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Change Management

Change management process

kien tram

on 9 March 2010

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Transcript of Change Management

Management Why Change? Barriers
to Change Implementing
Change Sociocultural
Economic status and cycles
New competitors
Customer demand
Labour costs
Company buyout Change is like putting lipstick on a bulldog.
Many change attempts are superficial. ? Clarity and simplicity of message
Readiness to change
Recognising local context
Effect relationships Why was Obama's
Campaign Successful? Kumar & Grimmer-Somers (2009) Boost awareness
Return to purpose
Change the change
Build participation & engagement
Complete the past

Ford & Ford (2009) Use Resistance as a Resource Forces for Change Step 1
Create a sense of urgency Step 2
Form a powerful coalition Step 3
Create a vision for Change Step 4
Communicate the vision Step 5
Remove Obstacles Step 6
Create short term wins Step 7
Build on the Change Step 8
Anchor the Changes Kotter's
8 Steps
Change Intrapersonal
Competencies A strong knowledge of self and values regarding what one stands for
An ability to laugh and not take one self too seriously
An ability to live with ambiguity and questions
An ability to ask for help

Buchanan & Boddy (1992) Personality
Change SP
Troubleshooter SJ
Traditionalist NT
Visionary NF
Catalyst (Keirsey & Bates, 1984) External environment is constantly changing
Shift in customer preferences
Change in legislation
Leadership style
Workforce changes
Fresh ideas Between 66 and 75% of all change initiatives fail
(Kee & Newcomer, 2008)
Why? Shortcomings in change leadership
lack of a well-crafted and communicated vision
no compelling reason to change
the right structure, a guiding coalition, and the right culture missing

People resist change
lack of training and failure to cope
with resistance
Reasons for Change Hitt et al (2007) Hitt et al (2007) Why Change Fails Interpersonal
Competencies An ability to develop rapport and trust
An empathy and sensitivity to see the world
from the other person’s eyes
An ability to give feedback
A gutsiness to ‘speak the unspeakable’ and to take the
tough stand, but balanced with a sense of timing

Buchanan & Boddy (1992) Organisational Related
Competencies An understanding of what is happening in the organisations environment and its business needs
An ability to see the interconnectedness of all parts of the organisation
An ability to help organisations make sense of complexity
Flexibility to work with where the organisations is at
Political skills to create the acceptance and commitment needed to move change forward.

Buchanan & Boddy (1992)

Agents Message
Consistency Change Management Questions or Comments? What do you see as the most effective way to implement change in an organisation
Full transcript