The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change

1. Presenter: Rajlaxmi R.Bhosale

2. What do mean by a change??

3. Change
 The process of causing a function , practice, or thing to
become different somehow compared to what it is at
present or what it was in the past.
 Companies can undergo changes in a specific division,
such as a marketing division, or as a whole.
 Colloquial term describing the effects or outcomes
after the transition or transformation of a
function, method , or thing.
 For example, a person may state that since the changes
in the manufacturing process his job has been a lot
safer.

5. Types of Changes
 Intentional OR Deliberate Change
 Unintentional change
 Reactive changes (changes initiated as
reaction to an event or a series of events)
 Anticipatory changes (as the name shows,
they are initiated in anticipation of events)

6. ORGANISATION
People
Structure
Informati
onal
systems
Practices
and
procedure
s
Culture
Productio
n systems
Processes

7. What is Change Management?
 Change management is a structured approach
for ensuring that changes are thoroughly and
smoothly implemented, and that the lasting
benefits of change are achieved.
 The change in question could range from a
simple process change
to major changes in policy
 strategy to achieve its potential.

8. Understanding Change As A
Process
KNOWN CHALLENGING UNKNOWN.

9. Changes in Organisation
 An Enterprise Resource Planning
application
 A new performance review process
 A new piece of machinery on the production
line
 An optimized and managed set of business
processes
 A new reporting structure

10. Where do they live
Current
State
Transition
State
Future
state
Executives and
senior leaders
The changes decides
the growth
Project teams
The focus of my daily
work and what I'm
charged with solving
Front line employees,
managers, supervisors
The day-to-day work
that
I do to deliver value to
the organization

11. Understanding Change
Management
 Theories about how organizations change
draw on many disciplines, from psychology
and behavioral science, through to
engineering and systems thinking.
 – it impacts the whole organization (system)
around it, and all the people touched by it.

12. Objectives Change Management
 Sponsorship: Ensuring there is active sponsorship for the
change at a senior executive level within the organization,
and engaging this sponsorship to achieve the desired
results.
 Buy-in: Gaining buy-in for the changes from those
involved and affected, directly or indirectly.
 Involvement: Involving the right people in the design and
implementation of changes, to make sure the right changes
are made.
 Impact: Assessing and addressing how the changes will
affect people.
 Communication: Telling everyone who's affected about
the changes.
 Readiness: Getting people ready to adapt to the changes,
by ensuring they have the right information, training and
help.

13. Managing change as a process
How do you manage the process of change

14. Managing Change as a Process
Organisational
level
Individual
level

15. Managing Change as a Process
Understanding
Change
Planning
Change
Implementi
ng Change
Communica
ting Change

16. Understanding Change
 The Change Curve –Helps you understand how
people will react to the changes, and so you can better
plan how to support them through the process.
 Lewin's Change Management Model–Make
improvements, using the concept of "unfreeze –
change – refreeze".
 Beckhard and Harris's Change Model –A vision of
why the new state will be better, and clear first steps
towards getting there, to be successful.

17. Planning Change
 Impact Analysis – Technique for uncovering the "unexpected"
consequences of change.
 Burke-Litwin Change Model – A complex model helps you to work
through the effects of change between 12 elements of organizational
design.
 McKinsey 7S Framework – Helps you understand the relationship
between seven "hard" and "soft" aspects of organizations.
 Leavitt's Diamond – Allows you to work through the impacts of a
proposed change on the interrelated elements of tasks, people,
structure and technology in any organization.
 SIPOC Diagrams –A Tool for checking the impact of a proposed
change on your suppliers, inputs, processes, outputs and customers,

18. Implementing Change
 Kotter's 8-Step Change Model – The core set of
change management activities that need to be done to
effect change, and make it stick in the long term.
 Training Needs Assessment – Change projects
almost always need people to learn new skills. A
training needs assessment is a structured way of
ensuring that the right people are given the right
training at the right time.
 Why Change Can Fail – Change is complex, and
knowing what NOT to do is just as important as
knowing what TO do!

19. Communicating Change
 Stakeholder Analysis – A formal method for identifying,
prioritizing and understanding your project's stakeholders.
 Stakeholder Management – A process for planning your
stakeholder communications to ensure that you give the
right people the right message at the right time to get the
support you need for your project.
 Mission Statements and Visions Statements - A well-
structured way of helping to communicate what the change
is intended to achieve, and to motivate your stakeholders
with an inspiring, shared vision of the future.

20. Understanding Change As A
Process
KNOWN CHALLENGING UNKNOWN.

21. Prosci's ADKAR® Model
This Model provides detailed description
 Of how an individual successfully moves
from their Current State to their Future
State.
 ADKAR describes the five building blocks of
successful change
 Instead of "creating a communications
plan," it is more effective with a focus on
"creating Awareness"

22. Prosci's ADKAR® Model
(Individual level)
Awareness
of the need
for change
Desire
to
participate
and support
the change
Knowledge
on how to
change
Ability
to
implement
the required
skills and
behaviors
Reinforcem-
- ent
to sustain
the change

23. Prosci's 3-Phase Process
(Organisational level)
Phase 1
Preparing
for change
(occurring
during the
Current State),
Phase 2
Managing
change
(occurring
during the
Transition
State)
Phase 3
Reinforcing
change
(occurring
during the
Future State)

24. Five Tools
Communicati
ons plan
Sponsor
roadmap
Coaching
plan
Training plan
Resistance
management
plan.

25. John P Kotter's 'eight steps to
successful change
Create Urgency
Form a Powerful
Coalition
Create a Vision for
Change
Communicate the
Vision
Remove Obstacles
Create Short-
Term Wins
Build on the
Change
Anchor the
Changes in
Corporate Culture

26. John P Kotter's 'eight steps to
successful change
 Each stage acknowledges a key principle
identified by Kotter relating to people's
response and approach to change, in which
people see, feel and then change.

28. Create Urgency
 Develop a sense of urgency around the need for
change.
 This isn't simply a matter of showing people poor sales
statistics or talking about increased competition.
 Open an honest and convincing dialogue about what's
happening in the marketplace and with your
competition.
 If many people start talking about the change you
propose, the urgency can build and feed on itself.

29. Form a Powerful Coalition
 Identify the true leaders in your organization, as well
as your key stakeholders
 Ask for an emotional commitment from these key
people.
 Work on team building within your change coalition.
 Check your team for weak areas, and ensure that you
have a good mix of people from different departments
and different levels within your company.

30. Create a Vision for Change
 Determine the values that are central to the change.
 Develop a short summary (one or two sentences) that
captures what you "see" as the future of your
organization.
 Create a strategy to execute that vision.
 Ensure that your change coalition can describe the
vision in five minutes or less.

31. Communicate the Vision
 Talk often about your change vision.
 Address peoples' concerns and anxieties, openly and
honestly.
 Apply your vision to all aspects of operations – from
training to performance reviews. Tie everything back
to the vision.
 Lead by example.

32. Remove Obstacles
 Identify, or hire, change leaders whose main roles are
to deliver the change.
 Look at your organizational structure, job
descriptions, and performance and compensation
systems to ensure they're in line with your vision.
 Recognize and reward people for making change
happen.
 Identify people who are resisting the change, and help
them see what's needed.
 Take action to quickly remove barriers (human or
otherwise).

33. Create Short-Term Wins
 Look for sure-fire projects that you can implement
without help from any strong critics of the change.
 Don't choose early targets that are expensive. You want
to be able to justify the investment in each project.
 Thoroughly analyze the potential pros and cons of
your targets. If you don't succeed with an early goal, it
can hurt your entire change initiative.
 Reward the people who help you meet the targets.

34. Build on the Change
 After every win, analyze what went right, and what
needs improving.
 Set goals to continue building on the momentum
you've achieved.
 Learn about kaizen , the idea of continuous
improvement.
 Keep ideas fresh by bringing in new change agents and
leaders for your change coalition.

35. Build on the Change
 Identify potential threats , and develop
scenarios showing what could happen in the future.
 Examine opportunities that should be, or could be,
exploited.
 Start honest discussions, and give dynamic and
convincing reasons to get people talking and thinking.
 Request support from customers, outside stakeholders
and industry people to strengthen your argument.

36. Anchor the Changes in Corporate
Culture
 Talk about progress every chance you get. Tell success
stories about the change process, and repeat other
stories that you hear.
 Include the change ideals and values when hiring and
training new staff.
 Publicly recognize key members of your original
change coalition, and make sure the rest of the staff –
new and old – remembers their contributions.
 Create plans to replace key leaders of change as they
move on. This will help ensure that their legacy is not
lost or forgotten.

37. Kurt Lewin's Change Management
Model
Unfreeze
Motion/Change
Freeze

38. Lewin’s Three Step Change Theory
The process of changing the behaviors of an individuals
resistance to a change in any situation.
 Unfreeze- shifting the “push-pull” relationship of
opposing forces to status quo.
 Movement- the status quo is the equilibrium and this
step is to increase the level of equilibrium.
 Refreezing- after the implementation of change, this
step is necessary to make the change “stick”

39. The Change Curve
 The fact is that organizations don't just change
because of new systems, processes or structures.
 They change because the people within the
organization adapt and change too.
 Only when the people within it have made their
own personal transitions can an organization truly
reap the benefits of change.

40. The Change Curve
 The Change Curve is a popular and powerful
model used to understand the stages of
personal transition and organizational
change. It helps you predict how people will
react to change, so that you can help them
make their own personal transitions, and
make sure that they have the help and
support they need.

41. The Change Curve

42. The Change Curve
 The Change Curve is a popular and powerful model
used to understand the stages of personal transition
and organizational change.
 It helps you predict how people will react to change, so
that you can help them make their own personal
transitions, and make sure that they have the help and
support they need.

43. Using the Change Curve
Need
time to adjust
information
how to get help.
Danger zone
planning and preparation
Lay good foundations
Trainings
Counting the benefits
celebrate success

44. The McKinsey 7-S Framework
 Ensuring That All Parts of Your Organization
Work in Harmony
Hard Elements Soft Elements
Strategy Shared Values
Structure Style
Systems Staff and Skills

45. The McKinsey Model

46. Thank YOU!