Managing to change October 2014
Download as PPTX, PDF0 likes644 views
This document provides an overview of change management. It defines change management and outlines the stages of change as unfreezing, transitioning, and refreezing. Principles of effective change management include developing a clear vision, building support, and creating short-term wins. A three-phased approach to managing change includes creating readiness, engaging employees, and implementing changes. Factors that influence success include communication, training, and addressing human factors. The document also discusses cultural change, the roles of change agents and leaders, and why some change efforts fail.
Managing to change October 2014
- 1. Managing to change; effective change management by Toronto Training and HR October 2014 1
- 2. CONTENTS 3-4 Introduction 5-6 Definition 7-11 Stages of change 12-15 Principles of change management 16-19 Steps for effective change 20-21 Three-phased approach to managing change 22-23 Attitude towards change 24-26 Readiness for change 27-28 Scales which influence posture towards change 29-31 Cultural change 32-33 Change agents and change leaders 34-36 Competencies and behavioural traits of a change leader 37-39 Distinct modes of thinking 40-43 Critical success factors and management interventions 44-45 An example change management plan 46-47 Why do change management plans often fail? 48 Case studies 49-50 Conclusion, summary and questions 2
- 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 15 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 HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers 4
- 5. Definition 5
- 6. • Change management 6 Definition
- 7. Stages of change 7
- 8. • Unfreezing • Making the transition • Refreezing 8 Stages of change 1 of 4
- 9. Overcoming resistance; unfreezing • Provide your rationale • Be empathetic • Communicate clearly 9 Stages of change 2 of 4
- 10. Overcoming resistance; making the transition • Explain the benefits • Identify a champion • Obtain participative input • Be aware of the timing • Maintain job security • Provide training • Proceed at a manageable pace 10 Stages of change 3 of 4
- 11. Overcoming resistance; refreezing • Indicate the support of top management • Publicize successes and make mid-course corrections where needed • Provide employee services 11 Stages of change 4 of 4
- 12. Principles of change management 12
- 13. • Develop a clear vision for the future • Ensure people understand they own the future state of the organization • Establish urgency • Build a credible winning team • Educate all employees 13 Principles of change management 1 of 3
- 14. • Managers should recognize their role to persuade others to adopt change • Help employees reach a positive decision to adopt and maintain the change • Promote confidence and confirmation to sustain the change • Create short-term wins 14 Principles of change management 2 of 3
- 15. • Create a culture of continuous quality improvement by evaluating, adjusting and rewarding members of the team 15 Principles of change management 3 of 3
- 16. Steps for effective change 16
- 17. • Create a ”burning platform,” in other words, an extremely urgent or compelling business case to convey, in the strongest terms, the need for change • Gather a guiding team/steering committee 17 Steps for effective change 1 of 3
- 18. • Have the team create a vision of the future and action plans • Communicate upcoming changes • Make change steps easy and clear • Create ways for quick wins to be seen and felt by those affected 18 Steps for effective change 2 of 3
- 19. • Build on the quick wins, learn from the challenges and continue on • Plan for sustainability 19 Steps for effective change 3 of 3
- 20. Three-phased approach to managing change 20
- 21. • Creating a climate for change • Engaging and enabling the organization • Implementing and sustaining the changes 21 Three-phased approach to managing change
- 22. Attitude towards change 22
- 23. • Cognitive attitudes • Affective attitudes • Behavioural tendency attitudes 23 Attitude towards change
- 24. Readiness for change 24
- 25. • Definition • Continuance commitment • Affective commitment • Normative commitment 25 Readiness for change 1 of 2
- 26. • Appropriateness • Management support • Personal efficiency • Self-efficacy 26 Readiness for change 2 of 2
- 27. Scales which influence posture towards change 27
- 28. • Scale 1; dominance • Scale 2; influence • Scale 3; steadiness • Scale 4; compliance • Scale 5; motivational intensity 28 Scales which influence posture towards change
- 30. • Importance of culture • The optimum culture • Difficulties involved in changing culture • How to change the culture 30 Cultural change 1 of 2
- 31. Bringing the desired culture to life • Role model the kind of culture you want to have • Tell stories • Small, easy actions • Rewards and penalties • Align systems and processes 31 Cultural change 2 of 2
- 32. Change agents and change leaders 32
- 33. • Change agents • What does a change agent actually do? • Personal characteristics of change leaders • Questions for change leaders 33 Change agents and change leaders
- 34. Competencies and behavioural traits of a change leader 34
- 35. Competencies • Adaptability • Communication • Development of others • Leadership • Personal development • Production • Relationships • Task management 35 Competencies and behavioural traits of a change leader 1 of 2
- 36. Behavioural traits • Accommodating • Assertiveness • Attitude • Decisiveness • Energy level • Independence • Manageability • Objective judgement • Sociability 36 Competencies and behavioural traits of a change leader 2 of 2
- 37. Distinct modes of thinking 37
- 38. • Emotional brain • Rational brain • System one and system two • The elephant and the rider 38 Distinct modes of thinking 1 of 2
- 39. Components of the change management framework • Motivating • Directing • Shaping the path 39 Distinct modes of thinking 2 of 2
- 40. Critical success factors and management interventions 40
- 41. • Having a clear vision of the future state • Creating and disseminating a plan of action • Establishing a knowledgeable leadership (guiding) team • Defining communication strategies 41 Critical success factors and management interventions 1 of 3
- 42. • Establishing and communicating where/how people can get help • Being prepared to train, retrain and provide technical assistance 42 Critical success factors and management interventions 2 of 3
- 43. People-related factors • Change creates uncertainty • People are afraid of loss • Team pressure to resist change is powerful • Employees may believe that proposed change is not in their best interests and/or that of the employer 43 Critical success factors and management interventions 3 of 3
- 44. An example change management plan 44
- 45. • Phases of change management • The change management strategy • Roles of department manager/champions • Cascading down training • Post-implementation support 45 An example change management plan
- 46. Why do change management plans often fail? 46
- 47. • Change plans do not include those affected early enough in the planning • Change plans do not consider ”human factors,” i.e., motivations and human behaviours 47 Why do change management plans often fail? 1 of 2
- 48. • Individual barriers to change are not directly addressed • Sustainability is not built in from the beginning 48 Why do change management plans often fail? 2 of 2
- 49. Case study 49
- 50. Conclusion, summary and questions 50
- 51. Conclusion, summary and questions Conclusion Summary Videos Questions 51