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Managing Organizational Change: Strategies for Success

Learn how to effectively manage change in your organization to achieve desired results. This article explores the perception of change, factors influencing it, why change is hard, steps in change management, and dealing with resistance.

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Managing Organizational Change: Strategies for Success

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  1. Are You Managing The Change?Or Is The Change Managing You? Kimberly A. Miller, Ph.D.

  2. What is Change? “A new state that is created by altering, removing, exchanging or eliminating the current state in which you are existing.” ~Kimberly A. Miller, Ph.D.

  3. How is Changed Perceived? Good/Positive Opportunity Better/different Relief Answer to prayer Gift More control Gain Bad/Negative Things were fine/tolerable Unexpected Unprepared Unwanted Stress Less control Loss

  4. What Affects Perceptions of Change? • Situations/circumstance • Skill set (ability to practice) • Power/control • Value/benefit • Level of preparation • Communication • Level of coping/resources • Accuracy of expectations • Filters/past experiences/beliefs

  5. Why is Change Hard? Fear comes first Reactionary is the norm Outside your comfort zone Modification of mindset Unprepared Baggage Bad is stronger than good

  6. Steps In Organizational Change Management

  7. What do you want to change? Why do you want to change it? What are the specific results you are seeking? Are there multiple ways to obtain the results? Have you tried the change in the past and its failed? Assessment

  8. Centrality of Control in Change Anticipate Future Impacts Level Of Control Resources Empowerment

  9. Anticipate The Future • Instills predictability & stability • Path clearly laid out (know what to expect) • Identify obstacles with plan to navigate them • Describe the destination and take it one step at a time

  10. Obtain/Preserve Resources Are challenges exceeding capabilities? How many assimilation points do they have left? Reduce # of change initiatives Do they need skills/practice? Self care/coping (feel but don’t stay stuck) Actively meet employees needs

  11. Empowerment Give employees a voice in the change process Share power/ownership Allow them to own the change Participate in its implementation Perspective Where is your focus?

  12. Impacts Reduce direct effects New behaviors easy/old one’s hard Over communicate Explain the “why” Connect change to values/identity Teach skills and provide practice time Don’t change too much at once

  13. Communication Plan What is changing and why? (include timeline) How will life be different in their world? Detail flow of information, frequency of updates and feedback process Check receipt of the message Describe the desired outcome (link to vital behaviors) Detail the opportunities/gifts in the change

  14. Shrink the Change 1 Coaches are masters at this Instill hope and possibility – see further than the players can Focus on attaining a sequence of small, visible goals (empower them to get an easy “win”)

  15. Results PyramidWhere are You Focused? 2

  16. Areas To Create Experiences 3 Personal: Communication about change/partnership in change effort Skills taught and linked to their values/identity Dedicated practice time, support & reinforcement Social: Identify & leverage influencers, have them teach others Make undiscussable discussable Change is talked about all the time Accountability/feedback (out group) Structural/environmental: Supports change: Hard to do wrong/easy to do right What are your broken windows?

  17. Identify Vital Behaviors 3 • What are the behaviors that maintain what you do and don’t want? • It’s never just one behavior • Where should there be problems but there are none? • What behaviors are these people doing that get the “right” result? • Must provide dedicated practice time • Reward these behaviors

  18. Dealing With Resistance

  19. Reasons For Resistance • Low trust • Challenges their competence • Risk vs. benefits • Attached to the “old” ways • No role models for change • It may really be a bad idea

  20. Do you have a Path Problem? 1 When people defy directions, first ask Why.... (could just be drawn to an easier path) Are your employees on a change path that is clear of obstacles? Tweak the environment to make the right behaviors a little easier and the wrong ones a little harder If you can change the path you can change the behavior

  21. Questions

  22. References Heath, C. & Heath, D. (2010). The Switch: How to Change Things When Change is Hard. Crown Business: New York. Connors, R. & Smith, T. (2011). Change the Culture Change the Game. Penguin Group: New York. Patterson, K., Grenny, J., Maxfield, D., McMillan, R., & Switzler, A. (2008). Influencer. McGraw Hill: New York.

  23. Kimberly A. Miller & AssociatesLaw Enforcement Consulting ServicesLeading You to Excellencewww.KimberlyMillerConsulting.comDr.Miller@KimberlyMillerConsulting.com970-492-5037

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