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Transcript of Change management
process, tools and techniques to
manage the people side of
business change to achieve the
required business outcome and to
realize that business change
effectively within the social
infrastructure of the workplace. What is
change? What provokes
issues involved in
change. What the
future holds? Conclusion tuning re-orientation adaption re-creation Incremental Discontinuous/
Transformational Anticipatory Reactive RESISTANCE why people resist? #1 parochial self-interest #2 misunderstanding
and lack of trust #3 different assessment #4 low tolerance
for change Kubler-Ross Grief Cycle shock 1 2 denial 3 anger 4 bargaining 5 depression testing acceptance 6 7 How is
carried out? Typology of change Source: 'Discontunous change'
Nadler, Shaw and Walton 'The 8-steps Process of
Creating Major Change' John Kotter Change should not be done
for the sake of change * * 70-80% of organizational
change projects fail requires lots of effort, time,
commitment and co-operation * psychological
issues * 'It takes all the running you can do,
to keep in the same place' Alice in Wonderland The Eight Steps Process of Creating Major Change 1 2 3 4 5 6 7 8 more
shock Irma Butkauskaite
Liwia Wagner Group members: Alvin Toffler (1970) Meet the Penguins: Our Iceberg will
never melt Create a Sense of Urgency Help others see the need for change and the importance of acting immediately. COMPLACENCY the level of Good Questions to Ask: Have we communicated the problem clearly to our colony?
Who are the NoNos in our colony with the attitude and power? What are they doing to undermine our efforts?
Despite all efforts, is our colony mostly concerned with caching fish today or is it brutally clear to enough penguins that we must change and do something now?
What percentage of the penguins of our colony would agree that there is a major problem or missed opportunity? Is it high enough? Pull Together The Guiding Team No, he CANNOT! Make sure there is a powerfull group guiding the change - with leadership skills, bias for action, credibility, communication ability, authority, analytic skills. Good Questions to Ask: Good Questions to Ask: Good Questions to Ask: Good Questions to Ask: Good Questions to Ask: Good Questions to Ask: Good Questions to Ask: Have we assembled the equivalent talents of a Louis, Alice, Buddy, The Proffesor and Fred in our guiding team?
Does our guiding team work well together?
Do we have penguins with egos as big as killer whales or even NoNos in our guiding team, eroding trust and energy? Develop the Change Vision and Strategy Clarify how the future will
be different from the past,
and how you can make
that future a reality. Effective vision: imaginable
communicable 1 2 3 4 5 6 culture shock Is our guiding team reaching out to other penguins? Do they walk around to pick up ideas or are they sitting in meeting rooms?
In our situation what would be the equivalent of seagull? Is there a role model for change?
Do we have simple enough message for our change vision to be understood and remebered? Can we draw a sensible and appealing picture of what our future as nomads may look like?
Is our change strategy a set of simple enough logical steps of how this future can be created, so that it has a chance to be understood and remembered by our penguins? Communicate for Understanding and Buy-in Make sure as many others as possible understand and accept the vision and the strategy. Effective communication of vision: simplicity
leadership by example
explanation of seeming inconsistencies
two way communication 1 2 3 4 5 6 7 Is it important to remaind our colony on 'Who we really are'?
Can we tell an inspiring seagull story?
What would be the equivalent of ice stories? Do we have enough penguins working on it? Where else can we put the posters, so that the colony cannot ignore them, even when they are annoyed?
If asked today, what's the percentage of penguins in our colony who can see the new way and believe the idea has merit? Is it high enough? Empower Other to Act Remove as many barriers as possible so that those who want to make the vision a reality can do so. Who are our scouts? Do we have enough capable scouts that volunteer? Who else would be thrilled by the challenge?
Now that change starts to become real and obstacles build up, is there something that sucks confidence and attention away from our vision and strategy?
Do we have a plan how to deal with crying kindergarteners, NoNo and NoNo's converts?
Which old rules that are in the way of making change happened need to be bend or abandoned? Produce Short-Term Wins Create some visible, unambiguous successes as soon as possible. * Companies that experience significant short term wins by 14-26 months after the change initiative begins are much more likely to complete the transformation Have we planned for the scout's success, something safe and not too demanding to win? Is there enough support for them to win?
Have we communicated clearly enough that everyone can help?
Can we organize the equivalent of a 'tribute for our heros' day that clearly communicates that we will prevail?
Have we thought of publicly recognizing the contributors of our change heroes? Consolidating gains and producing more change Press harder and faster after the first success. Be relenless with instituting change after change until the vision is a reality. By stage 7 you will begin to see: more projects being added
additional people being brought in to help with the changes
senior leadership focused on giving clarity to an aligned vision and shared purpose
employees empowered at all levels to lead projects
reduced interdependencies between areas
constant effort to keep urgency high
consistent show of proof that the new way is working Have we raised the bar high enough for our 2nd wave scouts?
Have we found a new iceberg to move to? Is the colony ready for move?
Are we allowing urgency to sag? What else could we do to keep momentum up? Create a New Culture Hold on to the new way of behaving, and make sure they succeed, until they become a part of the very culture of the group. Do we make sure only the best birds make it to scouts? Do they get extra fish?
What is the equivalent of teaching 'scouting' in school? What else could we do to ensure people act in the new way despite the pull of the tradition?
Have we thought about succession of our Louis? Is Alice ready to take over? Have we made the necessary changes in our leadership team? Are those that drove change in the right spots to make it stick?
How do we pass on the story of our change to the next generation? Some general rules about cultural change: cultural change comes last, not first
you must be able to prove that new way is superior to the old
the success must be visible and well communicated
you will lose some people in the process
you must reinforce new norms and values with incentives and rewards
reinforce the culture with every new employee Thank you for listening