1. BEYOND 2010: Management of Change Prof.Dr.Aung Tun Thet (aungtunthet@gmail.com)

2. If you don't like something, change it. If you can't change it, change the way you think about it.

3. It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change

4. All change is not growth, as all movement is not forward.

5. Change Way of life Always difficult Management – influence process and outcomes Move from comfort of the present to A different uncertain future Everyone responsible

6. Managers Keep wheels turning Set objectives Define procedures Monitor Focus on here and now

7. Leaders Proactive Inspire others Setting strategies Role modeling Coach Different ways of doing things

8. Leaders & Managers Change High Low High Complexity Little Leadership Little Management Considerable Leadership Little Management Considerable Management Little Leadership Considerable Management Considerable Leadership

9. Buffalo Geese

10. Leadership during change Map of the seas Destinations Navigate Prepared

11. Change is always with us.

12. Change Most critical aspect of effective management More frequent More complex

13. Causes Technological change Competition Customers more demanding Privatization of public owned businesses Changing demographics Shareholders demand more value

14. Change Situations Downsizing or Right-sizing Rethinking ways of doing things Increased outsourcing Strategic alliances and joint ventures Acquisition

15. What was the most significant negative change you personally faced in 2010?

16. Change process 0 time emotional participation low high 1 shock/surprise 2 denial 3 awareness 4 acceptance 5 experimentation 6 search 7 integration

17. Change dynamics Restraining Forces Driving Forces

18. Change Model unfreeze change freeze

19. Why Resistance? People don't like change Don't like being changed Fear and resistance

20. Resistance Fight against change: 1.fear to lose something 2.don't understand the change and its implications, or 3.don't think that the change makes sense, or 4.find it difficult to cope with either the level or pace of the change

21. Resistance Threat to something the individual values Real or Perceived Misunderstanding, or Total ignorance

22. Change as an Unnatural Act Humans seek homeostasis and equilibrium Predictable, stable

23. Overcoming resistance Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and co-optation Explicit and implicit coercion

24. Sustainable Change

25. Eight critical stages

26. 1.Establish a Sense of Urgency Internal/external realities Crises, potential crises, or major opportunities

27. 2.Form a Powerful Guiding Coalition Group with enough power Team

28. 3. Create a Vision Direction Strategies

29. 4. Communicate the Vision Use everything possible Teach new behaviors by example

30. 5. Empower Others to Act on the Vision Get rid of obstacles Change systems or structures Encourage risk taking and nontraditional ideas and actions

31. 6. Plan for and Create Short-Term Wins Visible performance improvements Create them

32. 7. Consolidate Improvements and Produce Still More Change Change systems, structures, and policies New projects, themes, and change agents

33. 8. Institutionalize New Approaches Articulate connections between the new behaviors and success Ensure leadership development and succession

34. Type of Change Incremental Fundamental evolution revolution

35. 2 additional factors 1.Urgency 2.Resistance

36. Approaches to Incremental Change Urgency Low High LowHigh Resistance Extensive Participation Focused Participation Persuasive or Coercive

37. Choice of approach Skills and abilities Motivation to participation Culture Confidentiality Long-term motivational needs

38. Approaches to Fundamental Change Urgency High Crisis LowHigh Resistance Visionary/ Charismatic Visionary/ Persuasive Visionary/ Coercive Dictatorial

39. Approaches to Change Management Pride Prejudice Sense Sensibility

40. Resistance to Change Psychological contract Actual threats Imposed change Lack of faith in those making the change A belief that something has been overlooked The head and the heart

41. Reducing Resistance Participation Communication Training

42. Thinking about attitude change Values Attitudes Behaviour

43. Responses of Implementers of Change Agreement with Change High Low High Effort Pretender Dissenter Leader Follower

44. Leading Fundamental Change EASIER Way

45. EASIER E nvisioning A ctivating S upporting I mplementing E nsuring R ecognizing Defining a purpose and uniting people to achieve

46. EASIER Approach Envisioning; Activating; Supporting Charismatic & Behavioural Aspects Implementing; Ensuring; Recognizing Management & Administrative Aspects

47. EASIER Approach 1. Envision 4. Implement 2. Activate 3. Support 6. Recognize 5. Ensure

48. E nvisioning Vision ‘I have a dream’

49. A ctivating Understand Support Share vision Commitment

50. S upport Inspiring Empathy

51. I mplementing All consequences of change understood Identify necessary actions Allocate responsibility Establish priorities Provide budgets Establish teams Allocate right human resources Set goals

52. E nsure Monitoring Controlling

53. R ecognizing Positive Negative Financial reward Public recognition Monitoring Controlling

54. Change “…. the window through which the future enters your life." All around you, in many types and shapes You can bring it about yourself or it can come anyway.

55. From Change to Transformation

56. “Your will never forcefully change someone else, But by liking that person And helping them to like themselves even more, You will give them the most amazing power to change themselves."

57. Be the Change You wish to see in the world!

58. Questions/Comments