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Change Management

Change Management

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21 views74 pages

Change Management

Change Management

Uploaded by

bhongskirn
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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CHANGE

MANAGEMENT

Marilou Mendoza
10/20/2015 Senior Wound and Stoma Care Specialist and Educator 1
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Definition of Change

Any alteration from the status quo

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Definition of Change management
• “the coordination of a structured period of
transition from situation A to situation B in order
to achieve lasting change within an organisation”
(BNET Business Dictionary)

• “Change management is the process, tools and


techniques to manage the people-side of change
processes, to achieve the required outcomes and
to realize the change effectively within the
change agent, the inner team, and the wider
system.
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10/20/2015 Presented by E. Taylor 7
CURRENT TRANSITION FUTURE

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Concept of Change

• Change results from the forces which are both


inside and outside the organisation
• Changes take place in all parts of the
organisation, but at different rates of speed
and degrees of significance.
• Change may affect people, structure,
technology and other elements of the
organization.
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2 Major Types of Organizational Change

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2 Ways of Initiating Organizational Change

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FOUR COMPONENTS THAT ARE
TYPICALLY FOCUSED UPON IN
CHANGE

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Process of Change
Recognition of opportunity Prepare to overcome resistance
or problem

Line up powerful sponsors Plan for & reward visible progress

Develop and communicate


Consolidate improvements &
a vision
facilitate further change

Empower others to
act out the vision Monitor & institutionalise change

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Process of change
Freeze cycle approach (Kurt Lewin 1947 )
Need to Change

Identification/Internalization:
NEW values, attitudes and
behaviors

UNFREEZE

Locking of NEW behavior


REFREEZE
patterns:
Supporting/Reinforcing (New
Norm)
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WHY MOST PEOPLE DON’T WANT
TO CHANGE?

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Overcoming Resistance to Change: Top Ten Reasons for
Change Resistance
 THE RISK OF CHANGE IS SEEN AS GREATER THAN THE RISK OF STANDING STILL
 PEOPLE FEEL CONNECTED TO OTHER PEOPLE WHO ARE IDENTIFIED WITH THE OLD WAY
 PEOPLE HAVE NO ROLE MODELS FOR THE NEW ACTIVITY
 PEOPLE FEAR THEY LACK THE COMPETENCE TO CHANGE
 PEOPLE FEEL OVERLOADED AND OVERWHELMED
 PEOPLE HAVE A HEALTHY SKEPTICISM AND WANT TO BE SURE NEW IDEAS ARE SOUND
 PEOPLE FEAR HIDDEN AGENDAS AMONG WOULD-BE REFORMERS
 PEOPLE FEEL THE PROPOSED CHANGE THREATENS THEIR NOTIONS OF THEMSELVES
 PEOPLE ANTICIPATE A LOSS OF STATUS OR QUALITY OF LIFE
 PEOPLE GENUINELY BELIEVE THAT THE PROPOSED CHANGE IS A BAD IDEA

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MEET THE PERSONALITIES IN
CHANGE MANAGEMENT

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DON’T EXPECT A NEW RESULT IF
YOU HAVEN’T CHANGE ANYTHING

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Leadership and Change
• People change by being led, not from being told
• Visionary leadership is needed
• An energised leader will focus more on the efforts of
his or her employees
– Understanding and articulating a vision of where
the group is going
– Sharing that vision
Creating an environment where employees feel a
sense of making the vision come true (ex: setting a
plan of action)
– Creating incentives for change and rewards
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MOLDING
CHANGE NAVIGATORS

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SUMMARY

 Things change....
 Those who thrive are those who can adapt to new needs
and demands and respond to challenging or difficult
situations with positive attitudes and actions.
 Nowhere is this more true –or more significant – than for
managers. Not only must you stay abreast with current
changes but also lead your staff to embrace the changes
and in this way you can lower employee stress and increase
employee satisfaction
 Playing a leadership role during change is not easy, not
only do you have a responsibility to lead, but as an
employee yourself, you have to deal with your own reaction
to the change, and your role in it.

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Thank you for listening….
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