Change management in challenging times copy - copy - copy - copy
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This document provides an overview of change management strategies and leading change. It begins with definitions of change and reasons why organizations need to change. It discusses challenges of leading change in volatile, uncertain, complex, and ambiguous (VUCA) environments using examples and parables. The document outlines Lewin's force field analysis model and the importance of a compelling business case and readiness assessment. It provides tips for managing resistance to change through communication, involvement, and support. Personal change strategies include managing thoughts, focusing on the future, and maintaining balance. The document concludes with a case study guide on framing change outcomes.
Change management in challenging times copy - copy - copy - copy
- 1. Change Management in Challenging Times Kayode Adebiyi, FCA, MBA April 2017
- 2. Our Roadmap Parableof changeParableof change Change strategyor changetragedy Change strategyor changetragedy A case for change Leading and managing change Hints on personal change Recap, Q & A, Case Study
- 3. A case for Change
- 4. Copyright © 2005 Prentice-Hall 18-4 What is Change? (1)What is Change? (1) • Moving from the present to the future, from known information to relatively unknown information.
- 5. What is change? (2)
- 8. Sometimes we don’t notice that the carpet has shifted …until we fall over!
- 9. Why Change? (5) •“ Instead of seeing the rug • being pulled from under • us, we can learn to dance • on a shifting carpet” •Change is dancing on the shifting carpet •Thomas Crum, 1987
- 10. Why Change?
- 11. “When the rate of change outside exceeds the rate of change inside, the end is in sight” Why Change?Why Change? Jack Welch
- 12. Why Do Organizations Need Organizational Change? • To remain competitive • For survival in globalization and rapidly evolving technology • To respond to a current crisis situation
- 13. The “New Normal” Characteristics
- 14. YOU Other Stuff Family Friends Work When it rains, it pours!
- 15. 15 VUCA Increasing rate of change Less clarity about the future Multiplicity of decision factors There may be no “right answer” A term originated by a US Military College to describe the new challenges facing leaders. A term originated by a US Military College to describe the new challenges facing leaders.
- 17. WICKED PROBLEMS Predicaments that cannot be definitively resolved — and attempts to fix them often generate more trouble. –Horst Rittel and Melvin Webber
- 18. Like cancer cells, wicked problems can multiply unintelligently!
- 19. Parables of Change (1)
- 28. Parable 2
- 29. Parable 3 We have a small problem. We just lost all the four tyres… and we commenced our descent five minutes ago”
- 30. Parable (4): The platform is burning!
- 31. Dr.Sarma@works Parable 5: Run or die Once there was a tiger which boasted that it can run faster than any one. One day he chased a rabbit and failed to catch it. “All right” said the tiger; “of course I failed on my boast. But, remember the rabbit was running for its life and I, for my dinner.”
- 32. Parable 6
- 39. Change Strategy or Change Tragedy!
- 41. 41 Forces for Change External • Marketplace • Regulation • Technology • Economic Forces Internal • Long Range Plans • New Equipment • Work Force • Comp and Benefits • Employee Attitudes
- 42. Lewin’s Force Field Analysis Model • Increase driving forces that drive change • Reduce restraining forces that resist change • or do both McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
- 43. Restraining forces Driving forces Status quo Desired state Time Force-field Model of Change McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
- 49. 252 UNIT 4 • Managing people and change Driving and restraining forces for change in Reaction to change Driving forces (forces for change) Equilibrium (status quo) Restraining forces (forces resisting change)
- 50. The mood of the strategist (1)
- 51. The mood of the strategist (2)
- 52. The mood of the strategist (3)
- 53. Remember: Culture Eats Strategy for Breakfast! – Dr. Peter Drucker
- 60. © Key Associates 2008, 1-888- 655-3901, http://www.mkkey.com 60 Change Hangs in the Balance The benefits of the change plus the discomfort with the present must be greater than the perceived cost of the change.
- 61. Quality of the Change Initiative X Alignment of People = Results Michael Fischer; Kimberly Clark
- 64. All materials copyright 1992-2006 Lean Associates, Inc. all rights reserved. No part of this presentation may be reproduced without written permission from Lean Associates, Inc. 1000 Falcon Wood Way Lexington, KY 40511 (859) 552- Create a Long–Term Philosophy “A journey of one thousand miles begins with a single step…” Confucius “…Followed by about 2 Million difficult, challenging, continuous steps.” David Meier
- 66. Leading and Managing Change
- 67. The Need for a Compelling Business Case Strong data-driven rationale • A specific research-based reason for change • Linked directly to performance goals Clarification and communication of vision Compelling reason and urgency behind change activities Focused strategy for stakeholder engagement Identification of critical audiences and gap analysis Realistic understanding of organisational implications Formal; informal; people; tasks
- 69. The Need for a Strong Foundation Create a shared, defined and robust view of the imperatives for change and performance requirement Decide on the vehicle for change (e.g. process redesign, cost reduction, culture change, closer alignment with customers) Assess the organisation’s readiness and capability for change Identify stakeholders
- 70. 7070 Organisational resilience • Its NOT something you do, its something you ARE! • …..is the capacity for complex systems to survive, adapt and grow in the face of turbulent changes; • A resilient enterprise is risk intelligent , flexible and agile.
- 72. Assume NOTHING, Ask Questions Six wise men •What ? •Why ? •How ? •Who ? •Where ? •Which?
- 77. CHANGE MANAGEMENT IS A DOLPHIN, NOT A WHALE
- 78. Managing YOU
- 80. Health
- 81. Wellness: Striving for Optimal Health
- 82. Being the best we can in every area of our HEALTH makes up our well-being, also known as our WELLNESS. 7 Components of Health Wellness=
- 83. •Wellness is a continuum ranging from death to optimal health. •You can choose your behaviors to move closer to optimal health.
- 84. Stress – balance issue
- 88. Stress
- 90. Work life balance (2)
- 91. Work life balance? (3)
- 92. Work life balance (4)
- 93. Work life balance (5)
- 95. Reframing Changing the frame, changes the meaning
- 96. Reframing • By changing the frame, you radically change the range of possibilities • If you change the way you look at things, the things you look at change
- 97. See the bigger picture
- 98. Time Management • The bad news is time flies. The good news is you’re the pilot. • If you have a deadline, something must die! • Either you run your day or your day runs you! • Managing your time without managing your priorities is like shooting randomly and calling whatever you hit a target • Manage your focus, manage your energy • A meeting is an event at which minutes are kept and the hours are lost
- 99. I’m sorry you had a rough day at the office, but you have the wrong house. Your home, Your stronghold!
- 104. Your money • Finance is the art of passing money from hand to hand until it finally disappears • If you can’t control your money, making more money won’t help • The best way to appreciate your job is to imagine yourself without one • You will always have plenty of money if you let the rest of the world go buy • The secret of success is your head up, your overhead down • Givers must set limits because takers rarely do!
- 108. Talk is cheap!
- 109. Resistance to Change Self-Interest Lack of Trust and Understanding Uncertainty Different Perspectives and Goals Cultures that Value Tradition McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
- 110. Managing Resistance Communication and Education Employee Involvement Negotiation Coercion Top-Management Support McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
- 111. Understand the emotional journey Create a vision Lead Consult communicate engage reflect communicate communicate
- 112. Communication dilemmas • Non-verbal communication will always trump words • Speak in such a way that others love to listen to you; listen in such a way that others love to speak to you • A man always has two reasons for doing anything: the good reason and the real reason • You will never get a second chance to make a first impression. • In a mad world, only the mad are sane • There is a pleasure in being mad which none but madmen know • Communication is about being effective, not always about being proper
- 113. Managing your team
- 114. Collaborate!
- 116. Hints on Personal Change
- 117. Personal Change … IF YOU CHANGE NOTHING NOTHING WILL CHANGE ….. … BUT IF YOU CHANGE MIND MIND WILL CHANGE …THOSE WHO CANNOT CHANGE THEIR MIND CANNOT CHANGE ANYTHING
- 123. ..if you are not chained
- 124. … if you are not chained!
- 126. Individual prerequisites for change to occur Thinking & understanding Emotional/ Motivational Behavioral Head Heart Hands Why should I change?Why should I change? What’s in it for me?What’s in it for me? What do I do differently?What do I do differently?
- 127. Skills for surviving organizational change managing change 127 1.Control your thoughts and emotions 2.Let go of the past, and focus on the future 3.Be flexible and adaptable 4.Find balance in your life 5. Do not adopt a hostage mentality
- 131. Never give up
- 132. 132 Case for change 1 Parable of change2 Change strategy or change tragedy 3 Leading and managing change 4 Hints on personal change 5 Five themes RECAP •What is change? •Who moved my cheese? •Why do organizations need organizational change? •Signs of the times •Change parables •Change lessons •Change or perish! •Strategy elements •Forces for change •Striking the balance •Leadership for change • Managing you • Managing the organization • Communication • Managing resistance •Thriving in organization change •You can change •NEVER GIVE UP
- 133. Albert Einstein’s Theory A = X + Y + ZA = Success X = Work Y = Play Z = Keeping your mouth shut
- 135. Case Study guide (1): Images of Change Outcomes • Intended Change: –Change is a result of planned action • Partially Intended Change: –Change may need to be re-modified after it is initially implemented • Unintended Change: –Forces beyond the control of the change manager
- 136. ANTICIPATED PEACE of MIND CRISIS MANAGMENT STRATEGIC ,RESULTS Unplanned Change NarrowChangeBroadChange DISORDERED AND STRESSFUL Planned Change IMPROVEMENTS Case study guide (1): Images of change outcomes
- 137. Case study 1 You are a member of a STRICTLY NON-PARTISAN professional group to assess the mid-term performance the ruling party and FGN. 1.Was there a case for change? How effectively was it made? What was the change parable? 2.How effective was the strategy for change delivery? 3.In your opinion, which type of change outcome is it at mid- term? 4.How effective has been the role of leadership (Presidency) and managers (FEC and other appointees) in this change agenda? 5.What can be done better?
- 138. Case study 2 Concerning a change effort that you were actively involved in: 1.Which type of change outcome was it? 2.What acts of omission or commission resulted in this outcome? 3.Based on what you now know, what should have been done or should have been done differently? 4.Based on what you now know, what should not have been done or have been done differently?
Editor's Notes
- #12: No longer a question of WHETHER changes are needed anymore, but whether they can keep pace with the need and leapfrog our competitors they’d better not be in the same business 5-10 years from now that they’re in today. they’d also better be the first, not the last, to know why, and the first to know what to do about it. Present organization is a good predictor of what will PREVENT you from developing the kind of organization you need -- Like all creatures, it has a vested interest in continuing to exist. In approaching change -- the model of unfreeze, transition, then refreeze worked well for many years -- and was okay for singular changes. Today’s and tomorrow’s challenges require a much more dynamic, and constant approach.
- #13: Why do we need change? As What Cummings and Worley would mention in their book, change is needed due to 3 facors: To remain competitive. Example would be the change to K12 Curriculum considering the fact that whole of south east asia will adopting a same standard. For survival in globalization and rapidly evolving technology. Example would be in olden days, schools would not include the computer subject and the hands on use of computers within the school until the present time that it has become a vital tool in ordinary schooling. To respond to a current crisis situation. Example would be War in Mindanao (Zamboaga) where schooling was temporarily stopped to avoid having the students and school personnel become Casualties of War.
- #127: What are the psychological aspects of change? Areas for focus in helping people change. There are other questions that characterize these arenas. These are for example.