Inspirational Motivation How to inspire your people in tough times - inspirational motivation.People will do anything if they accept the "emotional logic" - Win the battle for their hearts as well as their minds. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Clipping is a handy way to collect and organize the most important slides from a presentation.
Brief introduction to change management at British Airways by Edinburgh University Undergraduates. 3 Change management is organizational or management discipline focused on: Increasing the organization's ability to adapt, and Adopt new ways of going about business activities. 6 The Eight-Stage Process of Creating Major Change ESTABLISHING A SENSE OF URGENCY 1.ESTABLISHING A SENSE OF URGENCY Examining the market and competitive realities Identifying and discussing crises, potential crises, or major opportunities CREATING THE GUIDING COALITION 2. 10 The Eight-Stage Process of Creating Major Change ANCHORING NEW APPROACHES IN THE CULTURE 8.ANCHORING NEW APPROACHES IN THE CULTURE Creating better performance through customer- and productivity-oriented behavior, more and better leadership, and more effective management Articulating the connections between new behaviours and organizational success Developing means to ensure leadership development and succession Adapted from John P.
11 Change Management encompasses all activities aimed at helping an organisation successfully accept and adopt new technologies and new ways. 15 Factors Influencing Change or Forces of Change: There are various forces in organisations which make change inevitable. 23 Planned Change Means a deliberate design & implementation of structural innovation, a new policy, or goal or change in operating philosophy.
28 Action Research by Change Agents Diagnose-collect info about the business or people problems and concerns Analyse-the information, the symptoms or patterns of a problem.
29 Organizational Responses To Change Change creates pressure in any organization, especially, when the organization has not had much experience dealing with change.
31 Top Management In a traditional organization, top management has a hard time coming to grips with the direct implications of the change.
32 Top Management They avoid communicating or seeking bad news, because it is difficult for them to admit they don't know.
33 Middle Management Managers in the middle feel the pressure to "make the organization change" according to the wishes of the top management. Making a Case for Change Management “It is not the strongest of the species that survives, nor the most intelligent that survives. Making a Case for Change Management Companies no longer have luxury of expecting day-to-day operations to fall into static, predictable patterns interrupted only occasionally by short bursts of change. Making a Case for Change Management The Nature of Change Planned Change Moving from one state to another using a structured set of steps. Making a Case for Change Management The more the word “change” grows in importance, the more that the the desired future state includes enduring changes in human behavior and attitudes. Two Views of Change: Organizational Change Management From top looking down into the organization Individual Change Management Perspective of change from the employees Senders Receivers Business issues and need to change Personal implications and risk “We have to change because…and look at all the benefits we’ll achieve!” “I may not have a job. Only about one-third of organizational change initiatives survive beyond the initial implementation. Challenges of Change Management Defines who we are, our success Is comfortable Is predictable Personal and professional plans based on Not fully defined Lots of uncertainty Starting something new Is worrisome May not match personal and professional goals “Grey space” “No man’s land” “In limbo” “Between two trapezes” “Nothing to hold on to” According to Bridges, people don’t have trouble with change – they have trouble with transition.
Emotional Stages of Change People move through the emotional stages of change at different rates.

Change Management Methodologies George Box, a statistician, famously wrote that "essentially, all models are wrong, but some are useful”. This is especially true if it is a step change that need to be handled as a separate initiative outside of the constraints of business as usual. Presentation briefly covers history of the company and applies introductory concepts to major change events within the firm, concluding with points of interest for further research.
EMPOWERING BROAD-BASED ACTION Getting rid of obstacles Changing systems or structures that undermine the change vision Encouraging risk taking and nontraditional ideas, activities, and actions GENERATING SHORT-TERM WINS 6. Effective change management enables the transformation of strategy, processes, technology and people to enhance performance and ensure continuous improvement in an ever- changing environment.
Due to unwillingness by people to alter long-established attitudes & behaviour or habits After a brief period of trying to do things differently, if left on their own, individuals tend to revert to their habitual patterns of behaviour. Consider the people concerned & Involve them People generally resist change because they feel threatened, that their present position may shift for worse There is also the notion that change requires more physical or mental work (interferes with ones comfort zone) As such, a change agent or manager needs to address some basic questions: 1. Planned change brings about an improved way of doing things, for various benefits eg: Reduction in costs Increased effectiveness & efficiency But whenever change is introduced, there are always some opposing forces resisting change in order to maintain the status quo. Changing structure involves making an alteration in authority relations, coordination mechanisms, job redesign, or similar structural variables.
Changing the physical setting covers altering the space and layout arrangements in the workplace. They expect employees to "go along" when a change is announced and blame their middle managers if people resist or complain about the change.
McCloud, PMP, CSM, PMI-ACP The IIEE Approach IDENTIFY INVOLVE ENGAGE EMPOWER December 3, 2014 1. It is the one that is most adaptable to change.” – Charles Darwin “We now accept the fact that learning is a lifelong process of keeping abreast of change. Change management is a structured approach to transitioning individuals, teams and organizations from a current state to a desired future state. Making a Case for Change Management Productivity declines – people more concerned with change Passive resistance festers; active resistance emerges & sabotages efforts Valued employees leave the organization People confused about change and why it’s happening Increased absenteeism, use of sick days People find work-arounds to avoid implementing new way Changes not fully implemented or cancelled altogether Divides created – ‘us’ vs.
Organization’s environment known Facilitate one condition to another Emergent Change Fluid and emerging; it’s all pervasive and continuous. Is the understanding and management of Benefits, Risks and Issues and the provision of an Organisation Structure and Process Definition. The deciding factor is the scale and complexity of the step change you are seeking to implement.
Change Agents Persons who act as catalysts and assume the responsibility for managing change activities.
PERCEPTION: If the problem addressed or the solution offered doesn't resonate, then the program will not work. Commitment Reluctant acceptance Anger and blame Disbelief and denial Design and plan strategy to recognize and support the transition phase and gain commitment. Organizational change management (OCM) is a structured approach to ensure that changes are smoothly and successfully implemented, and that the lasting benefits of change are achieved. Does not replace Project Management - it is a supplementary frameworkDifferences between programmes and projects A Programme is all about delivering the overall business benefits in line with the strategic vision and over a longer period of time than a project.

Putting the new behaviour pattern into place by means of supporting or reinforcing mechanisms to make it the new norm (adopt). Change agents can be managers or non- managers, employees of the organization or outside consultants. Changing technology encompasses modifications in the way work is processed and in the methods and equipment used. A 2005 Benchmarking study - structured approach to managing change grew from 34% to 55%, and it has continued its growth.
Need to be responsive and adaptive Change is constant Managing change is about managing a process, using appropriate approaches based on the nature of the change. Resistance by denying its validity, avoiding the issue, or blaming someone for causing the problem. Whereas a Project has a definite start and finish point, with the aim of the delivery of an output that may be a product, service or specific outcome.
Prosci's 16 years of research - projects are six times more likely to meet objectives when organizations manage the people side of change effectively. Importance of managing change: More and frequent changes – Change happening at incredibly fast pace. Change models should be applied selectively, with thought to best fit for context in which change is occurring.
TOP MANAGEMENT: Conversely, if the program is merely a top-down, packaged program that doesn't adequately engage people throughout the organization it will fail. Management consultants, clinical psychologists and social scientists have done extensive research on the dynamics of change and proposed models and frameworks to understand the same. Programme management focuses on the management of all key stakeholder relationships and the delivery of defined business benefits and in addition to managing the project portfolio will also include the management of any other activities that are necessary to ensure a complete delivery.
Value system of empowerment – Old values of control and predictability given way to new values that push decision-making, authority and responsibility down into the organization.
Stage 4: Integration Members discover a transforming idea that shows how the foreign element can benefit them.
Competitive advantage – Information moves quickly and across the globe in literally seconds! Stage 5: New Status Quo If the change is well conceived and assimilated, the group and its environment are in better accord and performance stabilizes at a higher level than in the Late Status Quo. RESISTANCE: For the above reasons, the change initiative is resisted by managers, supervisors, adversary groups. SUSTAINABILITY: The problem for many innovations is not that they don't work, but that the organization cannot figure out how to implement and sustain the innovations as an organizational change.

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