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Presented by Chani Beeman

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1 Presented by Chani Beeman
Change Management Presented by Chani Beeman

2 "The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.“ — Peter Drucker

3 Change Inventory Take a moment to consider and list some changes that have occurred in your area: During the past 6 months During the past year During the past 5 years There can be no doubt that change has been a powerful force in this organization Has that change been managed?

4 Basic Needs When basic needs are not met, then predicable problems develop Basic needs: Safety and Survival Trust and Fairness Identity and Respect When change is managed, behavior shifts from blaming to agency

5 What is Change Management?
A structured approach to transitioning individuals, teams and organizations from a current state to a desired future state Thoughtful planning and sensitive implementation Consultation with and involvement of the people affected by the changes

6 Change Management Principles
At all times involve and gain support from people within the organization Understand fully the change the current state/situation and necessity of change where you want to be, when and why Identify what measures will be utilized to monitor the change Develop a plan that includes appropriate achievable measurable stages Communicate, involve, enable and facilitate participation by people, as early and openly as possible

7 Change Must Be Realistic, Achievable and Measurable
Before initiating change, ask: What do we want to achieve, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? The answers to these questions create your roadmap for managing constructive change.

8 Participation Check that people affected by the change agree with, or at least understand, the need for change Encourage their involvement Input will broaden and deepen understanding of the parameters of change Additional information, supportive and critical, will improve decision making Strengthens teambuilding

9 Communication, Communication, Communication
Discuss ways that will help people cope effectively with change Change can be unsettling, so the manager logically needs to be a settling influence Consider employee characteristics Communication boosts transparency Many may not agree with the change but will appreciate the reasoning

10 What are the Barriers? Time Knowledge Skill Ego

11 “Leading Change” by John P. Kotter
Increase urgency - inspire people to move, make objectives real and relevant. Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels of authority. Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency. Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply -- appeal and respond to people's needs. De clutter communications - make technology work for you rather than against. John Kotter is a Harvard Business School professor and leading thinker and author on organizational change management. Kotter's highly regarded books 'Leading Change' (1995) and the follow-up 'The Heart Of Change' (2002) describe a helpful model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change.

12 “Leading Change” by John P. Kotter
Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognize progress and achievements. Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones. Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones. Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.

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