Change April 2013
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This document provides an overview of change management. It discusses various models and approaches for managing change, including Lewin's three step model of unfreezing, changing, and refreezing; Bridge's three step process of ending, neutral zone, and new beginning; and Kotter's eight step plan for leading change. It also addresses principles of change, types of change, forces for change, organizational resilience, and changing organizational culture. Case studies and questions are provided at the end.
Change April 2013
- 1. Ontario is changing! by Toronto Training and HR April 2013
- 2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Types of change 7-8 Methods for managing change 9-10 Principles of change 11-12 Lewin’s three step model 13-14 Bridge’s three step process 15-17 Kotter’s eight step plan 18-19 Drill 20-22 Driving change in not for profits 23-27 Change in pharmacies 28-30 Resisting change 31-32 Social norms 33-34 Triggers of change 35-37 Changing the culture 38-39 Sustainable change 40-41 Variables 42-43 Forces for change 44-45 Organizational resilience 46-47 Change agents 48 Case studies 49-50 Conclusion and questions
- 4. Introduction to Toronto Training and HR • Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden • 10 years in banking • 10 years in training and human resources • Freelance practitioner since 2006 • The core services provided by Toronto Training and HR are: • Training event design • Training event delivery • Reducing costs, saving time plus improving employee engagement and morale • Services for job seekers
- 5. Page 5 Types of change
- 6. Types of change • Structure • Technology • People Page 6
- 7. Page 7 Methods for managing change
- 8. Methods for managing change • Re-engineering • Total Quality Management (TQM) • Development of learning organizations Page 8
- 9. Page 9 Principles of change
- 10. Principles of change • Vision and detailed planning • Strong executive stakeholder support • Continuous and varied communication • Assessments to gauge successful milestones • Many training approaches and informational activities • Reinforcement until the process becomes part of the new culture Page 10
- 11. Page 11 Lewin’s three step model
- 12. Lewin’s three step model • Unfreeze • Change • Refreeze Page 12
- 13. Page 13 Bridge’s three step process
- 14. Bridge’s three step process • Ending • Neutral zone • New beginning Page 14
- 15. Page 15 Kotter’s eight step plan
- 16. Kotter’s eight step plan 1 of 2 Establish a sense of urgency by creating a compelling reason for why change is needed Form a coalition with enough power to lead the change Create strategies for achieving the vision Communicate the vision throughout the organization Empower others to act on the vision by removing barriers to change and encouraging risk- taking and creative problem- solving
- 17. Kotter’s eight step plan 2 of 2 Plan for, create, and reward short-term “wins” that move the organization toward the new vision Consolidate improvements, reassess changes, and make necessary adjustments in the new programs Reinforce the changes by demonstrating the relationship between new behaviours and organizational success Page 17
- 18. Page 18 Drill
- 19. Page 19 Drill
- 20. Page 20 Driving change in not for profits
- 21. Driving change in not for profits 1 of 2 • High levels of satisfaction • Retention issues within four years • Support from the board • More support for challenging tasks • High levels of stress • 60% exiting the sector completely Page 21
- 22. Driving change in not for profits 2 of 2 • Key motivators to work in the sector • Remuneration not top motivator for working in the sector but is important for retention • Leadership skills Page 22
- 23. Page 23 Change in pharmacies
- 24. Change in pharmacies 1 of 4 IMPORTANT FACTORS • Communication and teamwork • Manpower and employees • Pharmacy layout • Patient expectation • Relationship with physicians • Remuneration • External support and assistance Page 24
- 25. Change in pharmacies 2 of 4 CHANGE READINESS • History of past changes • Assessment of need for change • Resource availability • Measurements and metrics • Assessing risk • Change orientation • Information and knowledge • Skills audit • Time availability and timing • Profitability perspective Page 25
- 26. Change in pharmacies 3 of 4 STEPS INVOLVED • Situating and leading the change • Triggering the motivation to change • Planning the change • Helping and assisting the change • Allocating resources for the change Page 26
- 27. Change in pharmacies 4 of 4 STEPS INVOLVED (CONTINUED) • Responding to and managing resistance to the change • Marketing the change • Aligning the change • Communicating the vision and change • Integrating and consolidating Page 27
- 29. Resisting change 1 of 2 • Comply but do so reluctantly • Ignore instructions • Actively oppose and lobby others to do the same Page 29
- 30. Resisting change 2 of 2 TECHNIQUES TO REDUCE RESISTANCE • Education and communication • Participation • Facilitation and support • Negotiation • Manipulation and co-optation • Coercion Page 30
- 32. Social norms • Develops gradually over time and as newcomers are socialized into the group • Examples • Important norms Page 32
- 33. Page 33 Triggers of change
- 34. Triggers of change • External • Internal Page 34
- 35. Page 35 Changing the culture
- 36. Changing the culture 1 of 2 • Set the tone through management behaviour • Create new stories, symbols and rituals • Adopting new values • Redesigning socialization processes • Changing the reward system • Replace unwritten norms with clearly specified expectations Page 36
- 37. Changing the culture 2 of 2 • Shake up current subcultures • Employee participation and a climate of trust Page 37
- 41. Variables • Structural • Cultural • Human Resource Page 41
- 42. Page 42 Forces for change
- 43. Forces for change • External • Internal Page 43
- 45. Organizational resilience • Definition • Principles • How does it help an organization? • What does a resilient organization look like? Page 45
- 47. Change agents • Responsibilities • Roles • Skills • Qualities Page 47
- 49. Page 50 Conclusion and questions
- 50. Page 51 Conclusion and questions Summary Videos Questions