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Responding to Change

The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Responding to Change".

The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Responding to Change".

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Responding to Change

  1. 1. 1 | Responding to Change Change Management MTL Course Topics Responding to Change CHANGE MANAGEMENT
  2. 2. 2 | Responding to Change Change Management MTL Course Topics The Course Topics series from Manage Train Learn is a large collection of topics that will help you as a learner to quickly and easily master a range of skills in your everyday working life and life outside work. If you are a trainer, they are perfect for adding to your classroom courses and online learning plans. COURSE TOPICS FROM MTL The written content in this Slide Topic belongs exclusively to Manage Train Learn and may only be reprinted either by attribution to Manage Train Learn or with the express written permission of Manage Train Learn. They are designed as a series of numbered slides. As with all programmes on Slide Topics, these slides are fully editable and can be used in your own programmes, royalty-free. Your only limitation is that you may not re-publish or sell these slides as your own. Copyright Manage Train Learn 2020 onwards. Attribution: All images are from sources which do not require attribution and may be used for commercial uses. Sources include pixabay, unsplash, and freepik. These images may also be those which are in the public domain, out of copyright, for fair use, or allowed under a Creative Commons license.
  3. 3. 3 | Responding to Change Change Management MTL Course Topics ARE YOU READY? OK, LET’S START!
  4. 4. 4 | Responding to Change Change Management MTL Course Topics INTRODUCTION Our survival depends on responding to what is happening in our surrounding environment. If we ignore the needs and expectations of others, perhaps out of fear, insecurity, idleness, defiance, lack of awareness or too much looking back, we will find our attitudes and skills redundant. We will become casualties of change. If, on the other hand, we respond with courage, a new sense of security, application, humility and looking forward, we can not only survive but grow. We can be champions of change.
  5. 5. 5 | Responding to Change Change Management MTL Course Topics RESPONDING TO CHANGE Change can come to us in two guises: as something we originate or as something imposed from outside. When change originates with us, it may be because we see the need to develop ourselves, our teams or our organisations. We are then likely to be the principal change agent and it will be down to us to sell the change to others. When change is imposed from outside, it may come as a sudden unannounced shock, a half-expected development or as a welcome event. It is not surprising therefore that people normally respond to change in a variety of ways. For some, the standard response to change may be to bury their heads in the sand and do nothing; for others, it may be to do anything and, when this doesn't work, to panic and do everything. For some, it is to devise a strategy and manage the response.
  6. 6. 6 | Responding to Change Change Management MTL Course Topics DO NOTHING The "do nothing" response to change is the response of the frog that boiled alive in the heated-up water without moving. It is also the response of the Peruvian Indians of the 16th century who on observing the approaching ships of their Spanish invaders believed they were just sea monsters and wouldn't harm them. As a result, they were invaded, did nothing to protect themselves and were overrun and conquered. We may do nothing for a number of reasons... 1. we don't know there is a need to change 2. we know but pretend it's not important 3. we claim that everyone else is in the same boat as us so it doesn't really matter 4. we don't think we can do anything about it 5. we could act but don't know what to do 6. we aren't allowed to do anything.
  7. 7. 7 | Responding to Change Change Management MTL Course Topics REASONS NOT TO CHANGE The following are nine reasons why people, and organisations, do nothing to change. 1. we think our ways are right and so become complacent and routine-bound. 2. we dwell on the past and the emotional security of what is familiar. 3. we lack the originality to change until we see someone else doing it first. 4. we overplay the downside of change. 5. we prefer to stay with what we know and understand, not what we don't know and don't understand. 6. we rely on management as we've relied on them up to now. Unfortunately, management are often deeply committed to the existing ways of working. 7. we like the way things are now. 8. we live too much in the present and assume things can last forever. 9. we simply cannot be bothered to make the effort.
  8. 8. 8 | Responding to Change Change Management MTL Course Topics DISCOUNTING Discounting is a term borrowed from Transactional Analysis in which we ignore any facts or evidence that conflicts with our view of things. An example of discounting may be a business that decides to do nothing about a steadily worsening market share. Its do-nothing thinking may be based on six discounting levels... 1. discounting the evidence by not having information. 2. discounting the problem by having evidence but not believing it is anything unusual. 3. discounting the will to change by saying "Yes, OK, but there's nothing we can do". 4. discounting the options because the remedy might be worse than the disease. 5. discounting the solutions by saying they won't work. 6. discounting the action because "they" won't wear it.
  9. 9. 9 | Responding to Change Change Management MTL Course Topics EXCUSES, EXCUSES These excuses have been stifling change for years... 1. We've never done it before. Nobody else has done it before. We tried it before. They tried it before. 2. We've been doing things this way for years. Why change? Things are working okay. We're fine as we are. 3. It's too much trouble. I don't like it. It won't work. It's too radical. 4. They say it's impossible. It can't be done. The boss won't buy it. It won't work in our type of company. The Unions won't buy it. 5. We don't have the money. We don't have the time. We don't have the expertise. 6. It needs more thought. I'm not sure. Let's have a report first. Let's do a study on it. 7. You're right but we're not ready for it. That's not us. It's contrary to our policy. ...and so on and on.
  10. 10. 10 | Responding to Change Change Management MTL Course Topics DO ANYTHING When recession hit large Western companies in the early 1990's, many companies rushed to grasp the latest guru thinking on how to save their businesses. One of the popular ideas at the time was business process re-engineering, part of which was the idea of "downsizing". The resultant re-organisation, reduction in costs, and reduced workforces seemed to be an answer to the problems of the day. Moreover, it could be implemented from outside using consultants with new computers to work out just how to pare organisations down to their core businesses. Edward Deevy estimated that $20 billion was spent each year on consultants during this period. However, for many organisations, the experience was a costly disaster. They had been grasping for a quick fix, looking for easy answers and doing anything rather than managing their need to change.
  11. 11. 11 | Responding to Change Change Management MTL Course Topics DO EVERYTHING Frank Price in his book "Right Every Time" reminds us that taking major action to deal with change has long been a knee-jerk reaction of large organisations. He quotes Gaius Petronius describing yet another Roman Army re- organisation in AD 66... "We trained hard, but it seemed that every time we were beginning to form up into teams, we would be re-organised. I was to learn later in life that we tend to meet any new situation by re-organising and a wonderful method it can be for creating the illusion of progress, while producing confusion, inefficiency and demoralisation.“ Not long after this period, the Roman Empire began a slow decline that was only reversed by surgical action by the emperor Hadrian, who abandoned the Eastern Provinces and shored up the defences in the outermost countries.
  12. 12. 12 | Responding to Change Change Management MTL Course Topics CHANGE INDIGESTION Many organisations believe that change requires a constant stream of initiatives, new ideas and brilliantly-conceived strategies, all sent down from the top. This frequently fails to work because... 1. it is based on a mechanistic view of how organisations work 2. it requires others to change, not those at the top 3. the answers are believed to lie with those at the top 4. the amount of change becomes too great for those down the line to handle. "A contributory factor to failure is that many top managers are now so removed from their underlings that they wildly underestimate how long it takes to embed really fundamental change. All too often impatient managers signal a new direction before those at the bottom have had chance to digest the last one." (Simon Caulkin)
  13. 13. 13 | Responding to Change Change Management MTL Course Topics DEFY CHANGE Defying inevitable change is an option undertaken by many organisations who think they are big enough and strong enough to resist what is happening around them. Defying the changes is not an option for most of us. It is the Canute-style of management. If we sit and defy the incoming waves, they will sooner or later devour us. Only a few organisations can point to defying change. One is Coca-Cola whose 100 plus year-old drink has the same taste, packaging and advertising today as it had when it started. However, Coca-Cola are still ready to meet change: they test-market a brand new soft drink every month.
  14. 14. 14 | Responding to Change Change Management MTL Course Topics RESISTANCE TO CHANGE Changes are often introduced into organisations when a sensible case has been made out for them and the feasibility study shows they will work. Unfortunately, change needs hearts as well as minds. The Dvorak Simplified keyboard is a case in point. This was a new keyboard devised to replace the traditional typewriter keyboard when personal computers became popular. Its novel idea was to concentrate all the most popular letters of the alphabet on the middle row which would now read AOEUIDHTNS instead of ASDFGHJKL. Similarly, the number row, instead of reading 12345 etc would read 7531902468. The savings in operator efficiency were put at 40%. Unfortunately, few people were willing to change their skills or pay the cost of change. The Dvorak Simplified keyboard sank without trace.
  15. 15. 15 | Responding to Change Change Management MTL Course Topics TINKERING AROUND THE EDGES There are two different ways we can look at organisations: 1. as machines with fixed parts which can be taken out and replaced without any affect on any other part, 2. as growing plants where everything is part of a whole and change cannot happen to one part without affecting the rest. When change arrives, the "machine" organisations tinker around the edges. They seek out old parts that are rusty and past their best. These are disposed of and replaced. Other parts get up-graded or taken out for a while and given an overhaul - perhaps a crash training programme or a spot of re-organisation. Those who see their organisations like growing plants know that the answer to managing change lies in tending the soil of culture, management and growth.
  16. 16. 16 | Responding to Change Change Management MTL Course Topics EVOLUTION Evolution as a way of handling change is the Darwinian approach to management: constant, gradual, incremental change. This can be a highly effective way of developing the organisation when there is time. For example, the biggest maker of buggy whips in America at the turn of the century is now the biggest maker of carburettors with an enviable record of keeping up with changes in technology, design, transport needs and fashion. But in turbulent times, even evolution may not be possible. "You think you understand the situation, but what you don't understand is that the situation just changed." (Putnam Investment advertisement)
  17. 17. 17 | Responding to Change Change Management MTL Course Topics RELY ON OTHERS Relying on others to guide you through times of change is a high-risk strategy. You expose yourself to two possible unwanted outcomes. 1. Your leaders may be so immersed in the "old" order that they are unable to comprehend the need for change and do nothing. 2. Your leaders may try the "Cortes trick". The "Cortes trick" is the action which the Spanish conquistador Cortes took when he landed at Vera Cruz in Mexico in 1518. Faced with the might of the Tlaxcala and Cholula Indians, his soldiers favoured going home. So Cortes burnt the ships.
  18. 18. 18 | Responding to Change Change Management MTL Course Topics MANAGE CHANGE The only viable option in responding to major change is to manage it. This means managing each of the following key strategies to take you through change. 1. Process: managing the change cycle 2. Structure: managing cores and peripheries 3. People and policies: managing paradox 4. Action: managing risk 5. Growth: managing learning 6. Personal development: managing the process of change 7. Information: managing uncertainty 8. Putting it all together: managing organisational change.
  19. 19. 19 | Responding to Change Change Management MTL Course Topics THAT’S IT! WELL DONE!
  20. 20. 20 | Responding to Change Change Management MTL Course Topics THANK YOU This has been a Slide Topic from Manage Train Learn

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