1. CHANGE MANAGEMENT
Adil Abdalla
2009

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 Nauheimer
Global Change Network

3. Contents
Change Environment
Change Tools
Change Processes

4. Contents Change Environment Ladder of Inference The Reflexive Loop
ACTIONS
I take the ACTIONS based on my beliefs
BELIEFS
I adopt BELIEFS about the world
The Reflexive Loop
CONCLUSIONS
I draw CONCLUSIONS
ASSUMPTIONS
I make ASSUMPTIONS based on the meanings I added
MEANINGS
I add MEANINGS cultural & Personal
DATA
I select DATA from what I observe
OBSERVABLE
OBSERVABLE data & Experiences

5. Contents Change Environment
Change Appraisal
Basis of Corporate Culture: Democratic or Autocratic
People in Organization
Organization
In Change
Response
Change Cost
NEW JD &Training
Staff Reduction
New Remunerations

6. CHANGE Contents Change Environment Change Pressures Technology Crisis
Vision
Growth
Structure
Pioneers
Dissatisfaction
Communication
Competition
Regulations
Costs
& Preferences
Demands
Technology
Crisis

7. Bureaucratic Innovations
Contents
Change Environment
Change Framework
Personal Parameters
Employment Security
People Involved
Expressions
Common Public Culture
Bureaucratic Innovations
Governance
System
Psychic Conflicts
Corporate Culture
Sustainability

8. Contents 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 processed
Acceptance
"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.

9. Contents Change Environment
PCI-People Centered Implementation (Changefirst)
Shared Change Purpose
Create and share a powerful case for change in the organization
Effective Change Leadership
Develop strong change leadership for the initiative
Powerful Engagement Processes
Build and deliver plans to engage people in the change
Committed Local Sponsors
Build understanding and commitment of middle and front-line managers
Strong Personal Connection
Create commitment and behavior changing actions for front-line people
Sustained Personal Performance
Support people as they learn to adapt, managing their resistance sensitively and empathetically

10. Contents Change Environment ADKAR (Prosci) Awareness
Why the change is needed
Desire
Support & Participate in the change
Knowledge
How to change
Ability
Implement new skills & behaviors
Reinforcement
Sustain the change

11. Contents D V F R Change Environment C(e+p)
D x V x F > R (Richard Beckhard) D
Dissatisfaction with how things are now V
Vision of what is possible F
First, concrete steps that can be taken towards the vision R
If the product of these three factors is greater than Resistance
C(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.

12. Contents
Change Environment
Change Tools
Change Processes

13. Contents Change Tools Dynamics of Change The People Change Case
Change Visionaries
The People
Change Advocates
Change Case
Change Forums
Implement Change
Management Verdict
Change Mentoring
Change
Rewards

14. Contents Change Tools Organizational Change Management
Techniques for creating a
change management strategy
Readiness Assessments By
Engaging senior managers as
change leaders
Sponsorship By
Building awareness of the
Need for change
Communications By
Developing skills and knowledge
to support the change
Education & Training By
Helping employees move
through the transition
Coaching by Managers & Supervisors By
Methods to sustain the change
Measurement Systems, Rewards & Reinforcement By

15. Involving Stakeholders Foresee Entire Picture
Contents
Change Tools
Stakeholders
Buy-in
Change Scope
Improvements
Involving Stakeholders
Message Clarity
Key Staff Involved
Lessons Learned
Chaos Recovery
Problems
Early Warning System
Foresee Resistance
Achievements
Foresee Entire Picture
Process
Re-engineering
Objectives

16. Contents Change Tools Change Message Organization Team Self
Successful Change
Emotional Engagement

17. Consequences for the Organization
Contents
Change Tools
Change Drivers
Change Project
Affect Zones
(You, Your Team, or the Organization
Consequences for the Organization
Drivers
Affect
Level

18. Contents Measuring Tool Change Tools Reputation Accessibility
Is the Project Known?
Reputation
Is the Project Considered Realistic?
Accessibility
Does the Project Make People Envious?
Attraction
Is the Project Perceived as Really Necessary?
Legitimacy

19. Contents
Change Environment
Change Tools
Change Processes

20. Contents Change Processes Maslow Model Being Needs Esteem Needs
Self Actualization
Esteem Needs
Belonging Needs
Safety Needs
Physiological Needs
Deficit Needs

21. Contents Change Processes Human Needs Freedom Creation Affection
Free from Coercion
Creation
Free to Create the New
Affection
Free from Rejection
Protection
Free from Fear
Identity
Free to be Proud
Subsistence
Free from Want
Participation
Free from Exclusion
Understanding
Free from Uncertainty
Leisure
Free from Exhaustion
Self
Others
Share
Own
Entrepreneurship
Team
Bilateral
Grouping

22. Contents Change Processes Imposing Change Emotions Time Shock Anger
Denial
Bargain
Acceptance
Depression
Leadership
Managerial

23. Contents Change Processes Reaction to Change Resisters Naturals
Supporters
10-15%
Passive Resistance
Overt Resistance
Sabotage
Blaming & Finger Pointing
70-80%
Wait & See
Fence Sitting
Withholding Support
Moaning & Groaning
Agreement without Commitment
10-15%
Change Agents
Problem Solving
Self Assuagement
Anticipating the Need for Change

24. Contents Change Processes Change @ System New Goals Or States
Monitor & Communicate at all Levels
Trust Build up with/among Stakeholders
Analyze & Understand Environment
Envision & Develop a New Culture
Facilitate Change Applications

25. Contents
Change Processes
Spiral Dynamics

26. Contents Change Processes Otto Scharmer: Presencing Co-Sensing
Co-Presencing
Access Your..
Co-Creating
Downloading
From The Past
Performing
Achieving Results
SUSPENDING
Open
Mind
EMBODYING
Seeing
With Fresh Eyes
Prototyping
Strategic Microcosms
DEEP-DIVE
ENACTING
Open
Heart
Sensing
From The Field
Crystallizing
Vision & Intention
LETTING-GO
Open
Will
LETTING-COME
Presencing
Connecting to Source
Who is my Self?
What is my Work?

27. Contents Change Processes Complexity in Organizations Known Knowable
Repeatable Perceivable Cause & Effect Relations
Sense-Categorize-Relation
Knowable
Cause & Effect Relations Separate over time and Space
Sense-Analyze-Respond
Complex
Cause & Effect are Coherent in Retrospect, Not Repeatable
Probe-Sense-Respond
Chaos
No Perceivable Cause & Effect Relationships
Act-Sense-Respond

28. Contents Change Processes Edge of Chaos CO-CREATING SELLING CONSULTING
Methods and Approaches to maximize the Management
of Knowledge,
Resources,
and Utilization
of Passion
and
Responsibility
SELLING
Buy-in Strategies, Change Agents, Persuasion, Negotiation, Real Time Strategic Change
CONSULTING
Scenarios, Leadership, Intuition,
Learning Organizations, Systems Making
High Uncertainty
Close to Agreement
Disagreement
TELLING
Rational Decision Making,
Classical Project Management, Organization Development
EDGE OF CHAOS
Avoidance, Disintegration
Close to Certainty

29. Training Programs for Managers Pilot Project: Create Culture
Contents
Change Processes
Road Mapping
Training Programs for Managers
Enhance: How To Manage?
Pilot Project: Create Culture
Building Mutual Trust
Formalization

30. Awareness (Listen, See, Feel) Take Care of Your Networks
Contents
Change Processes
Next Steps
Awareness (Listen, See, Feel)
Be Confident
Start Slow
Do as Little as You Can
Be the Change
Take Care of Your Networks