Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.

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WELCOME
CHANGE MAKERS
DCCI

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GET IN
STAY IN
BLOW WHISTLE
MUTUAL RESPECT
POSITIVE FEEDBACK
APPRECIATION TO ALL
COMMON UNDERSTANDING
SHARE KNOWLEDGE & EXPERIENCES
FOOL YOURSELF ONCE TO LEARN FOREVER
GROUND RULES

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KHANDAKER SAIFUL ISLAM
Head of People & Change Management
Rural Services Foundation
Focus:
Change Management
Training & Human Development
Teambuilding & Leadership Development
majorsaif@gmail.com
INTRODUCTION

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Idea & Concept
Managing Change
Best Practice in Leading Change
LEARNING OBJECTIVES

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 CHANGE
 MANAGEMENT
 CHANGE MANAGEMENT
 Management of change for development.
 Controlled identification and implementation.
 Thoughtfully, carefully re-aligning the organization.
Insights

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TYPES OF CHANGE  Normal: Pre-defined
 Standard: Pre-approved
 Emergency:
 Internal - Unforeseen
 External – high risk of impact

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UNDERSTANING
Present Transition Future Sustenance

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IMPROVEMENTTHE GOALIS……..
Systems Job roles
Processes
Organization
structure

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PERFORMANCE
DILIGENCE
WHENGOINGGETSTOUGH, TOUGHGETS GOING
performance
time
Current
Situation
Future
Situation
“Valley of despair”
Change
Social
Media
Traditional Change
Management
Approach

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 Lack of knowledge on process, tool & tech
 Poor planning & inadequate preparation
 Broken or unclear communication
 Lack of awareness, less consensus
 Employee resistance
 Internal conflict
 Spoilers
BARRIERS
70%Change initiatives failed

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 Start at the top
 Assess and adapt
 Lead with culture
 Involve every layer
 Lead beyond the lines
 Leverage formal solutions
 Leverage informal solutions
 Rational, but respect emotions
 Embrace all new ways of thinking
 Engage & engage & engage & engage
PRINCIPLES
10

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 Mastery on change process knowledge
 Team-up, keep your men informed
 Protect your men against odd
 Patience to resistance
 Deal with setback
 Eliminate spoilers
 Look forward
LEADERSHIP
“The oldest and strongest emotion of
mankind is fear,
and the oldest and strongest kind of
fear is fear of the unknown”-H.P.
Lovecraft

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 Unfreezing: Preparatory stage;
 Training
 Communication
 Stress Management
 Employee Involvement
 Coercion -”Do” or “Go”
 Negotiation
 Changing: Change actually occurs
 Refreezing:
 Reinforced
 Feedback
 Organizational reward
KURT LEWIN
€ Unfreezing
€ Change
€ Refreezing

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Harvard Business Review
Critical
4Factor
Effort Integrity
CommitmentDuration

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 Determine Need for Change
 Prepare & Plan for Change
 Implement the Change
 Sustain the Change
Change Management Foundation
4steps

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JOHNKOTTER'SPROCESS 1. Establish sense of urgency
2. Generate short-term wins
3. Create the guiding coalition
4. Develop a vision and strategy
5. Communicate the change vision
6. Anchor new approaches in the culture
7. Empower employees for broad-based action
8. Consolidate gains and produce more change
8step

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• Awareness: Understand why, need and outcome of change.
• Desire: Motivated to support and join to enforce desired change.
• Knowledge: How to make change all the changes happened right.
• Ability: Plan, priority, information, communication, teamwork & training
• Reinforcement: Strategies to encourage, act and sustain change process.
JEFF HIATT’S MODEL

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• Diagnose/ Define
• Unfreeze
• Reinforce
• Apply
• Measure
SEAN DELANY’S DURAM

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 Plan – establish objectives and processes
 Do – implement the plan, execute the process, make the
product
 Check – study results and compare against the expected
 Act – enact new standards
Edward Deming

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The IIEE
Approach
IIEE APPROACH

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FACILITATORS EVALUATION
EXPECTATIONS & RECOMMENDATIONS
CRITICS & REVIEW

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THANK YOU