day 4

1. Managing and
Implementing Change
and Innovation

2. Some thoughts..
In a progressive country change is constant;
...change... is inevitable ~ Benjamin Disraeli
(1804-1881)
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change.
~ Charles Darwin (1809-1882)

3. Objectives…
• Understand the reasons organisations need to change.
• Introduction to some theoretical change models.
• Understand how to conduct an environmental and
organisational analysis
• Ideas about managing the people during change
• How to identify an opportunity to change
• How to assess the benefits and risks of change
• How to create a change implementation plan.

4. Driving change is often about
influencing other stakeholders and
others by negotiation…

6. What is change?
Change can be regarded as the process of
“analysing the past to elicit the present actions
required for the future”.
It involves moving from a present state, through
a transition state, to a future desired state.
Rosabeth Moss Kanter

7. Change Management is ……
‘ the application of a structured process and set
of tools for leading the people side of change to
achieve a desired outcome ‘
Prosci Change Management Model

8. Change can be….
• Small or big
• Planned or unplanned
• Fast or slow
• How it is perceived by stakeholders is really
important

9. Managing change involves….
• Changing the business
• Changing hearts and minds….
• Embedding the change
• Moving on to the next ….change ….and the
next one!!

10. Exercise - Why do organisations need to
or choose to change and innovate ?
• Consider the internal environment and the
external environment ?
• What sort of change would that involve ?
- organisational
- people
- products
- services
- stakeholder impact

11. Why do organisations change and
innovate ?
• Crisis: e.g. 9/11 Buncefield
• Performance Gaps- goals
and objectives are not being
met
• New Technology - more
efficient and economical
methods to perform work.
• Identification of
Opportunities - to increase
competitiveness.
• Reaction to Internal &
External Pressure:
customers, environment,
legislation, shareholders,
employees, competitors,
stakeholders
• Mergers & Acquisitions:
Mergers and acquisitions can
mean duel functions being
redundant
• Change for the sake of
change: new CEO to
demonstrate effectiveness
• ‘Sounds Good/ Us too’ other
organisations are doing the
same .
• Planned Abandonment -
declining products, markets, or
subsidiaries and allocating
resources

13. Why analyse stake holder power and
interest … ??
• The opinions of the most
powerful can influence
what you achieve
• Involvement at all times
makes it likely they will
support you
• Likely to improve the quality
of your work or change.
• Can help you with resources
e.g change or projects
• Communicating well and
frequently develops
relationships
• Helps you prioritise and
helps with time
management challenges
• Keeps you focussed on
what's really important
about what you do.

14. Power v Interest ?

15. Exercise – review who your
stakeholders are….
• Who are affected by your work ?
• Who has influence or power over it ?
• Who has an interest in its successful or
unsuccessful conclusion.?
• … and who are the people in these groups
who are really key contacts and how do you
want to communicate with them?

16. Other considerations…
• What financial or emotional
interest do they have in the
your work or the change?
Positive or negative?
• What motivates them ?
• What information do they
want from you?
• What is their current
opinion of your work?
• How do they want to
receive information from
you? What is the best way
of communicating your
message to them?
• Who influences their
opinions generally, and who
influences their opinion of
you?
• Are these influencers
stakeholders too ?
• If you can’t meet their
needs or expectations how
will you influence or
negotiate with them?
• Have you talked to them ??

17. Communication is crucial

18. Avoid …. please
• Assuming you know what the stakeholders are
thinking
• Trading the interests of one group off against
another
• Ignoring the concerns of stakeholder groups
that are critical to the organisation e.g
customers
• Neglecting the interests of important
stakeholders

19. Why are managers cautious about change ?......
Because we know people can react badly and
understand the disruption it can cause

20. Types of change
• Developmental – what already exists is
continually improved but no radical progress is
achieved or aimed at
• Transitional - A shift in the way a process is
completed, designed to increase efficiency.
• Transformational - A move in an organisation
of culture of business in strategy and
processes

21. Change Management Models
• Kurt Lewin 3 stage change model
• William Bridges Change vs Transition
• Kubher Ross
• John Kotter 8 Step Change Model

22. Kurt Lewin change model

24. Force Field Analysis

26. Bridges-Transitional model (1991)
• Differentiates between change and transition
• Change is situational and happens without
people transitioning
• Transition is psychological and is a three phase
process
• People gradually accept the details of the new
situation and the changes that come with it.

27. Bridge’s Transition Model
Benefits
1. You can use the model to
understand how people feel as you
guide them through change. It
clarifies the psychological effect of
change.
Limitations
1. While the model is useful for
implementing change, it's not a
substitute for other change
management approaches. It cant
be used as an independent change
management model.
ENDING NEUTRAL ZONE NEW BEGINNING
More at : http://www.mindtools.com/pages/article/bridges-transition-model.htm

28. Bridges … Stage One - Endings
• End what ‘used to be’
• Identify who is losing what
• Openly acknowledge the loss
• Mark the endings
• Continuously repeat information about what
is changing
• …….and why.

29. Bridges – Stage two- Neutral zone
• Individuals within the organisation feel
disoriented
• Falling motivation
• Increasing anxiety and anger
• Ensure that people recognize the neutral zone
• Treat it as part of the organization's change
process.

30. Bridges- Stage three - New beginnings
• Gain acceptance of the purpose
• Communicate a picture of how the new
organisation will look and feel
• Communicate and gain a step-by-step
understanding of how the organisation will
change

31. Kotter - 8 Stage Model of Change
1. Sense of urgency
SWOT analysis
2. Form a powerful
coalition of ‘change
agents’ and team build
3. Develop a clear vision
that the change agents
can describe
4. Communicate the
vision – vary methods
5. Empower people to
remove obstacles
6. Get some short term
wins
7. Consolidate and build
on change e.g. longer
term goals
8. Anchor the change in
the culture

34. Change Management / analysis
Tools
• PESTEL Analysis
• Force field Analysis
• Risk Assessment
• Impact Assessment

35. Organisational analysis…

36. Environmental analysis

37. Group Exercise….. PESTLE?
• Where is the company now
• What are the challenges
• What are the threats or opportunities
• What would be the benefits of change

38. The transition curve - the emotional
response
People have four main areas of need:
• They must understand the changes
• They must be given the opportunity to
learn new skills
• They need to be supported and encouraged
to deal with problems
• They need empathy and understanding

39. The Transition Curve

41. Four responses to change…..
• Entrenched – “if I sit tight this may never
happen”
• Overwhelmed – anxious and feel powerless
• Posers – confident but may not be self aware
or able.
• Learners – prepared to give it a go, still feel
stretched, resilient

42. Why people resist change
• Loss of control
• Personal uncertainty
• Concern about competence
• More work / less work
• Past resentments
• Real threats

43. Communication – the 4P’s
• Purpose - Describe why you are making the change
• Picture - Describe what the future will look like
• Plan - Describe the steps you need to take to get
there
• Part -Describe the part you need the specific
employee to play; specify your requests and their
objectives

44. Dealing with the resistance to
change
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and co-option
• Explicit and implicit coercion

45. Dealing with the resistance to
change
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and co-operation
• Explicit and implicit coercion

47. Change management plan… what it
should cover- remember SMART !
• The concept of change management in the
project
• Forecasting and planning changes proposed
• Arranging and controlling changes/ variations
in the project as they occur
• Analysing and adjusting changes as required
• Monitoring & evaluating