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Change Management

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  1. Change Management Concepts P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  2. DEFINITION A move from one state to another, which is visible on the outside and of a relatively lasting nature Any relatively lasting modification within a sub-system of an organization, provided that the modification is visible to its members or the people involved with the system PROCESS Unfreezing Changing Refreezing CHANGE P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  3. Change Management What about the iceberg? P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  4. Phases of change P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  5. THE DYNAMICS OF CHANGE Pressures Involvement Calling into question Integration InformingRecognizing The unknown Experimentation Insecurity Supporting ListeningGiving feedback (point of inflexion) P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  6. DEFINITION Implicit or explicit expression of defensive reactions to the change SIGNIFICANCE Resistance contains information which needs to be deciphered; The intensity of the resistance reveals: The degree of openness to change Where the person is sensitive Systemic factors or neglected impacts RESISTANCE P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  7. SOURCES OF RESISTANCE TO CHANGE • Connected with personality: • Habits • Fear of the unknown • Preference for stability • Selective perception • Fulfilment of needs • Identification with the existing situation • Connected with the way change is brought in: • Respect for people and skills • Time and resources provided for adapting • Credibility of the change agent • Connected with the social system: • Conformity with the norm • Coherence of the system • Established interests and rights • Sacrosanct nature of certain things • Rejection of the unfamiliar P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  8. -Planning the change project -Sharing the vision and purpose of the project -Communicating urgency -Highlighting the benefits for those concerned 1 -Listening to resistance -Understanding resistance -Fine-tuning, aligning and adjusting where necessary -Acting promptly -Giving people responsibility -Involving people as quickly as possible 2 -Acknowledging and celebrating success -Consolidating gains -Keeping the end result in sight -Balance between demands and support 4 -Being a reference point -Training, assisting, providing support -Allowing people to make mistakes -Planning quick victories3 ROLE OF MANAGEMENT P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  9. DEFINITION A conscious effort to change a situation considered to be unsatisfactory, by a series of actions chosen and orchestrated via systematic analysis of the situation PROCEDURE Diagnosis Action planning Implementation Evaluation of results PREPARATIONS FOR CHANGE P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  10. MANAGING CHANGE Post implementation Implementation Concepts & Design Business needs For project Awareness Desire Knowledge Ability Reinforcement Phases of change For employees Successful change P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  11. 4 WAYS OF CHANGING RESTRUCTURING RESOURCING Make it different benchmarking continuous improvement TYPES OF CHANGE REALIGNING REDEPLOYING Control/accountability new client offer P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)


  13. Nature Reorganization Renewal Realignment redeployment Process Current situation Desired situation Steps for planning and implementing Management The technical part The human side Guidance content(subject matter expertise) process Phases Reactions Management role Roles Sponsor Change agent Target audience Consultant Management KEY CONCEPTS P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  14. KEY QUESTIONS • What is the unsatisfactory situation that needs changing? • Who considers it unsatisfactory? • What are the undesirable effects of the situation? • What situation is wanted? • Who would benefit from it and how? • What kind of resistance might there be? • What does the resistance mean? • If we were in the position of those affected by the change, how would we react? • How far might the resistance hamper the execution of the project? • What is the best approach to adopt? P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  15. THE MECHANICS OF CHANGE Unsatisfactory situation Analysis of factors Planning the change Managing the transition Desired situation Targets of change Resistance Monitoring and regulation Strategies Objectives Execution Players Plan of action Criteria for evaluation Evaluation of results P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)

  16. USEFUL PRINCIPLES • Change occurs only when each person involved decides to make the change • People are afraid of change that "comes out of the blue" • Conventional systems treat people like children and expect them to act like adults • Truth is more important than good news during a process of change • If the project aims are clear, people can identify the best way to obtain results • The more information people have on changes that will affect their work, the more they will feel responsible for the results • Finally, if you wish to change individuals, start by changing the system … P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830)


  18. A CHANGE PROCESS The context of change: determining factors Complexityof the change Change process Legitimacy ofthe change Inertia withinthe organization Availabilityof resources Outsidepressures Framework Plan Scénario Targets Pace Seniormanagement Support frominterested groups Scenario The protagonists of change: stakes anddecisive roles Champions Change teams Persons affected Regeneration Integration Training Awareness Orientation P:\ENG\ITU-D\BDT\FOP\HRD\143830E.PPT (143830) The conditions to be created within the organization: desired effects