Change Management in Judiciary

CHANGE MANAGEMENT IN JUDICIARY

TALWANT SINGHPRINCIPAL JUDGE

FAMILY COURTDELHI (INDIA)


CHANGE MANAGEMENT is an approach to transitioning individuals, teams and organisations to a desired Future State.

In JUDICIARY, it is a reforming process where changes to scope of reforms are formally Introduced, Approved and Implemented.


TO CHOOSE WHICH INNOVATIONS TO ADOPT, FOUR MAJOR FACTORS ARE:

Levels, Goals & StrategiesMeasurement SystemSequence of StepsImplementation & Organizational Change


MANAGING OF ORGANIZATIONAL CHANGE IS A FOUR-STEP PROCESS:

Recognizing Changes in broader Organization environment

Developing necessary adjustments for Organization's needs

Training Employees on appropriate changes

Winning support of Employees with peruasiveness & appropriate adjustments


Cont......

Counter Resistence from Employees & align them to strategic direction of Org.

Provide personal counseling to alleviate any change related fears

Monitoring of the implementation and fine tuning as and when required


INFORMATION AND TECHNOLOGY DRIVEN CHANGE MGT. STRATEGY

Organizations that manage information well always have an advantage

There is difference between 'Automating Technologies' & 'Infomating technologies'

Gathering & Analysing Information is necessary for Organization's Success


SUCCESSFUL CHANGE MANAGEMENT

IS POSSIBLE ONLY WHEN:

It benefits Court Management to deliver efficient services to Stakeholders

Effective Communication with Stake-holders of Why, What is in for me and you, When, Who is involved, Where, how much it cost?

Effective Education, Training & Skill upgrade


FIVE DISCIPLINES OF A

LEARNING ORGANIZATION

Personal Responsibility, Self-Reliance & Mastry Personal Mental Models Sharing Vision where we want to be in future Team Learning- It involves shift from 'Advocacy'

to 'Enquiry' Thinking of a whole System rather than of Parts


It is necessary to know your Target Group before introducing Change Management

Human beings have five traits:Openness to Experience (Inventive/Cautious)Conscientiousness (Efficient/Careless)Extraversion (outgoing/reserved)Agreeableness (Friendly/Cold)Neoroticism (Sensitive/Confident)


LEARNING STYLES

Synthesis AnalysisMethodical StudyFact RetentionElobrative Processing


PROCESS REENGINEERING

Incremental change does not seem to be making grade. Its' time to pull out big guns.

Solution for radical change to dramatically improve an Organization's performance is called "Process Reengineering".

Two key words are 'radical' & 'dramatic'.


Radical redesign means getting rid of existing processes and procedures and inventing new ways.

Dramatic improvement means a quantum leap in performance.

Both the ideas are in direct conflict with old thinking of 'constant incremental improvement'.


In reengineering, to meet demands for quality service, flexibility and low costs, processes must be made simple.

Individual processes are combined to gain efficiencies and productivity.

Employees are allowed to make on the spot decisions to eliminate roadblocks.

It can increase employees' satisfaction and loyality and they can enhance skills.


PROCESS ENGINEERING IS NOT:

Reorganizing;Restructuring;Downsizing;Automation; orCost-Cutting


Process Reengineering Success Factors:It is most important to have executive

management support.It is impertive to have willing participation

of all associates invoved in the re-design.Ability of the project team to discern what

processes are value-added and customer focused and which are not.


"Gemba" is an important word in Process Reengineering, which means 'actual place'

The Gemba is where the value is createdValue is created when people, information,

materials, equipment and processes come together to serve the customer.

Processes that support Gemba should be at the forefront of Pro. Reeng. exercise.


THANKS

TALWANT SINGHPRINCIPAL JUDGE

FAMILY COURTDELHI (INDIA)

Change Management in Judiciary

Technology

Transcript of Change Management in Judiciary