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Change. Introducing Controlled Change Management across ICT Programme. What is Change Management?. A discipline for assisting people to: Adapt to changes in their environment Adopt new ways of working Align to new business drivers & measures It consists of:

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change

Change

Introducing Controlled Change Management across ICT Programme

what is change management
What is Change Management?
  • A discipline for assisting people to:
    • Adapt to changes in their environment
    • Adopt new ways of working
    • Align to new business drivers & measures
  • It consists of:
    • Knowledge about people & their drivers
    • Approaches for planning and executing change
    • Tools & techniques
what is the difference between change and transition
What is the difference between Change and Transition?
  • CHANGE
    • Change is the way things will be different
    • Results from a shift in the externals of a situation
    • Processes employed to ensure that change is implemented in a controlled and systematic manner.
    • Made up of events
    • Can happen quickly
    • Focussed on outcomes (visible and tangible)
what is the difference between change and transition1
What is the difference between Change and Transition?
  • TRANSITION
    • Transition is the mental and emotional transformation that people must undergo to relinquish old arrangements and embrace new ones
    • Psychological process that takes place inside of people
    • On-going process
    • Organic process, has its own natural pace
    • Focused on how we'll get people there and how we'll manage things while we are en route
what generates organisational change
What generates organisational change?

Major external forces / shifts:

  • Shift in domestic policy
  • Substantial cuts in funding
  • Decreased market opportunity
  • Dramatic increase in services
  • Global events
  • Rapid technology development
what are the different types of change
What are the different types of change?
  • Developmental
    • Often used to improve existing business processes
  • Transitional
    • A type of change that is made to replace existing processes with new processes.
  • Transformational
    • A change or series of changes designed to completely reshape your business strategy, market position or processes.
    • Transformational changes will typically include transitional and developmental change within the program.
why is change difficult to accomplish
Why is Change difficult to accomplish
  • Many people are inherently cynical about change
  • People are afraid of the unknown
  • People believe that things are fine the way they are
  • Managers may recognise the need to change but acting on it can be difficult
  • Change requires the ‘management’ of people’s emotions, most managers find difficult to deal with or address
  • Managing the change process and transition emotions is fundamental to the success of a change oriented project.
reactions to change
Reactions to Change

01 Denial

Where we fight the change and protect status quo.

02 Frustration and anger

When we realize that we cannot avoid the change and we become

insecure because of lack of awareness.

03 Negotiation and bargaining

Where we try to save what we can.

04 Depression

When we realize that none of the old ways can be incorporated into the new.

05 Acceptance

When we accept the change, and start to mentally prepare ourselves.

06 Experimentation

Where we try to find new ways, and gradually remove the old barriers.

07 Discovery and Delight

When we realize that the change will improve our future possibilities.

08 Integration

Where we implement the change.

change curve
Change Curve
  • People will respond to change at different rates
    • Understand this factor and you can then use strategies to move groups who are slow to change
    • Change agents and early adopters – use them to help shift the group

No of people

13.5%

Early Adopters

16%

Resistors

2.5%

Change

Agents

34%

Fence Sitters

Shift Early

34%

Fence Sitters

Shift Later

Range

introducing change into existing programme
Introducing Change into Existing Programme

Methodology Selection - ADKAR

Awareness.  Make all level of staff aware why the upcoming change is needed. Change for the sake of change is seldom useful. Nevertheless, change implemented to improve business operations, stay ahead of your competition, and/or increase the bottom line, is not only wise, but also necessary for success.

Desire.It is imperative that management encourage the desire of their employees to support and actively participate in the forthcoming change, regardless of the immediate appeal or flash of the new procedures or processes.

Knowledge. Management must provide the training and education to its staff of the methods of changing to the new procedures, software, or organization. High levels of awareness and desire will often be useless without the necessary knowledge of how to change to accomplish the goals desired.

Ability.Along with the knowledge of how to affect successful change, everyone involved needs to be given the specific training and information to achieve success in implementing the details of the changes to be made. Onsite or Internet schooling is a critical component of delivering the education the staff needs to make the changes successfully.

Reinforcement. Just as a good youth sports coach understands that young people can only learn to hit a pitch, shoot a basketball, or kick a soccer ball properly through repetition and reinforcement, the same procedure is critical to successful change management. Studies have proven that a person that repeats a task for 21 days religiously will create a habit – whether it is a good or bad habit. Reinforcing the new “habits” of the staff typically improve the success of the changes made.

introducing change into existing programmes
Introducing Change into Existing Programmes

Considerations

Organisational Maturity

Change Scale

The ‘what’ of change

Resistance to Change

Necessity for Change

The ‘Where’ of Change

Relationship Leadership Vs Leadership of Position

Empowered Implementation

Continuous Change

Change Fatigue

change management role
Change Management Role

Helping People Around the Curve

Early awareness

Plenty of time

Make it real

Frequent communication (They are not listening)

Show need for the change

Shock

Comfort zone

Denial

Acknowledgement

Growth

Re-enforce

Listen, empathise, absorb, Show need for change.

Use people who are already around the cycle

Adaptation

Support Encourage

change management strategies
Change Management Strategies

Create a sense of urgency.

Create a supportive and guiding coalition

Vision with strategies, goals and action plans.

Communicate the plan

Empower people to take action by removing obstacles

Encourage short term or incremental wins

Consolidate the wins and celebrate

Once the changes are complete, anchor them in the culture.

objective
Objective

Objective of what we want to do

impact
Impact

Impact of the change

benefits
Benefits

Reason we are changing

stakeholders
Stakeholders

Whom will be effected

effect
Effect

What areas will you change & How will people get ready

creating buy in
Creating buy in
  • One page agreement of what we are changing, whom we will effect, how and what benefit realizations we will be tracking.
checking if we are ready
Checking if we are ready
  • And this your pre go live checklist to ensure everyone is ready for the change.
takeaways
Takeaways

How you manage change must match the maturity of the organisations.

Improve stakeholder engagement by giving them a summary of the change to take with them

Provide your change impacted personnel with an opportunity to provide you with feedback throughout the process

Establish a formal agreement to identify what has to be done to be ready for the change

Traceable back to the objectives

Easy to track progress

Clear to agree to if we are ready to launch

further information
Further Information

Change Management Institute

http://www.change-management-institute.com/

Prosci Change Management Methodology

http://www.prosci.com/

Kotter Change Management Methodology

http://www.kotterinternational.com/