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CHANGE MANAGEMENT Adil Abdalla 2009.

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Presentation on theme: "CHANGE MANAGEMENT Adil Abdalla 2009."— Presentation transcript:

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

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