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Introduction to Change Management by Derek Hendrikz

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Introduction to change management by Derek Hendrikz covers transformation, importance, resistance, models, Kurt Lewin, Kotter, ADKAR, action research, organisational development, OD, culture, stabilisers, restraining and driving forces.

Publicado en: Liderazgo y gestión
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Introduction to Change Management by Derek Hendrikz

  1. 1. Introduction to Change Management derek hendrikz
  2. 2. Copyright © 2014 Derek Hendrikz Consulting
  3. 3. Alteration of thinking, emotional condition, environment, physical form, health or wealth. Change…
  4. 4. • Change is that which people do when they can no longer continue with what was relevant before. • It is a conflict of awareness followed by renewed thinking. • Change is revolutionary and transformation is evolutionary. • Change is driven by leaders and transformation directed by managers. • In organizational sense, change, if accepted, initiates a process of conversion or transformation. • The purpose of change is to bring a new ‘state of relevance’ to consciousness.
  5. 5. • For example, when we started to question the relevance of kings and Queens, a new consciousness dawned. This conflict of awareness between what was and what should be (according to our new thinking), brought about a new and (hopefully) sanctioned awareness. This could cause the topplement of such royalty, but to bring about a new reality, we will need a process of growth and evolution, this we call transformation. • Since there is currently no system that can claim eternal existence, we have to constantly change (revolutionize) to stay relevant. • We bring about organizational change through insight, innovation and influence.
  6. 6. A process whereby one state passes to another resulting in complete change.
  7. 7. • Metamorphosis, a process whereby one state passes to another, is the term that describes transformation best. • Transformation thus implies a process, which results in a complete change. From this, we can derive that a transformation process is the result of a change initiative. • In organizational sense, the purpose of transformation is usually improvement. • Organizational processes associated with transformation is reorganizing, restructuring, reengineering, remodeling, etc.
  8. 8. Importance of Change “You might not like change, but you will like irrelevance even less” General Erik Shinseki, Chief of Staff, U.S. Army “Consistency is the refuge of the unimaginative” Oscar Wilde "If you change the way you look at things, the things you look at change" Dr Wayne W Dyer
  9. 9. Reasons for Resistance to Change  The greatest reason for resisting change is the human need for certainty.  Change brings uncertainty, which leads to the anxiety.  Anxiety relates to the fear that my existing paradigm is in danger.  Our paradigms create our reality and we feel safe there.
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  11. 11. Lewin’s 3-step Change Model: • Prepare Unfreeze Change • Execute • Internalise Refreeze
  12. 12. Lewin’s Change Model:
  13. 13. Kotter’s 8-step Change Model:
  14. 14. ADKAR Change Model:
  15. 15. Action Research: Diagnosis Analysis Evaluation Action Feedback
  16. 16. Organizational Development: Underlying Values: • Respect for People • Trust & Support • Power Equalization • Confrontation of problems • Participation
  17. 17. Examples of OD Interventions: • Sensitivity Training • Survey Feedback • Process Consultation • Team Building • Inter-group Development • Structural Development • Systems development and implementation • Strategy and scorecard development
  18. 18. Neuro Associative Conditioning: Get Leverage Interrupt the current pattern Condition a new empowering pattern
  19. 19. The Four Change Stabilisers 1. Values 1. Mission 3. Culture 4. Processes
  20. 20. Creating Culture…