards the vision A clear sense of the organization?s identity Understanding of the orgn?s external relationships Clear and reachable scenarios Flexible structures Effective use of technology Rewards that harmonize people with the orgn?s objectives
Expert view: success conditions
?
? ? ? ? ?
It is very difficult The further you go the harder it becomes The less that the change has in common with the orgn?s culture, the less likely success is It needs a strong, important sponsor A body of people dedicated to making it happen is essential Communication is the key
Barriers
•
• • -
A change programme will affect the way an orgn works. Two factors must be considered before implementation: Culture: how an orgn operates, the programme would be counter cultural in some way People: how people will view the change and the actions they might take to resist it
The biggest obstacles to change were: Employee resistance Inappropriate culture Poor communication / plan Incomplete follow-up Lack of mgnt agreement on strategy Insufficient skills
Case study 1
•
A major change programme is about to be initiated in a company. What would be the key steps to be taken up to the announcement?
Prepare a communications plan Develop questions and answers to top level managers to use when briefing their staff Inform major stakeholders Brief top managers on the timing of the cascade of info down the layers of the orgn Issue press release (if appropriate) Issue communication to everyone
-
Case study 2
•
An employee has just been seconded to a change programme from his normal job. List below the emotions he might have when he is told, and describe how to handle them
Elation at being chosen coupled with fear for the future post-project Concern at the responsibility Anxiety at his current reporting relationships Lack of certainty regarding his role Possible worries about his abilities.
-
-
* Could be briefed by the current supervisor and later by the Project Director of the change programme
Case study 3
•
-
A company has just been acquired. What must the new owners do to ensure a smooth transition period?
Explain any immediate change to operations Set out the longer term plans Stress the benefits that are expected to accrue from the acquisition Set up briefing meetings and a channel for communications Ensure that concerns are met and dealt with sympathetically.
Persuade to buy into change
•
• • • • •
It is the employee who do the work to put the change in place No other action will compensate for the lack of buy-in Buy-in: willingness, and the ability to do the work to make change happen 3 traditional methods used: Obligation; by being in payroll, to support change Making a strong case for change Force Above methods have not really worked well 70% of all change initiatives fail
Persuasion
•
-
•
Some thoughts: Primary motivation of human behaviour is desire to be better off after the action. Present an improvement over a current situation Customers must see the improved situation as being possible to achieve People define products/ services in their own terms. They assign values to what they think they are buying People do not buy the features of the product, they buy its benefits These behavioural values are as applicable to persuade employees to buy into change
Why people buy
•
•
• •
Because they perceive the value of the product /service to be greater than the price being asked for Because the seller has made it easy for them to do so: remove barriers to sale; identify potential objections and address in advance (e.g. more work) People buy because others influence them: will short cut personal investigation, by relying on someone else they trust Offer better alternative than the current situation
Making change happen
1.
2. 3. 4.
5.
6. 7.
Analyze the organization?s ability to change Tailor program to reflect people / culture Plan the change Develop a communications plan Pick the right team (including sponsor) Get executive commitment, give them responsibility for success Consult as appropriate
Resistance to change
•
• • •
•
Address people?s fear to gain their commitment Resistance is a vote for the status quo and must be dealt with to prevent disruption It must be planned and handled well or it could get worse and damage the project Resistance occurs for reasons; real and supposed: loss of control, uncertainty, threat, fear of difference, misunderstanding, loss of power A successful change management program will address these and negate them
Dealing with resistance
•
• • •
•
• • •
Involve people in the process Train Explain the change in easy to understand terms Develop shared vision and buy-in Explain the reasons Address the concerns of the stakeholder Above all, communicate Use the early adopters as ambassadors
doc_320038523.ppt