1. Institutional Stability During Change Views and Thoughts

2. Setting The Scene

3. Historical Convergence

4. Perspectives On Change Ackerman 1997

5. The Definition “systematically and deliberately influencing the human and organisational variables associated with a complex change to achieve desired results”.

6. Aspects of the definition Systematically – a holistic, proven process for change Deliberately –premeditated and planned Human –skills, mind-sets, style, culture, norms Organisational –strategy, processes, structure, technology measurements, incentives, HR levers Complex Change –multiple stakeholders, focused on strategic business processes crossing multiple functional domains Results –improvements to choice, quality, cost, responsiveness (customer focused measurements)

7. Creating The Platform For Dialogue

8. Upfront Discussion What is the purpose of our change process and desired outcomes? What changes would we like to see in the organisational system? What acceptable forms of instability we may engineer Understand the upside and downside of both stability and change Mechanisms to deal with reactions of people to change

9. Who Should Be Involved?

10. The human and technical side of change Phases of a change project Phases of a change for employees Awareness Desire Knowledge Ability Reinforcement Business need Concept and design Implementation Postimplementation Successful change

11. Some Of The Models

12. Lewin (1951)Huse (1980Kotter (1996)Kirkpatrick (2001) Unfreeze Weakening the structural support of the system needing change – getting the system to “open- up” Scouting change agent and client system jointly exploring Entry Development of a mutual contract and mutual expectations Diagnosis Identification of specific improvement goals Planning Identification of action steps and possible resistance to change Establishing a sense of urgency examine market and competitive realities and identify and discuss crises, potential crises or major opportunities Creating the guiding coalition assemble a group with enough power to lead the change effort and encourage the group to work together. Creating a vision to help the change effort and develop strategies for achieving it. Communicating the vision Determining the need or desire for change Preparing tentative plans Analysing probable reactions Making a final decisions Establishing a timetable Communicating the change Change Moving the system in a new direction Action Implementation of Action Steps Empowering Others to Act on the Vision eliminate obstacles to change: change systems or structures undermining the vision; encourage risk taking and non-traditional ideas, activities, and actions Planning for and Creating Short-Term Wins plan for viable performance improvements, create those improvements; recognise and reward employees involved in them. Implement the Change Build the change strategies and tactics into an overall change plan Refreeze Reinforcing the changes made – providing support and stability to prevent the system from slipping back to its previous form Stabilisation and Evaluation Evaluation to determine success of change and need for further action or termination Termination Leaving the system or stopping one project and beginning another Consolidating Improvements and Producing more Change Institutionalising New Approaches Determining the need or desire for change (this is a cyclical model)

13. The Change Curve

14. Hang-In Point Persevere Internally focusedExternally Focused Achieve Your Vision State: Exploration Reaction: Hope/Acceptance Response: Engage State: Rebuilding Reaction: Commitment Response: Celebrate State: Status QuoReaction: Shock/Denial Response: Communicate State: Chaos Reaction: Depression/ Anger/ Resistance Response: Listen Current State I II IV III

15. Why Change Processes Fail

16. The Reasons Allowing too much complexity Failing to build substantial coalition Not understanding the need for a clear vision Failing to clearly communicate the vission Not planning for short term results Failure to anchor change in corporate culture

17. What is Resistance? It is a force that slows or stops movement. It is a natural and expected part of change

18. How to Recognise Resistance Confusion Immediate Criticism Denial Malicious compliance Sabotage Easy agreement Silence In your face criticism!!!

19. Why People Resist Change Parochial self interest Misunderstanding Low tolerance for change Different assessments of the situation Kotter and Schlesinger 1979

20. Understand Intensity Of Resistance

21. Level 1: The Idea Itself People do not like it The do not understand what you want to accomplish They have no idea of the impact on them They have own ideas of where the organisation should go They like your idea but thing the TIMING is wrong

22. Level 2: Deeper Issues Distrust Bureaucratic Culture Loss of respect and face Fear of isolation Resilience

23. Level 3: Deeply Embedded Historic Animosity Conflicting values and visions

24. Strategies

26. Resistance Formula R is a factor of DxVxFxC R = Resistance D = Dissatisfaction with status quo V = Position vision of the future F = First steps to effect change C = Capacity or competency to sustain change

27. - John Cage- I cannot understand why people are frightened of new ideas, I’m frightened of old ones

28. Thank You! Thank You!