Se ha denunciado esta presentación.
Se está descargando tu SlideShare. ×

Change transition management.....

Próximo SlideShare
Leading through Change
Leading through Change
Cargando en…3

Eche un vistazo a continuación

1 de 52 Anuncio

Más Contenido Relacionado

Presentaciones para usted (20)


Similares a Change transition management..... (20)

Más de Moch Kurniawan (20)


Más reciente (20)

Change transition management.....

  1. 1. <ul><li>Moch Kurniawan </li></ul><ul><li>[email_address] </li></ul>Transition Management for Employee and Corporate Success
  2. 2. Our Expression after hear CHANGE……. Like this or ……
  3. 3. Topics of discussion <ul><li>Overview </li></ul><ul><li>Issue </li></ul><ul><li>Element </li></ul><ul><li>Manage </li></ul><ul><li>Questions? </li></ul>
  4. 4. When you say C hange, they say: <ul><li>“ This is a waste of time.” </li></ul><ul><li>“ Why change if it was working just fine before?” </li></ul><ul><li>“ If it ain't broke, don't fix it.” </li></ul><ul><li>“ They never tell us what’s going on!” </li></ul><ul><li>“ How soon will this happen?” </li></ul><ul><li>“ How will this impact me?” </li></ul><ul><li>“ Will I receive new training?” </li></ul><ul><li>“ What’s in it for me.” </li></ul><ul><li>“ I doubt they are really serious about this.” </li></ul><ul><li>Natural reaction to change: R esist </li></ul><ul><li>Awareness of need to change: critical ingredient and must come first </li></ul>
  5. 5. <ul><li>“ Nothing is permanent, but change” </li></ul><ul><li>(Heraclitus 535–475 BCE, pre-Socratic philosopher)  </li></ul><ul><li>“ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” </li></ul><ul><li>(Charles Darwin 1809-1882, English biologist and father of the evolution theory) </li></ul><ul><li>“ Change is good - you go first” </li></ul><ul><li>(Kenneth F Murphy 1955-, former SVP HR of Altria Group and writer) </li></ul><ul><li>  </li></ul>Change
  6. 6. Change management So what is Change Management? ‘ It isn’t the changes that are so difficult , it’s the transitions. Change is not the same as transition. Change is situational: the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. change is external, transition is internal.’ Source: Managing Transitions,Making the most of change William Bridges
  7. 7. What is Change Management? <ul><li>From Wikipedia .org </li></ul><ul><li>Organizational change management is the process of developing a planned approach to change in an organization. </li></ul><ul><li>Typically the objective is to maximize the collective benefits for all people involved in the change and minimize the risk of failure of implementing the change. The discipline of change management deals primarily with the human aspect of change, and is therefore related to pure and industrial psychology. </li></ul>
  8. 8. <ul><li>Intrinsic Change </li></ul><ul><li>change in marital status </li></ul><ul><li>health </li></ul><ul><li>family </li></ul><ul><li>relocation </li></ul><ul><li>career or job </li></ul><ul><li>personal development </li></ul><ul><li>social activities </li></ul><ul><li>purchase something </li></ul><ul><li>Extrinsic Changes </li></ul><ul><li>health </li></ul><ul><li>financial </li></ul><ul><li>environmental </li></ul><ul><li>governmental </li></ul><ul><li>natural disasters </li></ul><ul><li>technological </li></ul><ul><li>organizational </li></ul><ul><li>revolutionary </li></ul>Different types of Change
  9. 9. The Drivers for Change <ul><li>Customer expectations </li></ul><ul><li>Technology </li></ul><ul><li>Competition </li></ul><ul><li>Legislation </li></ul><ul><li>Economy </li></ul>Where are you now? Where do you want to be?
  10. 10. The potential for change is :
  11. 11. Organizational Change <ul><li>Organizational Changes Can Cause: </li></ul><ul><li>Doubt </li></ul><ul><li>Confusion </li></ul><ul><li>Uncertainty </li></ul><ul><li>Anxiety </li></ul><ul><li>Isolation </li></ul><ul><li>Resistance </li></ul><ul><li>Lack of Motivation </li></ul><ul><li>Feelings of Being: </li></ul><ul><li>- out of control </li></ul><ul><li>- overwhelmed </li></ul><ul><li>- unable </li></ul><ul><li>- without choice </li></ul>
  12. 12. One big company was hiring new staff, the question of the written exam is:
  13. 13. You are driving a car. On one big storm night. You are passing a station.
  14. 14. There are three people who are waiting for the bus One doctor who saved your life before. One guy/lady who is someone you have been dreaming to get married to. One old lady who is dying.
  15. 15. You can only take one passenger, which one you will choose? Please explain your reason.
  16. 16. Issue-Changes Management
  17. 17. Change Management Improves Your Odds <ul><li>More than 70% of change efforts fail because of failure to focus on people issues </li></ul>82% 72% 65% 54% 46% 43%
  18. 18. The Elements in the change
  19. 20. Pre – Assessment for Change
  20. 21. Individual prerequisites for change to occur Thinking & understanding Head Why should I change? Emotional/ Motivational Heart What’s in it for me? Behavioral Hands What do I do differently?
  21. 22. Why is Leadership Involvement Important? Leaders who do not champion change are more likely to have organizations that are unprepared for change Organizations follow the direction and vision set by its Leaders.  Resistance to Change  Inadequate Sponsorship Poor Project Management  Case for Change not Compelling Project Team Lacked Skills Scope Expansion/Uncertainty  No Change Management Program Siloed Process View 82% 72% 54% 46% 44% 44% 43% 41% 0% 20% 40% 60% 80% 100% Source: Deloitte Consulting CIO survey Major Barriers in Transformation Projects
  22. 23. The push / pull model of Leadership Push Pull I am aware of myself I am aware of you I NT E GR I T Y CON F I D ENC E thoughts, wants, feelings <ul><li>LOGICAL ARGUMENT </li></ul><ul><li>I make proposals </li></ul><ul><li>I state reasons </li></ul><ul><li>I state logical consequences </li></ul><ul><li>ASSERTION </li></ul><ul><li>I state my needs or wants </li></ul><ul><li>I state my evaluations </li></ul><ul><li>I persist </li></ul><ul><li>BUILDING BRIDGES </li></ul><ul><li>I recap what you say </li></ul><ul><li>I explore our views or feelings </li></ul><ul><li>I self-disclose </li></ul><ul><li>ATTRACTION </li></ul><ul><li>I build on common ground </li></ul><ul><li>I create a vision </li></ul>
  23. 24. Leading your team Communicate Help Others See the Need for Change Getting your team to wake up to the need for change involves giving them the knowledge they will need when called on to make important changes in the way they work. Reward Implement the Change Now that the change has been designed, this period involves getting up to speed and realizing the possibilities of the new way. It is about learning and finding strategies to sustain the new ways. Facilitate Create Directions for Change In this phase the team is ready to work with the leader to design and create a new path. It involves creating a vision and a road map for the change, learning, considering many possibilities and developing new skills individually and as a team. This is the high-energy, exciting period of change. Listen Enroll People in the Change This phase involves getting your team ready to accept and become active in the process of change. It involves getting over resistance and getting ready to learn new skills and ways of working.
  24. 25. The Difference between Manager and Leader Leader Manager Change Stability Leading people Managing work Long-term Short-term Vision Objectives Sets direction Plans detail Passion Control Proactive Reactive Transformational Transactional Achievement Results Uses Avoids New roads Existing roads Seeks Establishes
  25. 27. Change Impact! First Individual Impact Organization Impact Change will start with individual, and will cause a rippling effect in an organization.
  26. 28. ADRI Approach Deployment Results Improvement learning and adapting monitoring and evaluating implementing and doing thinking and planning Define the current state Define the future state Determine key sponsors And implementers Adjust environment feedback and rewards Review progress against metrics IATUL June 04
  27. 29. Move the individual in the organization to…
  28. 30. The Change cycle
  29. 32. There are a number of phases to pass through in the Emotional Cycle of Change – each with tools to help us Time <ul><li>Certainty </li></ul><ul><li>Communication and mobilization around the urgent need for change </li></ul><ul><li>Analysis and Design findings </li></ul><ul><li>Business Case </li></ul>Negative Positive Level of optimism <ul><li>Hope </li></ul><ul><li>Visioning </li></ul><ul><li>To-be plans </li></ul><ul><li>Persistent Leadership </li></ul><ul><li>Doubt </li></ul><ul><li>As-is Mapping </li></ul><ul><li>KPIs </li></ul><ul><li>RACI </li></ul><ul><li>Dynamic leadership </li></ul><ul><li>Resistance to change toolkits </li></ul><ul><li>Confidence </li></ul><ul><li>Change Management tools </li></ul><ul><li>Stakeholder mobilization </li></ul><ul><li>Communication </li></ul>Overview of the Emotional Cycle of Change
  30. 33. Reactions to Change and Managerial Interventions REACTION EXPRESSION MANAGERIAL INTERVENTION Disengagement Withdrawal Confront, identify Disidentification Sadness, worry Explore, transfer Disenchantment Anger Neutralize, acknowledge Disorientation Confusion Explain, plan
  31. 34. Why Do People Resist? <ul><li>Feel they will suffer </li></ul><ul><li>Organization does not communicate clearly </li></ul><ul><li>Perceive more work with few opportunities </li></ul><ul><li>Required to give up ingrained habits </li></ul><ul><li>Organization lacks adequate rewards </li></ul><ul><li>Organization lacks sufficient resources </li></ul><ul><li>Solicit employee input </li></ul><ul><li>Script a clear, logical message </li></ul><ul><li>Provide rewards and incentives </li></ul><ul><li>Identify new behaviors to support the change </li></ul><ul><li>Develop rewards aligned with the change </li></ul><ul><li>Prioritize work based on available resources </li></ul>
  32. 35. Why Do People Resist? <ul><li>Loss of job security </li></ul><ul><li>Employees harbor unresolved resentments </li></ul><ul><li>Change has poor introduction </li></ul><ul><li>Organization has poor internal communication </li></ul><ul><li>Communicate how employees and the organization will benefit from renewed relevance </li></ul><ul><li>Allow employees to express their grief </li></ul><ul><li>Acknowledge missteps; reaffirm commitment and clarify expectations & timeline </li></ul><ul><li>Delegate communication tasks to one person/team </li></ul>
  33. 36. What is your VISION Of the Future? “ if you do not know where you are going, any road gets you there”
  34. 37. What Change Management is <ul><li>Communication </li></ul><ul><li>Training </li></ul><ul><li>Leadership </li></ul><ul><li>Communication </li></ul><ul><li>Training </li></ul><ul><li>Leadership </li></ul><ul><li>Change Management is an investment </li></ul>
  35. 38. Responses
  36. 39. Kotter’s 8 Stages of Change Management <ul><li>Increase Urgency </li></ul><ul><li>Build the Guiding Team </li></ul><ul><li>Get the Vision Right </li></ul><ul><li>Communicate for Buy-In </li></ul><ul><li>Empower Action </li></ul><ul><li>Create Short Term Wins </li></ul><ul><li>Don’t Let Up </li></ul><ul><li>Make Changes Stick </li></ul>
  37. 40. Are You in the Change Ready Zone? Kriegel & Brandt “ Sacred Cows Make the Best Burgers” Drone Zone Challenge Resources Competencies, Time, Reserves Change Ready Zone Panic Zone Skill level required, Speed of change, Effort to learn
  38. 41. What we are feeling when faced with a change? STRESS Performance Stress Optimal Stress Area of Optimal Performance High Stress Anxiousness Unhappiness Low Stress Boredom Time when continually under high stress Performance Intended Performance Healthy Tension Fatigue Exhaustion Ill health Breakdown
  39. 43. Circle of Influence
  40. 44. The Core Message PROCESSES SYSTEMS PEOPLE / TRAINING CHANGE IN ATTITUDES AND BEHAVIOURS Sustainable results How to communicate, manage and make decisions How did we perform today ? Capacity to plan, achieve, analyse and find some opportunities ‘‘ do things differently’’ Continuous improvement
  41. 45. Create Champions of Change <ul><li>Help people feel comfortable with their being asked to do something differently. </li></ul><ul><ul><li>Tend to think first about what they have to give up </li></ul></ul><ul><ul><li>Feel isolated even when others are going through similar changes </li></ul></ul><ul><ul><li>Different resilience levels, none of us can absorb unlimited change </li></ul></ul><ul><ul><li>Concerned that they don’t have enough resources </li></ul></ul><ul><li>If not addressed all of these can lead to resistance. </li></ul>
  42. 46. A Reflection…. Change is ……..
  43. 47. A Reflection (cont’)
  44. 48. <ul><li>“ Everyone thinks of changing the world, but no one thinks of changing himself.” - Leo Tolstoy </li></ul>A Reflection (cont’)
  45. 49. A Reflection (cont’)
  46. 50. A Reflection (cont’)
  47. 51. Where do we go from here?
  48. 52. Thank you and …..

Notas del editor

  • 30 sec
  • What are the psychological aspects of change? Areas for focus in helping people change. There are other questions that characterize these arenas. These are for example.
  • 2min
  • This is another helpful resource. It is the Circle of Influence and it helps remind us that there are things we can control (blue center) things we can influence (orange circle here) and things beyond our influence and control (gravity issues) examples - things we control: own attitude, own behavior, what we say - things we influence: relationships with others, quality of our work - things beyond our control: gravity, the current war, the economy ACTIVITY – go to page 18 of the workbook and take a few minutes to record your ideas in the 3 areas, then take a few minutes to discuss this with a partner. We will ask for comments from the full group after that. Facilitator record participants ideas on a flipchart for each of the 3 areas and reinforce ideas as appropriate to help them empower themselves and control and influence they things they can impact. Conclusion: Spending our energy on the things we can control and influence increases our effectiveness and impact. Spending energy on things we can influence may also expand the size of our circle of influence.