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Change Management Program

  1. Change Management Dr. John Persico Jr. 612-310-3803
  2. Agenda: Change Management  Learning Objectives  Introduction of Participants  Overview of Change  The Pace of Change  Organizational Response to Change  Principles of Managing Change  The Change Process  People Respond Differently to Change  Reasons for Change Failure Consequences of these reasons  Personal Change Experience
  3. Agenda, Cont. • Transitions • Stages of Change • Lewin’s Change Model • Activities Contributing to Effective Change Management • Change Model • Stages of Change Assessment • Kotter’s Eight Stage Process of Creating Major Change • Creating a Vision for Change • Communicating the Vision
  4. Agenda, Cont. • Empowering Others to Act on the Vision • Change Case Study • Concluding Thoughts
  5. Learning Objectives • At the conclusion of this session, participants will be able to: 1. Describe the nature of change in today’s world. 2. Identify the process of change in an organization. 3. List the stages of change through which individuals progress. 4. Differentiate between change and transition for individuals.
  6. Learning Objectives, Cont. 5. State the leader’s role in implementing change. 6. Analyze a case study of an organization implementing evidence-based practices. 7. Evaluate the current stage of change for both the agency and the participant. 8. Meet with a peer mentor to discuss new approaches to handling change to evidence-based practices. Introduction of Participants
  7. Opening Change Activity Opening Activity Introduce Activity: Once everyone is relocated, the following questions are discussed: •What were your reactions to being required to change seats? (e.g., positive, since I didn’t like that seat anyway, negative because I had to move from my comfort zone or neutral, didn’t really care) •How did the arbitrary order make you feel? (angry, relieved, confused, etc.)
  8. Activity Discussion Questions • How did you respond? (moved as close as possible to my current seat, resistant to moving, etc.) • What would have made the demand easier to comply with? (If told a reason for the change, If allowed to have input, If asked rather than ordered)
  9. Intro to Change “Self-assessment can motivate change. Fear of self-knowledge can prevent it.” —Walter Turnow
  10. Overview of Change It has never been more true that today and tomorrow will be a time of constant and rapid change. Managers and leaders need the skills to help their people and organizations navigate the rocky and chaotic shoals of change. Without the proper tools and understanding of how to lead change, you will be unable to prevent your organizations from being destroyed on the sharp edges of ambiguity and chaos.
  11. Personal Reactions to Change -Group Exercise Individuals will brainstorm reactions to the question: What words do you first think of when you hear the word “Change.”
  12. Virtues vs. Vices - Discussion We will look at such positive aspects of change as: innovation, risk-taking, creativity, diversity, openness to new ideas, strategic thinking and risk taking. We will explore the nature of entrepreneurism. The negative side of change will also be explored as we examine the harmful effects that change can have on people and their workplace.
  13. The Pace of Change Discrete Steps: •Specific actions that address a particular problem or need. •Relatively small and short-term with an end date. Continual Steps: •Do not carve out dramatic, widely spaced steps, but rather continual small shuffles. •There is no end date, but committed to learning forever.
  14. Pace of Change, Cont. Technological Changes •Number of years until mass use: •Electricity -46 •Telephone -35 •Television -26 •Personal Computer -16 •Mobile Phone -13 •The Web -7
  15. Labor Changes · During the early 1900’s, 85% of our workers were in agriculture. Now agriculture involves less than 3% of the workforce · In 1950, 73% of U.S. employees worked in production or manufacturing. Now less than 15% do · The Department of Labor estimates that by the year 2000 at least 44% of all workers will be in data services – for example, gathering, processing, retrieving, or analyzing information
  16. Organizational Response to Change Time needed for Different Personalities to change: •Innovators and Early Adaptors – Short time to change and join the organization. •Intellectuals – need more time to process. Will eventually come along. •Late adaptors – Need more time to change. •Traditionalists/Diehards – Will hold out to the end until they have to change.
  17. Positional Response to Change Top Management •Isolated at the top and may underestimate the impact of change. •Avoid communication in fear they do not have the answers. •Depend on Middle-Managers to make change happen.
  18. PRC, Cont. Middle Management •Squeeze between Top Management and Workers. •Feel pressure to make change happen. •Often feel deserted, blamed or misunderstood when there is resistance to change.
  19. PRC, Cont. Workers •Often feel attacked that they are not doing a good job when changes are made. •Many respond with anger, frustration, and confusion. •Become afraid to take risks or be innovative.
  20. Principles of Managing Change • Major change is an untidy process • Vision for changes comes from different parts of an organization • Changes must be championed • Leaders must put tension into the organization • Beware: change is costly • The location of power is key • Change in one area affects other areas • Stress must be managed • Avoid “death by 1000 cuts” • Indoctrinate and train all those involved • Leaders must retain trust • Opinion leaders need to be identified and led toward a deep consensus about ends and means • Positive change must be rewarded • Leaders must find ways to listen • Heroes have to found and praised
  21. The Change Process
  22. Reasons for Change Failure · Allowing too much complacency · Failing to create a sufficiently powerful guiding coalition · Underestimating the power of vision · Under-communicating the vision by a factor of 10 · Permitting obstacles to block the new vision · Failing to create short-term wins · Declaring victory too soon · Neglecting to anchor changes firmly in the corporate culture
  23. Consequences of these Reasons · New strategies aren’t implemented well · Acquisitions don’t achieve expected synergies · Reengineering takes too long and costs too much · Downsizing doesn’t get costs under control · Quality programs don’t deliver hoped-for results
  24. Personal Change Experience Recall an experience in your life when you went through a personal change. This may be a major or minor life or career change, but should be something you are willing to share with others. Make a few notes about the change.
  25. What we call the beginning is often the end And to make and end is to make a beginning. The end is where we start from. -T. S. Eliot “Little Gidding,” from Four Quartets
  26. The Transition Process • Begin with the Ending • The Neutral Zone • Finish with a New Beginning
  27. Stages of Change • Precontemplation • Contemplation • Preparation • Action • Maintenance
  28. Lewin’s Change Model Unfreezing Moving Refreezing
  29. Activities Contributing to Effective Change Management
  30. Change Model So What? What concerns me the most about these changes? What opportunities are possible? Now What? What steps will I take to influence this change? What support do I need? What? What is changing? What is staying the same? What questions do I still have?
  31. Stages of Change Assessment On this form, please note which stage of change you believe you, your staff, and the district as a whole are currently experiencing. Check only one stage of change for each of yourself, your staff and the agency. Do not put your name on the form.
  32. Kotter’s Eight Stage Process Stage 1 – Establish a Sense of Urgency Stage 2 – Creating the Guiding Coalition Stage 3 – Developing a Vision Strategy Stage 4 – Communicating the Change Vision Stage 5 – Empowering Broad-Based Action Stage 6 – Generating Short-Term Wins Stage 7 – Consolidating Gains and Producing More Change Stage 8 – Anchoring New Approaches in the Culture
  33. Exercise and Reflection Using a 1-5 scale have participants take this time to grade themselves as a leader on each of the above 8 steps when they undergo a change process or how they are doing during a current change process: (Discuss in small groups ways that you could improve your change processes)
  34. Change Bingo!!! You have up to seven minutes to fill in the Bingo card below with the names of individuals in this session that have experienced one or more of the changes below. The first person to get a “BINGO” (horizontal, vertical, diagonal with different names) will win a prize. If no one gets a BINGO, the person with the most different names filled in the boxes will win.
  35. Creating and Communicating a Vision for Change • Repeat and repeat again • Use metaphors, analogies, and examples • Walk the talk • Use different communication vehicles • Explicitly address seeming inconsistencies
  36. Empowering Others to Act • Make structures support the change • Provide needed training • Align personnel and information systems with the change • Confront those who undercut change
  37. Managing Change: Action Plan • Create a Vision for Change • Communicate the Vision • Empower Others to Act on the Vision In small groups fill out the worksheet with your organization or department in mind.
  38. Change Case Study • Analyze the following case study and use what you have learned so far in this workshop to effectively solve the problems present in this scenario • Answer the six discussion questions following the case study
  39. Concluding Thoughts • You can learn ways to master your reaction to change. • The more used to change you become, the easier it is to adapt to the next change. • Practice good communication skills during times of change. Be a careful listener. Avoid rumors. Address problems when they come up. • Take care of yourself. Spend time with friends and family doing the things you enjoy. Don’t let it take over your life. • Try to focus on the things you can control.

Notas del editor

  1. This is the change management module in the Core Leadership Skills series. It is an eight hour session on change management and transition and related principles necessary to further develop the 21st century education system.
  2. Finish up with the learning objectives and introduce the participants of the days module
  3. In a somewhat stern voice, the facilitator instructs the participants to “gather all of their belongings and relocate to another seat. Class will not continue until everyone has moved.” (Note: If a participant asks a question, respond by saying, “Just do as I told you.”) (possible participant reactions are noted after each question)
  4. Finish off answering questions with the participants
  5. Read through the introductory paragraphs in the trainer manual while this quote is showing to introduce the change module
  6. Put participants in appropriate sized groups and have them discuss the question presented on the slide
  7. Briefly address each of these principles about the steps of change
  8. The purpose of these statistics is to show the participants how change is constantly occurring around us at an alarming rate. The hope is that the participants won’t be as resistant to change since they are becoming a part of it on a daily basis.
  9. Tendencies for different levels of workers and how they respond to change
  10. Elaborate on each of these topics so that the meaning is conveyed to the participant
  11. Follow along in the trainers manual to describe each of these stages (Prochaska, Norcross and DiClemente, 1995)
  12. Use the trainer manual to further elaborate on each of the three stages
  13. Have participants use their game card in their manual to go around the room and collect other participants names
  14. Read from the manual about creating a vision for change then use the bullet points for the communicating part of the equation
  15. The need for change in one area often signals the need for change in other areas as well. These areas will likely impede the change effort that you are making. Four steps that a manager or supervisor can take to support employees’ efforts to implement change are: