2. Contents
3-4 Introduction to Toronto Training and HR
5-6 Types of change
7-8 Methods for managing change
9-10 Principles of change
11-12 Lewin’s three step model
13-14 Bridge’s three step process
15-17 Kotter’s eight step plan
18-19 Drill
20-22 Driving change in not for profits
23-27 Change in pharmacies
28-30 Resisting change
31-32 Social norms
33-34 Triggers of change
35-37 Changing the culture
38-39 Sustainable change
40-41 Variables
42-43 Forces for change
44-45 Organizational resilience
46-47 Change agents
48 Case studies
49-50 Conclusion and questions
4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy
Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR
are:
• Training event design
• Training event delivery
• Reducing costs, saving time plus improving
employee engagement and morale
• Services for job seekers
10. Principles of change
• Vision and detailed planning
• Strong executive stakeholder
support
• Continuous and varied
communication
• Assessments to gauge
successful milestones
• Many training approaches and
informational activities
• Reinforcement until the
process becomes part of the
new culture
Page 10
16. Kotter’s eight step plan 1 of 2
Establish a sense of urgency by
creating a compelling reason for
why change is needed
Form a coalition with enough
power to lead the change
Create strategies for achieving
the vision
Communicate the vision
throughout the organization
Empower others to act on the
vision by removing barriers to
change and encouraging risk-
taking and creative problem-
solving
17. Kotter’s eight step plan 2 of 2
Plan for, create, and reward
short-term “wins” that move the
organization toward the new
vision
Consolidate
improvements, reassess
changes, and make necessary
adjustments in the new programs
Reinforce the changes by
demonstrating the relationship
between new behaviours and
organizational success
Page 17
21. Driving change in not for profits
1 of 2
• High levels of satisfaction
• Retention issues within four
years
• Support from the board
• More support for challenging
tasks
• High levels of stress
• 60% exiting the sector
completely
Page 21
22. Driving change in not for profits
2 of 2
• Key motivators to work in the
sector
• Remuneration not top
motivator for working in the
sector but is important for
retention
• Leadership skills
Page 22
24. Change in pharmacies 1 of 4
IMPORTANT FACTORS
• Communication and teamwork
• Manpower and employees
• Pharmacy layout
• Patient expectation
• Relationship with physicians
• Remuneration
• External support and
assistance
Page 24
25. Change in pharmacies 2 of 4
CHANGE READINESS
• History of past changes
• Assessment of need for change
• Resource availability
• Measurements and metrics
• Assessing risk
• Change orientation
• Information and knowledge
• Skills audit
• Time availability and timing
• Profitability perspective
Page 25
26. Change in pharmacies 3 of 4
STEPS INVOLVED
• Situating and leading the
change
• Triggering the motivation to
change
• Planning the change
• Helping and assisting the
change
• Allocating resources for the
change
Page 26
27. Change in pharmacies 4 of 4
STEPS INVOLVED (CONTINUED)
• Responding to and managing
resistance to the change
• Marketing the change
• Aligning the change
• Communicating the vision and
change
• Integrating and consolidating
Page 27
29. Resisting change 1 of 2
• Comply but do so reluctantly
• Ignore instructions
• Actively oppose and lobby
others to do the same
Page 29
30. Resisting change 2 of 2
TECHNIQUES TO REDUCE
RESISTANCE
• Education and communication
• Participation
• Facilitation and support
• Negotiation
• Manipulation and co-optation
• Coercion
Page 30
36. Changing the culture 1 of 2
• Set the tone through
management behaviour
• Create new stories, symbols
and rituals
• Adopting new values
• Redesigning socialization
processes
• Changing the reward system
• Replace unwritten norms with
clearly specified expectations
Page 36
37. Changing the culture 2 of 2
• Shake up current subcultures
• Employee participation and a
climate of trust
Page 37