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“Change Management” A Workshop for SDFs. Facilitated by Theresa Oakley-Smith. “ T hings D o N ot C hange W e D o!”. T horeau .

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change management a workshop for sdfs

“Change Management”A Workshop for SDFs

Facilitated by Theresa Oakley-Smith

slide3

“The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades”.

John Kotter “Leading Change”

drivers for change in south africa
Drivers for change in South Africa
  • Global Economy
  • BEE
  • Employment Equity
  • Skills Development
  • Increased competition
slide5

“Most Change initiatives fail. Two independent studies carried out in the 1990s, one published by Arthur D Little, and one by McKinsey and co found that out of the hundreds of corporate Total Quality Management (TQM) programmes studied, about two thirds grind to a halt because of their failure to produce the hoped for results. Reengineering has fared no better… and even without knowing the statistics most of us know firsthand that change programmes fail… This failure to sustain significant change recurs again and again despite substantial resources committed to the change effort”.

Peter Senge “The Dance of Change”

slide6

STAGE 1

STAGE 2

STAGE 3

STAGE 4

STAGE 5

Denial

Anger

Bargaining

Depression

Acceptance

STAGES OF COPING WITH CHANGE

(source: Elizabeth Kubler Ross)

slide7

Common Mistakes in Change Management

  • Allowing too much complacency.
  • Failing to establish a guiding coalition
  • Underestimating the power of vision
  • Poor communication of the change process
  • Allowing obstacles to block the new vision
  • Failing to create short term wins
  • Declaring victory too soon
  • Neglecting to anchor change firmly in the organisational culture.
slide8

Consequences of Mistakes in Process

  • New strategies are not implemented well.
  • Acquisitions don’t achieve expected synergies.
  • Reengineering takes too long and costs too much.
  • Downsizing doesn’t control costs.
  • Quality programmes don’t deliver the hoped for results.
role of the sdf in managing change
Role of the SDF in managing change
  • Commitment
  • Education
  • Monitoring
  • Assessment
  • Integration
slide10

SELF-ESTEEM CHANGES DURING TRANSITIONS

7. Internalization

2. Disbelief

6. Search for meaning (rational)

  • Immobilization
  • (shock/frozen)

SELF-ESTEEM LEVELS

5. Testing (new behaviours, new lifestyle)

3. Depression

4. Acceptance of reality ( letting go)

Beginning of change transition

TIME

(source: Liz Clarke “The Essence of Change”)

slide11

THEPRODUCTIVITY CURVE

Productivity Increases

Previous Situation

Productivity returns to previous levels

PRODUCTIVITY

Change

TIME

(source: Liz Clarke “The Essence of Change”)

dealing with resistance to change

Dealing with Resistance to Change

  • Communicate
  • Something to lose
  • Incentivise
  • All play a part
anchoring change in our organisations culture

Anchoring Change in our Organisations Culture

  • Change in culture comes last not first
  • It depends on results
  • It requires a lot of explanation
  • It may involve turnover of staff
  • It makes decisions on succession crucial
the long dark night of the innovator
THE LONG DARK NIGHT OF THE INNOVATOR

Massed Bands& Fireworks

Optimism

It Works!

This is Taking Time

Maybe Not A Bad Idea

Results Aren’t Visible

Attitude to the development activity

Enthusiasm

Start To See Pay-Offs

Is It Worth It?

Sceptical

The long dark night of the innovator

Existing Business is Suffering

Pessimism

Weeks or Months

Time

Up to 2 years

(source: Liz Clarke “The Essence of Change”)