Change Mgmt Model
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Transcript of Change Mgmt Model
8/3/2019 Change Mgmt Model
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ORDINA NV Vivaldiplantsoen100 3533 JE Utrecht Tel: 030 2984184 Fax: 030 2984183 www.ordina.nl e-mail: [email protected]
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Business Modeling and Requirements EngineeringBusiness Modeling and Requirements Engineering
dr. J.F.M. (Hans) Burg
Ordina Finance
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OverviewOverview
Introduction
Last time in BM&RE…
Core Topics
– Change Management
– 8-steps to Change Management (Kotter)
– Changing in 5 colors (de Caluwé)
Summary
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Overview (including Application Modeling)Overview (including Application Modeling)
Elicitation SpecificationVerificationValidation
User requirements
KnowledgeRequest
ModelsResults
FinalModels
Models
Feedback
Users:Problems & Goals
Business
requirements
Technology
requirements
BusinessStrategy & Goals
ICT Strategy& Portfolio
Process Modeling
Object Modeling
Application Modeling
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Change ManagementChange Management
Why bother?
– Each new system is a change
– Almost each adapt ion to an existing system is a change
– Each advise contains and leads to a change
– – Your only certainty is that everything will change!Your only certainty is that everything will change!
What is Change Management
– It is not: ITIL of IT Service Management!!!
– It is about understanding people who are willing or forced to change
– It is about understanding organizations that want or need to change
– – It is about realizing changes effectively!It is about realizing changes effectively!
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Change ManagementChange Management – – Changing focus in the ’80s and ‘90sChanging focus in the ’80s and ‘90s
Structure
– Changes should be facilitated by the organizational structure: it enhancesadaptation and flexibility
– A simple organizational structure for a simple dynamic environment
– An adhocracy (less bureaucracy and more democracy/commitment) for a
complex dynamic environment
– Management by surprise: there is no ‘Change Management for Dummies’-book
– Decentralize entrepreneurship and organize work in small autonomous units
Culture
– People are the organization: their way of working, attitudes and norms(together: the culture of the organization) is the core of every change
Transformation
– Real changes are irreversible: water changes into steam, steam changes backinto water, a caterpillar becomes (transforms into) a butterfly
– The connection between head, heart and hands is crucial
Chaos
– Chaos precedes Order
– Self ordering: do not force chaos (i.e. change) into a straightjacket, but let itfind its way on its own
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Change Management: Isn’t it easy?Change Management: Isn’t it easy?
Change Management in a nutshell:
Phase 1: Unfreezing
– Make the organization andpeople ready for the change
Phase 2: Movement
– Realize the change
Phase 3: Refreezing
– Make sure the change willbecome ‘business as usual’
Phase 1:Unfreezing
Phase 1:Unfreezing
Phase 2:MovementPhase 2:
Movement
Phase 3:Refreezing
Phase 3:Refreezing
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Change Management at several levelsChange Management at several levels
Change Management is a generic term, it is applicable at several levelswithin an organization.
Inputs
Inputs
Inputs
Design Components
Design Components
Design Components
Outputs
Outputs
Outputs
A. Organizational level
B. Group level
C. Individual level
Generalenvironment
Industrystructure
Organizationdesign
Organizationdesign
Group design
Personalcharacteristics
Technology
Strategy
HumanResource Systems
Structure
MeasurementSystems
Culture
Goal Clarity
TaskStructure
GroupComposition
Team
FunctioningGroupNorms
Skill Variety
TaskIdentity
TaskSignificance
Autonomy
Feedbackabout Results
OrganizationEffectivinesse.g.Performance,Productivity,Stakeholdersatisfaction
TeamEffectivenesse.g.
Quality of work life,performance
IndividualEffectivenesse.g.Job satisfaction,Performance,Absenteeism,Personal dvlpmnt
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“It’s raining outside”“It’s raining outside”
What can be changed?
Behavior
– Collection of clothes that one can wear or not, by choice. Can betaught
Competences
– The level of ‘what’. Used when necessary. Make people conscious oflacking competences before teaching them (to use the competence)
Beliefs
– Can only be changed when people are made conscious of them andare convinced by themselves to adapt them
Personality
– Personal characteristics: facts for the short term, might develop inthe long term
Self
– The essence of being: this cannot be changed
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Change ManagementChange Management – – Personal CyclePersonal Cycle
Loss of security, competence, relationships, direction, territory – What’s happening? What should I do? Can I do that? Where are we going?
Denial – This is not happening! This can’t be true! Things aren’t as bad as they seem!
Resistance, occurring as anger, negotiation or letting things go
Depression, the past is the past, times have changed
Involvement, taking ones responsibilities for the future, trying new things, developcompetences
Integration, accepting changes, let them become business as usual, having energy fornew things
lossloss
denialdenial
resistanceresistance
depressiondepression
involvementinvolvement
integrationintegration
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Change ManagementChange Management – – Dealing with resistanceDealing with resistance
Start: inform about intent and time path of change, offer help and structureto deal with change, convince for need, importance and urgency
Denial: inform about current problems, listen, ask, be open
Resistance: discuss resistance, negotiate, do not advise but listen, highlight(premature) successes
Depression: discuss rituals, communicate vision, be positive
Exploration: negotiate, experiment, develop capabilities, implement step-
by-step, evaluate and correct, reward desired behavior Integration: attitude and behavior is crucial for success, talk and discuss
startstart
denialdenial
resistanceresistance
depressiondepression
explorationexploration
integrationintegration
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88--phase model for changesphase model for changes-- KotterKotter
1. Create sense of urgency
2. Form leading coalition
3. Develop a vision and strategy
4. Communicate the change vision
5. Create commitment for action by ‘empowering’ employees
6. Generate short term results
7. Consolidate improvements and implement more changes
8. Anchor new way of working in the culture of the organization
Make sure you pay attention to each phase!
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Changing in 5 colorsChanging in 5 colors – – dede CaluwéCaluwé
Yellow: change by power and coalition
– The power of the sun, breeding the coalition
Blue: change by plan (the result is defined, described and guaranteed)
– Blueprint
Red: change by influence (influence, tease and seduce people) – The color of people’s blood
Green: change by grow (ideas, motivation and learning ability are key)
– Giving green light to grow, like nature’s grow
White: change by self ordering and evolution
– White is the sum of all colors (light), everything is open
Make sure that you know what your way of changing is, what the cultureof the organization is and what approach will most likely be the mosteffective for the change.
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e y o n dB t h e ord i nary People/Things will change , if you…People/Things will change , if you…
Base the change on the will and whishes of people
Use the energy of the people themselves
See dynamism and complexity
Remove blocks
Use symbols and rituals
White
Make them conscious about new visions or their own shortcomingsMotivate them to see/learn/do new things
Create suitable and common learning situations
Green
Stimulate people, either by punishment or rewards
Use advanced HRM-instruments for rewarding, motivating, promoting
Giving people something back when they give you something
Red
Define a clear result/goal in advance
Plan the road from A to B
Monitor each step on the road and correct them if they leave the road
Stabilize and control as much as possible
Reduce the complexity
Blue
Bring concerns together
Make them form opinions
Create win-win situations and form coalitions
Make them see the advantages of power, influence, status, etc.
Make them act as one
Yellow
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SummarySummary -- 77
Change Management
8-steps to Change Management (Kotter)
Changing in 5 colors (de Caluwé)