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Timeline - 53458

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Your Prezis

on 21 April 2016

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Transcript of Timeline - 53458

Our Change Aproach
The Core of Change
Understanding Change
Our Change Philosophy Background
Our Approach to Change
Where do we start ?
External environment is constantly changing
Shift in customer preferences
Change in legislation
Leadership style
Workforce changes
Political and legal
Global environment
New competitors
Customer demand
Labour costs
Need for Change
Thanks for your time
Any Questions?
Understanding the
Resistance to Change
Make connections
The Blind Resistance
People simply intolerant to changes
The Political Resistance
People fihting against the loss of something precious (power,status,a job, an income, etc.)
The Ideological Resistance
People who think that the new change will not work or that it goes against their values.
More than 70% of change efforts fail.
29% of change initiatives are launched without any formal structure whatsoever
87% of respondents trained their managers to “manage change,” but only (a dismal) 22% felt the training was actually effective.

Lack of a well-crafted and communicated vision
No compelling reason to change
The right structure, a guiding coalition, and the right culture missing
Not Removing Obstacles to the New Vision: Systems, policies, or structures that seriously undermine the Vision are not dealt with and removed.

Why Change Fails
Revolutionary Change
Evolutionary Change
“Revolutionary change, perhaps by definition, occurs in leaps, spurts and disruptions, not in an incremental, linear fashion” (Burke).

Revolutionary change is a fundamental and distinct change that occurs rapidly or very quickly over time.

"Evolutionary change is typically an attempt to improve aspects of the organizations that will lead to higher performance" (Burke).

In addition, the culture, organization, mission and strategy rationale all stay the same. However, change is still occurring, albeit much more consistent and steady then revolutionary change.
This change management model was created in the 1950s by psychologist Kurt Lewin. Lewin noted that the majority of people tend to prefer and operate within certain zones of safety. He recognized three stages of change:

1. Unfreeze – Most people make an active effort to resist change. In order to overcome this tendency, a period of thawing or unfreezing must be initiated through motivation.

2. Transition – Once change is initiated, the company moves into a transition period, which may last for some time. Adequate leadership and reassurance is necessary for the process to be successful.

3. Refreeze – After change has been accepted and successfully implemented, the company becomes stable again, and staff refreezes as they operate under the new guidelines.

While this change management model remains widely used today, it is takes time to implement. Of course, since it is easy to use, most companies tend to prefer this model to enact
major changes.
Lewin’s Change Management Model
Kotter’s 8 Step Change Model
This model, created by Harvard University Professor John Kotter, causes change to become a campaign. Employees buy into the change after leaders convince them of the urgent need for change to occur. There are 8 steps are involved in this model:

Significant advantages to the model are:
– The process is an easy step-by-step model.
– The focus is on preparing and accepting change, not the actual change.
– Transition is easier with this model.
There are some disadvantages offered by this model:
– Steps can’t be skipped.
– The process takes a great deal of time.
Burke & Litwin Model
The Burke-Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change.


* Who is the audience and their characteristics?
* Identify the new behavioral outcome?
* What types of learning constraints exist?
* What are the delivery options?
* What is the timeline for change?

These are steps used for the design phase:

* Documentation of the project's instructional, visual and technical strategy
* Apply instructional strategies according to the intended behavioral outcomes by domain (cognitive, affective, psychomotor).
* Create storyboards
* Design the user interface and user experience
* Prototype creation

The development phase is where the developers create and assemble the change process, this may be in the form of training, job aids or learning activities. We work to develop and/or integrate technologies. Testers perform debugging procedures. The plan of action is reviewed and revised according to any feedback given.

•During implementation, the plan is put into action and a procedure for the change process. The learner and teacher is developed. Once the training is complete it is evaluated
•The lesson plan is executed.
•Change vehicles are put in play to the employee groups.
•Change is incorporated into the culture.
The evaluation phase consists of two parts: formative and summative. Formative evaluation is present in each stage of the process. Summative evaluation consists of tests designed for domain specific criterion-related referenced items and providing opportunities for feedback from the users.
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