2. Introduction to change management principles and practice
Describing the types of change
Diagnosis: Identifying and applying the characteristics of change
capable organizations
Explaining change theories and the change transition cycle
Explaining the leadership role and contribution during change
Differentiating between Type O and Type D oriented people and the
effective management thereof
TRAINING PROGRAMME OVERVIEW
3. Identifying the reasons for resistance to change
Describing the managerial techniques to reduce resistance to
change
Describing Lewin’s 3-phase Planned approach to change
Describing and applying the 7-step organizational change
management process
Managing contemporary change management issues
TRAINING PROGRAMME OVERVIEW
4. Change
Change Management
Strategic Change Management
The need for strategic change management?
The forces of change
The metaphoric views of change
The areas/types of change
DEFINING THE FUNDAMENTALS OF
CHANGE
5. Strategic change management is the process of managing
change in a structured and thoughtful way in order to meet
organizational goals, objectives and missions.
Therefore, change management and related processes present
many managerial challenges and, consequently, requires a
systematic, structured, purposeful and integrated approach.
STRATEGIC CHANGE MANAGEMENT
12. Strategy
People
Organizational culture
Technology
Structure
AREAS/TYPES OF CHANGE: S-P-O-T-S
13. Refer to pages 15-16 in the Learner Guide
Apply the fundamentals of change to your organization.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 1
14. #1: Linking the present and the future
#2: Make learning a way of life
#3: Actively supporting and encouraging day-to-day
improvements and changes
#4: Ensuring diverse teams
#5: Encourage out-of-the-box thinking
CHARACTERISTICS OF CHANGE-
CAPABLE/FRIENDLY ORGANIZATIONS
15. #6: Protect and shelter breakthrough ideas
#7: Integrate technology to implement changes
#8: Build and deepen trust (creating an organizational culture
of management credibility and integrity)
#9: Streamline and align processes, systems and structures
#10: Leadership have the will and conviction to change
CHARACTERISTICS OF CHANGE-
CAPABLE/FRIENDLY ORGANIZATIONS
16. Refer to pages 41-42 in the Learner Guide
Diagnosis: By referring to each of the characteristics of change
capable/friendly organizations, measure the degree of your
organization’s readiness to change.
Analysis: Identify those areas which need to be improved and
recommend strategies to close these gaps.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 7
17.
18. The literature on “change management” is clear: over 70% of
change initiatives fail.
CHANGE MANAGEMENT SUCCESS
TRACK RECORD
24. Refer to page 19 in the Learner Guide
As a manager, describe how you can accelerate and guide
employees through the change transition cycle for the most
sophisticated/mature stage, commitment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 2
25. “Leaders should not only administer and managing change, but
pioneer, pilot and drive change towards barrier-busting heights
of performance improvement.” (Cotter: 2005)
Managerial Roles (refer to page 20 in the Learner Guide)
Change Agents (internal and external)
Building resilience and change-hardiness
Transformational Leadership
THE ROLE OF LEADERSHIP IN
CHANGE MANAGEMENT
27. Refer to pages 23-24 in the Learner Guide
Apply the leadership roles in effectively managing change.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 3
28.
29.
30. Refer to pages 26-29 in the Learner Guide
Individually: Complete the Type O vs. D-oriented
questionnaire.
Group: As a manager, describe how you will manage your staff
with both a Type O and Type D orientation towards change.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 4
31. Why people resist change?
Why it is so challenging to reduce resistance to change?
Managerial techniques to reduce resistance to change
MANAGING RESISTANCE TO CHANGE
32. Uncertainty (i.e. fear of the unknown)
People’s self-interest is threatened
A lack of trust and misunderstanding
Belief that change is incompatible with the goals and the interest of the
organization
A low tolerance for change is also a barrier to organizational change
Other general reasons (e.g. include inertia where people do not want to change
the status quo, poor timing, and unexpected, extreme or sudden change and
peer pressure)
WHY PEOPLE RESIST CHANGE?
33. People and their behaviour is the most difficult to change because
unlike structure and technology, in which managers have absolute
control, managers do not have absolute control over peoples’
thinking, attitudes and perceptions.
“Unlike technology, structure, processes and strategy, people talk
back when confronted by uncomfortable levels of change.” (Cotter:
2014)
People are the greatest source of resistance to change because
people have minds of their own i.e. they have personalized and
subjective views regarding change.
Change must involve the people - change must not be imposed upon
the people
WHY IT IS SO CHALLENGING TO REDUCE
RESISTANCE TO CHANGE?
34. Refer to page 32 in the Learner Guide
In your work environment, identify the five (5) foremost
reasons why employees resist change. For each of these 5
reasons, describe the ways and means that you as a manager
can use to break down these “walls of resistance”. Provide
practical examples.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 5
37. Refer to pages 36-37 in the Learner Guide
By referring to each of the 6 techniques to manage employee
resistance to change, describe how you as a manager can apply
these techniques in your working environment. Provide
practical examples. Also indicate at which stage of the change
process, each of these techniques is most appropriate.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 6
38.
39. At all times involve and agree support from people within system
(e.g. the environment, processes, culture, relationships, behaviours -
whether personal or organizational)
Understand where you/the organization is at the moment (status
quo)
Understand where you want to be, when, why, and what the
measures will be for having got there
Plan development towards above in appropriate achievable
measurable stages
Communicate, involve, enable and facilitate involvement from
people, as early and openly and as fully as is possible.
BEST PRACTICE CHANGE
MANAGEMENT PRINCIPLES
43. STEP 1: Forces for change (internal and environmental forces) which affect:
STEP 2: Performance outcomes (individual, group and organizational) which encourages
STEP 3: Diagnosis of the problem (information, participation and change agent) which
leads to
STEP 4: Selection of appropriate intervention (structural, behavioural and technological)
as constrained by S-P-O-T-S
STEP 5: Limiting conditions (leadership climate, formal organization structure and
organization culture)
STEP 6: Selection and Implementation of the method (timing, scope and
experimentation) provision for
STEP 7: Evaluation of the method (feedback, adjustment, revision, reinforcement)
APPLYING THE 7-STEP, ORGANIZATIONAL
STRATEGIC CHANGE MANAGEMENT PROCESS
44. Step one of the strategic change management process starts with an
assessment of the organization’s Mission and Vision, challenges (pains),
enablers and values.
The following strategically-relevant items form the scope to be scrutinized by
business managers:
The company's mission statement
The company's strategic plan/vision
The financial status of the organization
How the organization is currently structured and operating
The level of expertise of their employees
Customer satisfaction level
Tools:
SWOT Analysis
PESTEL Analysis
STEP 1: FORCES FOR CHANGE - INTERNAL
AND EXTERNAL STRATEGIC ASSESSMENT
46. Refer to pages 45-47 in the Learner Guide
By referring to the 7-step organizational change management
process, apply each of the steps in your working environment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 8
47. Innovation and Creativity
Knowledge Management and Learning Organization
Organizational Development (OD)
CONTEMPORARY CHANGE
MANAGEMENT ISSUES
48. Defining innovation
The characteristics of an innovative working environment
Processes, actions and approaches to create innovation
Creativity/innovative techniques
STIMULATING INNOVATION AND
CREATIVITY
51. Refer to page 51 in Learner Guide
By referring to the characteristics of an innovative working
environment, evaluate the degree to which your organization
is an innovative organization. Identify areas of improvement
and recommend change strategies.
Also indicate which creativity/innovation techniques are most
appropriate in your working environment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 9
52.
53. Forging linkages between its structured and unstructured information in a way to use it for a specific
problem situation
Organizations need to understand who has knowledge and develop support systems for its creation
and application.
Organizations need to create knowledge maps
Reflect on existing knowledge
This also makes it possible to identify the gaps in the existing knowledge, and to focus future
knowledge-gathering efforts.
Build rewards for knowledge creators and brokers
Organizations need to harness knowledge to become innovative
Redistribute and share the knowledge
Apply the knowledge
THE FEATURES AND
CHARACTERISTICS OF KM
54.
55. Creating a conducive working environment for knowledge management
Act as a role model and leading by example
Developing, implementing, communicating and revising plans for KM
systems
Creating processes and structures for KM systems
Stimulating knowledge creation and transfer of learning
Rewarding and recognizing knowledge creation
Liaising with other important role players and stakeholders
Building a culture of learning and a learning organization
THE ROLE OF THE MANAGER IN IMPLEMENTING
KNOWLEDGE MANAGEMENT AND LEARNING
56.
57.
58. Refer to page 55 in Learner Guide
By referring to the features and characteristics of a Knowledge
Management working environment, evaluate the degree to which
your organization is promoting KM and a learning organization.
Identify areas of improvement and recommend change strategies.
Also indicate the role of the manager in stimulating and creating
knowledge and learning in your working environment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 10
59. Summary of the key learning points
Questions
Conclusion
Good luck with the implementation of change management
processes, systems and methods
CONCLUSION
60. CHARLES COTTER
084 562 9446
charlescot@polka.co.za
LINKED IN
TWITTER: Charles_Cotter
CONTACT DETAILS