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Change Management

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Change Management

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  1. Change Management Why it is Tough to Do

  2. Change Curve Completion (Satisfaction) Uninformed Optimism (Certainty) Informed Optimism (Confidence) Informed Pessimism (Doubt) Hopeful Realism (Hope) Hopeful Realism (Hope)

  3. The Change Process Build a Sense Of Urgency Reinforce the New Behavior Create a Clear Tomorrow Develop a Migration Plan

  4. Support for Change • Leadership plus Facilitation • Get the Right Team Involved • Team Building • Secure Resources

  5. Sources of Resistance to Change • Loss of Face • Loss of Control • Excess Uncertainty (fear) • Surprise • The “Difference” effect (fear) • Ripple Effect (interruptions) • More Work (fatigue) • Past Resentments (memories) • Real Threats (winner vs loser) • Competing Commitments (prioritization)

  6. Overcoming Resistance to Change • Listening to what people say • Communicating so that people feel knowledgeable and are involved in the change • Addressing the concerns so that the real issues of resistance are surfaced and managed • Applying the 80/20 rule that requires putting the effort into preparing for the change rather than the change itself

  7. Why Improvements Fail • Perception • Technology (High) • Infrastructure (Medium) • Management of Change (Low) • Reality • Technology (Low) • Infrastructure (Medium) • Management of Change (Very High)

  8. Elements of Change Backers & Supporters Symbols, Signals, and Rewards Shared Vision Change Guidance, Structure, and Process Standards, Measures, and Feedback Local Participation, And Innovations Communication, Education, and Training Policy, Systems, and Review

  9. Mistakes in Managing Change • Assuming that people know what behavior is expected and the skills and support needed to succeed (expectations/skills) • Change takes time, managers need to be persistent (reinforcement) • Focusing on what is going to be achieved rather than the process to achieve it (looking ahead) • Not scheduling enough time for those effected to perform their other tasks (overload) • Triggering a stronger emotional response through trying to minimize that response (secrecy) • Coercive versus inclusive management as deadlines approach (Just Do It!) • Benefits based in “shareholder value” not including benefit to the employee included in the vision (Wholelistic)