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CHANGE MANAGEMENT Adil Abdalla 20092009 1. 2 “Change Management is the Process, Tools and Techniques to Manage the People-side of Change Processes, to.

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Presentation on theme: "CHANGE MANAGEMENT Adil Abdalla 20092009 1. 2 “Change Management is the Process, Tools and Techniques to Manage the People-side of Change Processes, to."— Presentation transcript:

1 CHANGE MANAGEMENT Adil Abdalla

2 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 “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 3 Change Environment Change Tools Change Processes

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

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

6 Contents Change Environment 6 Change Pressures Vision Growth Structure Pioneers Dissatisfaction Communication CompetitionCompetition RegulationsRegulations CostsCosts Demands & Preferences Demands TechnologyCrisis

7 ExpressionsExpressions Contents Change Environment 7 Change Framework People Involved SystemSystemGovernanceGovernance SustainabilitySustainability Corporate Culture Common Public Culture Employment Security Psychic Conflicts Bureaucratic Innovations Personal Parameters

8 Contents Change Environment 8 Five Stages of Grief (Kübler-Ross) DenialDenial “I feel fine." “This can't be happening, not to me” “I feel fine." “This can't be happening, not to me” AngerAnger "Why me? It's not fair!" "How can this happen to me?" "Why me? It's not fair!" "How can this happen to me?" BargainingBargaining DepressionDepression AcceptanceAcceptance Denial is usually a temporary defense for the individual. This feeling is generally replaced with heightened awareness of situations. Once the individual recognizes that denial cannot continue, it turns into anger due to misplaced feelings of rage and envy to others. "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. "I'm so sad, why bother with anything?" "I'm going to die: What's the point?" "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 "It's going to be okay." "I can't fight it, I may prepare for it.” "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 9 PCI-People Centered Implementation (Changefirst) Create and share a powerful case for change in the organization Shared Change Purpose Develop strong change leadership for the initiative Effective Change Leadership Build and deliver plans to engage people in the change Powerful Engagement Processes Build understanding and commitment of middle and front-line managers Committed Local Sponsors Create commitment and behavior changing actions for front-line people Strong Personal Connection Support people as they learn to adapt, managing their resistance sensitively and empathetically Sustained Personal Performance

10 Contents Change Environment 10 ADKAR (Prosci) Why the change is needed AwarenessAwareness Support & Participate in the change DesireDesire How to change KnowledgeKnowledge Implement new skills & behaviors AbilityAbility Sustain the change ReinforcementReinforcement

11 Contents Change Environment 11 D x V x F > R (Richard Beckhard) DD VV FF RR Dissatisfaction with how things are now Vision of what is possible First, concrete steps that can be taken towards the vision If the product of these three factors is greater than Resistance C(e+p)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 12 Change Environment Change Tools Change Processes

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

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

15 Improvements Lessons Learned Contents Change Tools 15 Change Scope Problems Achievements Objectives Involving Stakeholders Message Clarity Key Staff Involved Chaos Recovery Early Warning System Foresee Resistance Foresee Entire Picture StakeholdersBuy-inStakeholdersBuy-in ProcessRe-engineeringProcessRe-engineering

16 Contents Change Tools 16 Change Message Emotional Engagement Successful Change

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

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

19 Contents 19 Change Environment Change Tools Change Processes

20 Contents Change Processes 20 Maslow Model Being Needs Deficit Needs

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

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

23 Contents Change Processes 23 Reaction to Change NaturalsSupportersResisters 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 10-15% Passive Resistance Overt Resistance Sabotage Blaming & Finger Pointing

24 Contents Change Processes 24 System New Goals Or States New Goals Or States

25 Contents Change Processes 25 Spiral Dynamics

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

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

28 Contents Change Processes 28 Edge of Chaos CO-CREATING 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 SELLING Buy-in Strategies, Change Agents, Persuasion, Negotiation, Real Time Strategic Change CONSULTING Scenarios, Leadership, Intuition, Learning Organizations, Systems Making High UncertaintyClose to Agreement Disagreement TELLING Rational Decision Making, Classical Project Management, Organization Development TELLING Rational Decision Making, Classical Project Management, Organization Development EDGE OF CHAOS Avoidance, Disintegration EDGE OF CHAOS Avoidance, Disintegration Close to Certainty

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

30 Contents Change Processes 30 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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