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Change management or management of changes or just Change ... happens all the time . 6th European Scout forum, Obidos, Portugal, March 2009. Who is here?. What is . Change management is a structured approach to transitioning individuals, teams, organizations ... from a current state to

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change management or management of changes or just change happens all the time

Change management ormanagement of changesor justChange... happens all the time

6th European Scout forum, Obidos, Portugal, March 2009

what is
What is ...

Change management is a structured approach to transitioning

individuals, teams,organizations ...

from a current state to

a desired future state.

is it im possible
Is it (im)possible?

Change in organisation is possible if

individuals:

  • can see the reason to change (Rational),
  • believe it to be valid and (Emotional)
  • accept it as necessary (Will).
aim and objectives of this session
Aim and objectives of this session

To support better Change management on national and local level through developing understanding, performance and multiplication effects.

After the session it is expected that you will:

  • Gain basic knowledge of change management
  • Understand how change management influence better results
  • Be skilled to apply theory in personal situation and in organisation on national and local level
trainining session title opening up to new ideas
Trainining session title“Opening up to new ideas”

What has new ideas to do with change management

?

from ideas to change management
From ideas to change management

Ideas

Ideas change “the world”

Change should be accomplished – there’s a need for management

what do you want to change
What do you want to change?
  • Map your idea
  • Share in couples (pairs)
  • Test number 1 (REW)
      • can see the reason to change (Rational),
      • believe it to be valid and (Emotional)
      • accept it as necessary (Will).
change in your organisation
Change in your organisation?

What is recent change in your organisation?

Who is involved?

Who is affected?

slide15
Myth of the Hero-Innovator

“The idea that Hero-innovator produces, a knight in shining armour who, loins girded with new techniques and beliefs, will assault the organisational fortress and institute changes in himself and others at a stroke...

 ...The fact of the matter is that organisations will like a dragon eat the hero-innovator for breakfast!”

(Giorgiades and Phillmore, 1980)

change management
Change management

Change management is a basic skill in which most leaders andmanagers need to be competent.

Are they?

When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind:

key principle number one
Key principle number one

Different people react differently to change!

What are possible reactions?

Insecurity, lack of selfconfidence, that doesn’t concern me, denial, enthusiasm, saying “good bye”, attack

How we respond on reactions?

Encourage them, convince them, giving information, promise something

key principle number two
Key principle number two

Everyone has fundamental needs thathave to be met

Do we know some?

To be seen, to be respected, to feel safe, stability, to mantain “personal life”

What attitude do we have toward them?

To listen, involve them, give them recognition, to support them

key principle number three
Key principle number three

Change often involves a loss, and people go through the "lose curve“

What could be “the lose”?

Identity, our members, what we already know, stability, already tested methods, the feeling of belonging together, title, security

How we could turn lose into gain/win?

Give examples, time, flexibility, confidence, new security

slide20

4 phases of Lose Curve

  • Denial
  • Resistance
  • Exploration
  • Commitment
key principle number four
Key principle number four

Expectations need to be managed realistically

What do we expect from others?

Acceptance, support, constructive feedback, teamwork, involvement, openess for new ideas, friendship

How they see our expectations?

The same (mirror effect)

key principle number five
Key principle number five

Fears have to be dealt with

Do we have some?

Lose of groups and leaders, fear of change itself, fear of fail, fear to loose motivation

Do we have ideas, how to cope with fears?

Communication, understanding, talk and respect fears, fears are natural part of human, looking together for possible solutions

strategies to cope with changes
“Strategies” to cope with changes
  • Knowledge utilization model
  • Organisational Development model
  • Democratic approach model
  • Systems approach model
  • Charismatic leader approach model
strategies to cope with changes24
“Strategies” to cope with changes
  • Knowledge utilization model ►
  • Organisational Development model♪
  • Democratic approach model ●
  • Systems approach model ♥
  • Charismatic leader approach model ♣

Tool for assessment is available on this website

knowledge utilization model
Knowledge Utilization Model

Knowledge is a magic stick!

When we know, we can!

Training, support on demand...

organisational development model
Organisational Development Model

Right working conditions

Trust, truth and not too much bureaucracy

Adaptable, flexible, responsive organisation that changes gradually, step by step...

democratic approach
Democratic Approach

Team working.

Consensus on decisions!

Collaboration and empowerment

systems approach model
Systems Approach model

Efficient operations and processes.

Right structures and mechanisms,

job descriptions...

charismatic l eader a pproach model
Charismatic leader approach model

Strong and clear lead.

“One man” vision!

Instructions, task division...

strategy
Strategy

Which is the one you believe in most?

Green dot 

What about one you think is not suitable?

Red dot 

Results from the session on the 6th forum, Portugal 2009

small tips on change management
Small tips on change management
  • Acting is better than planning
  • Think big – act small
  • Go where the energy is
  • Involve people – build ownership
  • Make alliances instead of enemies
  • Help and support is required all the time
from theory to reality
From theory to reality
  • Personal perspective -me and others
  • Local and national perspective and relations
  • Lack of will, opporunity, ability
so what would be the impact
So what would be the impact?

Personal action plan

further reading
Further reading

Change management toolkit

Strategy for scouting

Organisational management T-kit

+ many more...

reflection evaluation
Reflection - evaluation
  • What I learned from this session?
  • How can I use this knowledge particularly to make an impact at the local level?
  • Ideas and recomendations for my own personal and Scout life?