2“Change Management is the Process, Tools and Techniques to Manage the People-side of Change Processes, to Achieve the Required Outcomes, and to Realize the Change Effectively within the Individual, the Team, and the Wider System..”Holger NauheimerGlobal Change Network
4Contents Change Environment Ladder of Inference The Reflexive Loop ACTIONSI take the ACTIONS based on my beliefsBELIEFSI adopt BELIEFS about the worldThe Reflexive LoopCONCLUSIONSI draw CONCLUSIONSASSUMPTIONSI make ASSUMPTIONS based on the meanings I addedMEANINGSI add MEANINGS cultural & PersonalDATAI select DATA from what I observeOBSERVABLEOBSERVABLE data & Experiences
5Contents Change Environment Change AppraisalBasis of Corporate Culture: Democratic or AutocraticPeople in OrganizationOrganizationIn ChangeResponseChange CostNEW JD &TrainingStaff ReductionNew Remunerations
8Contents Change Environment Five Stages of Grief (Kübler-Ross) Denial “I feel fine."“This can't be happening, not to me”Denial is usually a temporary defense for the individual. This feeling is generally replaced with heightened awareness of situations.Anger"Why me? It's not fair!""How can this happen to me?"Once the individual recognizes that denial cannot continue, it turns into anger due to misplaced feelings of rage and envy to others.Bargaining"I will give my life savings if..." "I'll do anything for a few more years"The hope that the individual can somehow postpone or delay inevitable; usually, the negotiation for an extension is made in exchange for the reformed.Depression"I'm so sad, why bother with anything?""I'm going to die: What's the point?"When inevitable is certain; the individual may become silent, alone, crying, grieving, disconnecting oneself. Yet; Grieving that must be processedAcceptance"It's going to be okay.""I can't fight it, I may prepare for it.”Understanding of the inevitable that is approaching, the person will want to be left alone. Feelings and physical pain may be non-existent.
9Contents Change Environment PCI-People Centered Implementation (Changefirst)Shared Change PurposeCreate and share a powerful case for change in the organizationEffective Change LeadershipDevelop strong change leadership for the initiativePowerful Engagement ProcessesBuild and deliver plans to engage people in the changeCommitted Local SponsorsBuild understanding and commitment of middle and front-line managersStrong Personal ConnectionCreate commitment and behavior changing actions for front-line peopleSustained Personal PerformanceSupport people as they learn to adapt, managing their resistance sensitively and empathetically
10Contents Change Environment ADKAR (Prosci) Awareness Why the change is neededDesireSupport & Participate in the changeKnowledgeHow to changeAbilityImplement new skills & behaviorsReinforcementSustain the change
11Contents D V F R Change Environment C(e+p) D x V x F > R (Richard Beckhard)DDissatisfaction with how things are nowVVision of what is possibleFFirst, concrete steps that can be taken towards the visionRIf the product of these three factors is greater than ResistanceC(e+p)Resistance to change as the cost of change, subdivided into the economic cost of change (monetary cost) and the psychological cost of change.
13Contents Change Tools Dynamics of Change The People Change Case Change VisionariesThe PeopleChange AdvocatesChange CaseChange ForumsImplement ChangeManagement VerdictChange MentoringChangeRewards
14Contents Change Tools Organizational Change Management Techniques for creating achange management strategyReadiness AssessmentsByEngaging senior managers aschange leadersSponsorshipByBuilding awareness of theNeed for changeCommunicationsByDeveloping skills and knowledgeto support the changeEducation & TrainingByHelping employees movethrough the transitionCoaching by Managers & SupervisorsByMethods to sustain the changeMeasurement Systems, Rewards & ReinforcementBy
17Consequences for the Organization ContentsChange ToolsChange DriversChange ProjectAffect Zones(You, Your Team, or the OrganizationConsequences for the OrganizationDriversAffectLevel
18Contents Measuring Tool Change Tools Reputation Accessibility Is the Project Known?ReputationIs the Project Considered Realistic?AccessibilityDoes the Project Make People Envious?AttractionIs the Project Perceived as Really Necessary?Legitimacy
20Contents Change Processes Maslow Model Being Needs Esteem Needs Self ActualizationEsteem NeedsBelonging NeedsSafety NeedsPhysiological NeedsDeficit Needs
21Contents Change Processes Human Needs Freedom Creation Affection Free from CoercionCreationFree to Create the NewAffectionFree from RejectionProtectionFree from FearIdentityFree to be ProudSubsistenceFree from WantParticipationFree from ExclusionUnderstandingFree from UncertaintyLeisureFree from ExhaustionSelfOthersShareOwnEntrepreneurshipTeamBilateralGrouping
22Contents Change Processes Imposing Change Emotions Time Shock Anger DenialBargainAcceptanceDepressionLeadershipManagerial
23Contents Change Processes Reaction to Change Resisters Naturals Supporters10-15%Passive ResistanceOvert ResistanceSabotageBlaming & Finger Pointing70-80%Wait & SeeFence SittingWithholding SupportMoaning & GroaningAgreement without Commitment10-15%Change AgentsProblem SolvingSelf AssuagementAnticipating the Need for Change
24Contents Change Processes Change @ System New Goals Or States Monitor & Communicate at all LevelsTrust Build up with/among StakeholdersAnalyze & Understand EnvironmentEnvision & Develop a New CultureFacilitate Change Applications
26Contents Change Processes Otto Scharmer: Presencing Co-Sensing Co-PresencingAccess Your..Co-CreatingDownloadingFrom The PastPerformingAchieving ResultsSUSPENDINGOpenMindEMBODYINGSeeingWith Fresh EyesPrototypingStrategic MicrocosmsDEEP-DIVEENACTINGOpenHeartSensingFrom The FieldCrystallizingVision & IntentionLETTING-GOOpenWillLETTING-COMEPresencingConnecting to SourceWho is my Self?What is my Work?
27Contents Change Processes Complexity in Organizations Known Knowable Repeatable Perceivable Cause & Effect RelationsSense-Categorize-RelationKnowableCause & Effect Relations Separate over time and SpaceSense-Analyze-RespondComplexCause & Effect are Coherent in Retrospect, Not RepeatableProbe-Sense-RespondChaosNo Perceivable Cause & Effect RelationshipsAct-Sense-Respond
28Contents Change Processes Edge of Chaos CO-CREATING SELLING CONSULTING Methods and Approaches to maximize the Managementof Knowledge,Resources,and Utilizationof PassionandResponsibilitySELLINGBuy-in Strategies, Change Agents, Persuasion, Negotiation, Real Time Strategic ChangeCONSULTINGScenarios, Leadership, Intuition,Learning Organizations, Systems MakingHigh UncertaintyClose to AgreementDisagreementTELLINGRational Decision Making,Classical Project Management, Organization DevelopmentEDGE OF CHAOSAvoidance, DisintegrationClose to Certainty
29Training Programs for Managers Pilot Project: Create Culture ContentsChange ProcessesRoad MappingTraining Programs for ManagersEnhance: How To Manage?Pilot Project: Create CultureBuilding Mutual TrustFormalization
30Awareness (Listen, See, Feel) Take Care of Your Networks ContentsChange ProcessesNext StepsAwareness (Listen, See, Feel)Be ConfidentStart SlowDo as Little as You CanBe the ChangeTake Care of Your Networks