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“If you want to make enemies, try to change something.” ~Woodrow Wilson

“If you want to make enemies, try to change something.” ~Woodrow Wilson. Change Management. Jennifer J Lynch, CFE Residential Appraiser Pinellas County Property Appraiser. Change Process Viewpoints. Calm Water Metaphor. Change Process Viewpoints. The Calm Waters Metaphor

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“If you want to make enemies, try to change something.” ~Woodrow Wilson

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  1. “If you want to make enemies, try to change something.” ~Woodrow Wilson

  2. Change Management Jennifer J Lynch, CFE Residential Appraiser Pinellas County Property Appraiser

  3. Change Process Viewpoints Calm Water Metaphor

  4. Change Process Viewpoints • The Calm Waters Metaphor • Symbolizes a break in the organization’s equilibrium state

  5. Change Process Viewpoints • The Calm Waters Metaphor • Symbolizes a break in the organization’s equilibrium state • Unfreezing the status quo

  6. Change Process Viewpoints • The Calm Waters Metaphor • Symbolizes a break in the organization’s equilibrium state • Unfreezing the status quo • Changing to a new state

  7. Change Process Viewpoints • The Calm Waters Metaphor • Symbolizes a break in the organization’s equilibrium state • Unfreezing the status quo • Changing to a new state • Refreezing to make the change permanent

  8. Change Process Viewpoints White-water Rapids Metaphor

  9. Change Process Viewpoints • White-water Rapids Metaphor

  10. Change Process Viewpoints • White-water Rapids Metaphor • Lack of environmental stability and predictability • Requires managers and organizations continually adapt (manage change actively) to survive

  11. Assumptions about Constant Change • Change can begin anywhere.

  12. Assumptions about Constant Change • Change can begin anywhere. • Everyone is responsible for making change work.

  13. Assumptions about Constant Change • Change can begin anywhere. • Everyone is responsible for making change work. • There is never enough information.

  14. Assumptions about Constant Change • Change can begin anywhere. • Everyone is responsible for making change work. • There is never enough information. • The critical skill is “learning how to learn.”

  15. Assumptions about Constant Change • Change can begin anywhere. • Everyone is responsible for making change work. • There is never enough information. • The critical skill is “learning how to learn.” • There is no quick fix.

  16. Assumptions about Constant Change cont. • Change is both toxic and tonic.

  17. Assumptions about Constant Change cont. • Change is both toxic and tonic. • Change is stressless only for the mindless.

  18. Assumptions about Constant Change cont. • Change is both toxic and tonic. • Change is stressless only for the mindless. • Change challenges people in power.

  19. Assumptions about Constant Change cont. • Change is both toxic and tonic. • Change is stressless only for the mindless. • Change challenges people in power. • Change makes the natives restless.

  20. Reaction-to-Change InventoryCircle the words below that you most frequently associate with change: Adjust Different Opportunity Alter Disruption Rebirth Ambiguity Exciting Replace Anxiety Fear Revise Better Fun Stress Challenging Grow Transfer Chance Improve Transition Concern Learn Uncertainty Death Modify Upheaval Deteriorate New Vary

  21. Reaction-to-Change InventoryCircle the words below that you most frequently associate with change: Adjust 0 Different 0 Opportunity + Alter 0 Disruption - Rebirth + Ambiguity - Exciting + Replace 0 Anxiety - Fear - Revise 0 Better + Fun + Stress - Challenging + Grow + Transfer 0 Chance 0 Improve + Transition 0 Concern - Learn + Uncertainty - Death - Modify 0 Upheaval - Deteriorate - New + Vary 0

  22. Reaction-to-Change Inventory How do you measure up? • 40 or above: Strong supporter of change • 20 to 30: Moderate supporter of change • -10 to 10: Willing to comply with change • -20 to -30: Moderate resistance to change • -40 or below: Strong resistance to change

  23. What Is Organizational Change? • Organizational Change

  24. What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization

  25. What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change

  26. What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction

  27. What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction • Produces uncertainty yet is not completely unpredictable

  28. What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction • Produces uncertainty yet is not completely unpredictable • Creates both threats and opportunities

  29. What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction • Produces uncertainty yet is not completely unpredictable • Creates both threats and opportunities Managing change is an integral part of every manager’s job

  30. What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction • Produces uncertainty yet is not completely unpredictable • Creates both threats and opportunities Managing change is an integral part of every manager’s job

  31. What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction • Produces uncertainty yet is not completely unpredictable • Creates both threats and opportunities Managing change is an integral part of every manager’s job employee’s

  32. Forces for Change • External forces • Marketplace

  33. Forces for Change • External forces • Marketplace • Governmental laws and regulations

  34. External forces Marketplace Governmental laws and regulations Technology Forces for Change

  35. External forces Marketplace Governmental laws and regulations Technology Labor markets Forces for Change

  36. External forces Marketplace Governmental laws and regulations Technology Labor markets Economic changes Forces for Change

  37. Internal Forces Changes in organizational strategy Forces for Change

  38. Internal Forces Changes in organizational strategy Workforce changes Forces for Change

  39. Internal Forces Changes in organizational strategy Workforce changes New equipment Forces for Change

  40. Internal Forces Changes in organizational strategy Workforce changes New equipment Employee attitudes Forces for Change

  41. Work specialization, departmentalization, chain of command, span of control, Structure centralization, formalization, job redesign, or actual structural design Work processes, methods, T echnology and equipment Attitudes, expectations, perceptions, People and behavior Three Categories of Change

  42. Introducing Change • Have a good reason for making the change

  43. Introducing Change • Have a good reason for making the change • Involve people in change

  44. Introducing Change • Have a good reason for making the change • Involve people in change • Put a respected person in charge of the process

  45. Introducing Change • Have a good reason for making the change • Involve people in change • Put a respected person in charge of the process • Create transition management teams

  46. Introducing Change • Have a good reason for making the change • Involve people in change • Put a respected person in charge of the process • Create transition management teams • Provide training in new values, skills & behaviors

  47. Introducing Change cont. • Bring in outside help

  48. Introducing Change cont. • Bring in outside help • Establish symbols of change

  49. Introducing Change cont. • Bring in outside help • Establish symbols of change • Acknowledge and reward people

  50. Resistance to Change (or) Anticipated Change People are affected by Change Individuals react differently to change with varying degrees of acceptance

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