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Change Management

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Prathyusha Vaddepalli

on 26 April 2015

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Transcript of Change Management

Change Management
When implement the change management to the organization:
How employees react with the CHANGE:
Types of Change Management
How to overcome the risks
Make the vision clear, compelling, and credible
Identify problems and discover the causes
Make tough calls
Consistently communicate to reinforce change
Assess readiness to the change
Recognize and reward the change progress
Support the transition
The brutal fact is that about 70% of all change initiatives fail. But why?
In most of the cases organizational-change failures are driven by … negative employee attitudes and unproductive management behavior. The most general lesson to be learned from the many studies is that organizational culture is the most common barriers.
Hard side of Change Management
Best example ever
You are welcome to watch full video. For the philosophy behind changing the nature of work in Google, watch 01:57 to 9:00.
How the change actually looks in
British Airlines
California State University (CSU)
The leadership of new CEO, Marissa Mayer, has increased the loyalty of employees.

The key was, she made sure her employees were happy and felt valued.
In 1989, the company had successfully increased it's efficiency of resources and the profitability by restructuring the whole workforce.
The key was transparency and honest communication of company chairperson.
Resist to the changes
Adjust to the changes
Employees who continue to resist will remain angry:
Feel threatened
Need Clarification
Why Employees resist CHANGE in the workplace:
Surprise and fear of the unknown
Climate of mistrust
Fear of failure and Loss of status and/or job security
Peer pressure
Non-reinforcing reward systems
Past success
High risk associated with change management largely results from not sufficiently anticipating and addressing key elements
Categories of Risk
Engagement, resistance and cohesion
Leadership and organization
Management and change capabilities
Engagement, Resistance, & Cohesion
Little or no engagement and commitment
No sense of urgency or momentum
Infighting and/or increasing conflict
Sabotage or derailment attempts
Leadership and Organization
Lack of unity and cross-functional cooperation
Seemingly insurmountable roadblocks and political entrenchment
Lack of sponsorship and leadership
Management and Change Capabilities
Missed goals and milestones
Lack of demonstrated evidence for change progress
Poor understanding of the change road map
Business Process
Focuses on the analysis and design of workflows and processes within an organization

Helps companies radically restructure their organizations by focusing on their business processes from the ground up.
Technological Change
The overall process of invention, innovation, and diffusion of technology or processes

Based on both better and more technology integrated into the framework of existing operational processes.
Incremental Change
A method of introducing many small, gradual and often unplanned changes.

Things are done typically does not significantly threaten existing power structures or alter current methods
The key is communication and clarification so all employees were on the same page.
CSU recently made a huge IT system and instituted an automated change management system
Change management is
the process, tools and techniques
to manage the
business change
to achieve the required business outcome, and to realize that business change effectively
within the social infrastructure
of the workplace.
- Change Management Learning Center
Change Models
On The Radar
< 1990
2012 - Present
On The Radar
Jones, David J., and Ronald J. Recardo.
Leading and Implementing Business Change Management: Making Change Stick in the Contemporary Organization
. Abingdon, Oxon: Routledge, 2013. Online at University of Akron Library.

Lewin's 3 Step Change Model
Kotter's 8 Step Change Model
The next model was designed by John Kotter in 1996. He published a world's best seller book that provided a framework for effective organizational change in 8 stages.
Team Members
Jennifer Stamp
Prathyusha Vaddepalli
Matthew Snyder
Sirintira Tangvijitsakul
Tiffany Speegle
Judith Shabaya
Salma Nazim

In 1950 Kurt Lewin developed a change model that has been used successfully by many businesses over the years. His model entails 3 Steps to successful change:
Step 1: Unfreezing,
Step 2: Changing,
Step 3: Refreezing.
Please press on the link below to learn more.
In the following video you can watch the explanations of Kotter's 8 Step Model.
All business organizations experience some kind of change at different stages in their life cycle. The main question we will try to answer is what influences successful change to occur in organizations.
We will discuss two Models of Change that have proven to be useful tools adopted by successful business organizations.
Why Organizations change
Performance gaps
New Technology
Planned abandonment
Identification of Opportunities
What can Organizations change?
Mission, Vision & Strategy
Human-Behavioral changes
Organizational structure
Organizational culture
Factors that affect
External environment
Internal environment
Benefits and results
- Faster speed of adoption
- Higher ultimate utilization
- Greater proficiency
- Higher engagement of the change
- Legacy of successful change
- Resistance and risk mitigation
Change curve
Using Change Management
Tools & Techniques for implementing change
Managing transition
Map it out
Go in stages
Communicating and getting everyone involved
Understanding and managing resistance to change
More and frequent changes
Value system of empowerment
Competitive advantage
Ask: Do formal project reviews occur regularly? If the project will take more than two months to complete, what is the average time between reviews?
Ask: Is the team leader capable? How strong are team members’ skills and motivations? Do they have sufficient time to spend on the change initiative?
Ask: Do the employees most affected by the change understand the reason for it and believe it’s worthwhile? Are they enthusiastic and supportive or worried and obstructive?
Ask: What is the percentage of increased effort that employees must make to implement the change effort? Does the incremental effort come on top of a heavy workload? Have people strongly resisted the increased demands on them?

Thank you!
Full transcript