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CHANGE MANAGEMENT

Adil Abdalla

2009

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“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 Individual, the Team, and the Wider System..”

Holger NauheimerGlobal Change Network

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Change Environment

Change Tools

Change Processes

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Ladder of Inference

I take the ACTIONS based on my beliefs

I adopt BELIEFS about the world

I draw CONCLUSIONS

I make ASSUMPTIONS based on the meanings I added

I add MEANINGS cultural & Personal

I select DATA from what I observe

OBSERVABLE data & Experiences

ACTIONS

BELIEFS

CONCLUSIONS

ASSUMPTIONS

MEANINGS

DATA

OBSERVABLE

The

Refle

xive

Loo

p

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Change Appraisal

Basis of Corporate Culture: Democratic or Autocratic

People in Organization

OrganizationIn Change

Response

Change Cost

NEW JD &Training

Staff Reduction

New Remunerations

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Change Pressures

C H A N G E

VisionGrowth

Structure

PioneersDissatisfaction

Communication

CompetitionRegulations

Costs

Demands

& Preferences

Technology Crisis

Expressions

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Change Framework

People Involved

SystemGovernance

SustainabilityCorporate Culture

Common Public Culture

Employment Security

Psychic Conflicts

Bureaucratic Innovations

Personal Parameters

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Five Stages of Grief (Kübler-Ross)

Denial “I feel fine."“This can't be happening, not to me”

Anger "Why me? It's not fair!""How can this happen to me?"

Bargaining

Depression

Acceptance

Denial is usually a temporary defense for the individual. This feeling is generally replaced with heightened awareness of situations.

Once the individual recognizes that denial cannot continue, it turns into anger due to misplaced feelings of rage and envy to others.

"I will give my life savings if...""I'll do anything for a few more years"

The hope that the individual can somehow postpone or delay inevitable; usually, the negotiation for an extension is made in exchange for the reformed.

"I'm so sad, why bother with anything?" "I'm going to die: What's the point?"

When inevitable is certain; the individual may become silent, alone, crying, grieving, disconnecting oneself. Yet; Grieving that must be processed

"It's going to be okay.""I can't fight it, I may prepare for it.”

Understanding of the inevitable that is approaching, the person will want to be left alone. Feelings and physical pain may be non-existent.

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PCI-People Centered Implementation (Changefirst)

Create and share a powerful case for change in the organization Shared Change Purpose

Develop strong change leadership for the initiative Effective Change

Leadership

Build and deliver plans to engage people in the change

Powerful Engagement Processes

Build understanding and commitment of middle and front-line managers

Committed Local Sponsors

Create commitment and behavior changing actions for front-line people

Strong Personal Connection

Support people as they learn to adapt, managing their resistance sensitively and empathetically

Sustained Personal Performance

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ADKAR (Prosci)

Why the change is neededAwareness

Support & Participate in the changeDesire

How to change Knowledge

Implement new skills & behaviors Ability

Sustain the change Reinforcement

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D x V x F > R (Richard Beckhard)

D

V

F

R

Dissatisfaction with how things are now

Vision of what is possible

First, concrete steps that can be taken towards the vision

If the product of these three factors is greater than Resistance

C(e+p) Resistance to change as the cost of change, subdivided into the economic cost of change (monetary cost) and the psychological cost of change.

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Change Environment

Change Tools

Change Processes

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Dynamics of Change

Change Case Change

ForumsImplement

Change

Management Verdict

Change Mentoring

Change Rewards

Change Visionaries Change

AdvocatesThe People

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Organizational Change Management

Techniques for creating achange management strategy

Engaging senior managers as change leaders

Building awareness of theNeed for change

Developing skills and knowledgeto support the change

Helping employees move through the transition

Methods to sustain the change

Readiness Assessments

Sponsorship

Communications

Education & Training

Coaching by Managers & Supervisors

Measurement Systems, Rewards & Reinforcement

By

By

By

By

By

By

Improvements

Lessons Learned

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Change Scope

Problems

Achievements

Objectives

Involving Stakeholders

Message Clarity

Key Staff Involved

Chaos Recovery

Early Warning System

Foresee Resistance

Foresee Entire Picture

StakeholdersBuy-in

ProcessRe-engineering

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Change Message

Organization

Team

Self

Emotional Engagem

ent Succ

essf

ul C

hang

e

Change Project

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Change Drivers

Drivers

Affect Zones(You, Your

Team, or the Organization

Affect Level

Consequences for the

Organization

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Measuring Tool

Is the Project Considered Realistic?

AccessibilityDoes the Project Make

People Envious?

Attraction

Is the Project Known?

Reputation

Is the Project Perceived as Really Necessary?

Legitimacy

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Change Environment

Change Tools

Change Processes

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Maslow Model

Self Actualizatio

n

Esteem Needs

Belonging Needs

Safety Needs

Physiological Needs

Being Needs

Deficit Needs

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Human Needs

FreedomFree from Coercion

CreationFree to Create the New

AffectionFree from Rejection

ProtectionFree from Fear

IdentityFree to be Proud

SubsistenceFree from Want

ParticipationFree from Exclusion

UnderstandingFree from Uncertainty

LeisureFree from Exhaustion

Self

Others

ShareOwn

Entrepreneursh

ipTeam

BilateralGrouping

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Imposing Change

Emoti

ons

Time

Shock

Anger

Denial

Bargain

Acceptance

Depression

Leadership

Managerial

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Reaction to Change

Naturals SupportersResisters

70-80%Wait & See

Fence SittingWithholding SupportMoaning & GroaningAgreement without

Commitment

10-15%Change Agents

Problem SolvingSelf Assuagement

Anticipating the Need for Change

10-15%Passive ResistanceOvert Resistance

SabotageBlaming & Finger

Pointing

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Change @ System

Monitor & Communicate at

all Levels

Trust Build up with/among Stakeholders

Analyze & Understand

Environment

Envision & Develop a New

Culture

Facilitate Change Applications

New Goals

OrStates

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Spiral Dynamics

Co-Sensing Co-Presencing Co-Creating

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Otto Scharmer: Presencing

DownloadingFrom The Past

Performing Achieving Results

PrototypingStrategic Microcosms

CrystallizingVision & Intention

PresencingConnecting to Source

SeeingWith Fresh Eyes

SensingFrom The Field

EMBODYING

ENACTING

LETTING-COMELETTING-GO

DEEP-DIVE

SUSPENDING Open Mind

Open Heart

Open Will

Access Your..

Who is my Self?What is my Work?

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Complexity in Organizations

KnownRepeatable Perceivable Cause & Effect Relations

Sense-Categorize-Relation

Knowable

Cause & Effect are Coherent in Retrospect, Not Repeatable

Sense-Analyze-Respond

Complex

Cause & Effect Relations Separate over time and Space

Probe-Sense-Respond

No Perceivable Cause & Effect RelationshipsChaos

Act-Sense-Respond

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Edge of Chaos

CO-CREATINGMethods and Approaches to maximize the Management of Knowledge,

Resources, and Utilization

of Passion and

Responsibility

SELLINGBuy-in Strategies, Change Agents,

Persuasion, Negotiation, Real Time

Strategic Change

CONSULTINGScenarios,

Leadership, Intuition, Learning

Organizations, Systems Making

High Uncertainty

Clos

e to

Agr

eem

ent

Dis

agre

emen

t

TELLINGRational Decision

Making, Classical Project Management, Organization Development

EDGE OF CHAOSAvoidance,

Disintegration

Close to Certainty

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Road Mapping

Training Programs for Managers

Enhance: How To Manage?

Pilot Project: Create Culture

Building Mutual Trust

Formalization

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Next Steps

Awareness (Listen, See, Feel)

Be Confident

Start Slow

Do as Little as You Can

Be the Change

Take Care of Your Networks