2. Why Change Fails
TOP BARRIERS IN MAJOR CHANGE PROGRAMS
1. Competing resources 48%
2. Functional boundaries 44%
3. Lack of change skills 42%
4. Middle management 38%
5. Long IT lead times 35%
6. Communication 34%
7. Employee opposition ( resistance) 33%
8. Initiative fatigue 32%
9. Unrealistic timetables 31%

3. Making Change Succeed
Factors that helped successful companies achieve their goals.
1. Good communication 100%
2. Strong mandate by senior management 95%
3. Setting intermediate goals and deadlines 95%
4. Having an adaptive plan 91%
5. Having access to adequate resources 86%
6. Demonstrating urgency of change 86%
7. Setting performance measures 81%
8. Delivering early , tangible results 76%
9. Involving customers and suppliers early 62%
10. Benchmarking V’s competitors 62%

4. THE TRANSFORMATION POINT
1. Low stability: High chaos
2. High emotional stress
3. Control becomes a major issue
4. High undirected energy
5. Glorifying the past
6. Conflict increases
7. Resistance starts to build

5. WHAT TO EXPECT FROM CHANGE
1. No matter how positive , promising or proactive the change
is, expect a sense of loss
2. No matter how competent and committed stakeholders are ,
expect a sense of confusion
3. No matter how loyal employees are, expect some initial
skepticism and an increase in “me” focus

6. “POSITIVE” RESPONSE TO CHANGE
T I M E
CHANGE

7. “NEGATIVE” RESPONSE TO CHANGE

8. What is Change Communication
• Introduces, educates and informs target audiences about change efforts.
• Creates awareness, understanding and dialogue among stakeholders
• Establishes the message, channels and on going feedback processes
between management, employees, customers and suppliers

9. Goals of Change Communication
• Move people toward commitment
• Help people make informed choices
• Build trust through honesty and openness
• Demonstrate empathy
• Seek to understand
• Report progress-or lack of-so people can be responsible contributors to
success

10. 5 Key Communication Points
Rationale: Why the change is occurring
Vision: What the organization will look like in the future
Plan: How and when the organisation plans to make these changes
WIIFM?: Why they should support the change
Resources: Who is supporting the change, sponsors, change agents

11. Sizing the Change
• Scope the Change (workgroup, department, division, enterprise)
• Determine Number of Individuals Impacted
• Define Change Type (policy, process, system, organization, job roles, etc.)
• Determine Amount of Change (incremental improvement v. dramatic change)

13. • Strategic Adviser
• Systems Design and Developer
• Organization Change Agent
• Instructional Designer
• Individual Development and Career Counselor
• Coach / Performance Consultant
• Researcher

14. REDUCE LEARNING ANXIETY AND CREATE “PSYCHOLOGICAL SAFETY
• Involve the “change targets” in all the steps of the learning process.
• Provide a vision of a path.
• Provide a safe environment for learning (practice field).
• Provide the time and resources necessary for learning.
• Provide first steps and a direction.
• Work in groups.
• Provide coaching and help.
• Reward small steps in the right direction.
• Work in a supportive climate (norms that support error embracing).

16. CAREER
The term career has numerous meanings. In popular usage it
can mean advancement, a profession, or stability over time.
Career can also be defined as “the pattern of work-related
experiences that span the course of a person’s life”.
Therefore, any work, paid or unpaid, pursued over an extended
time, can constitute a career.

19. 1. Exploration
The exploration period ends for most of us as we make the
transition from formal education programs to work. Successful
career exploration strategies involve trying a lot of potential
fields to see what you like or don’t like. College internships and
cooperative education programs are excellent exploration tools
to help you see your future co-workers firsthand and to do, day
in and day out, a “real” job. Some successful internships will
even lead to job offers.

20. 2. Establishment
The establishment period begins with the search for work and
includes accepting your first job, being accepted by your peers,
learning the job, and gaining the first tangible evidence of
success or failure in the real world. It begins with uncertainties
and anxieties as finding the right job takes time.

21. 3. Mid-Career
At this stage, individuals may continue their prior improvements
in performance, level off, or begin to deteriorate. Therefore,
although remaining productive at work after you are seasoned is
a major challenge of this career stage.

22. 4. Late Career
A career stage in which individuals are no longer learning about
their jobs nor expected to outdo levels of performance from
previous years. Those who continue to grow through the mid-
career stage often experience the late career stage as a pleasant
time with the luxury of relaxing a bit and enjoy playing the part
of the elder statesperson.

23. 5. Decline (Late Stage)
The final stage in one’s career, usually marked by retirement.
The decline or late stage in one’s career is difficult for just about
everyone and is probably hardest for those who have had
continued successes in the earlier stages.