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:
Introducing Controlled Change Management across ICT Programme
Major external forces / shifts:
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.
When we realize that none of the old ways can be incorporated into the new.
When we accept the change, and start to mentally prepare ourselves.
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.
Where we implement the change.
No of people
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.
The ‘what’ of change
Resistance to Change
Necessity for Change
The ‘Where’ of Change
Relationship Leadership Vs Leadership of Position
Helping People Around the Curve
Plenty of time
Make it real
Frequent communication (They are not listening)
Show need for the change
Listen, empathise, absorb, Show need for change.
Use people who are already around the cycle
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 of what we want to do
Impact of the change
Reason we are changing
Whom will be effected
What areas will you change & How will people get ready
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
Change Management Institute
Prosci Change Management Methodology
Kotter Change Management Methodology