Change November 2015

All you wanted to know about change management

by Toronto Training and HR

November 2015

CONTENTS3-4 Introduction5-6 Definitions7-8 Types of change9-10 Key issues in the change management process11-12 Criteria for mobilizing change13-14 Taking charge of change15-16 Questions to ask17-18 Sense making and change19-20 Practical ways to facilitate change21-22 Typical reactions to major change23-24 A stakeholder engagement culture and change25-27 Is a people plan needed for the change process?28-29 Conditions that form the basis for good hosting of change30-31 Areas where we need to change the way we approach managing change32-33 Turning strategic conversations into experiences that ignite engagement

and accelerate change34-35 Enlisting multiple sources to lead to positive change36-37 Strategies to engage and enable employees38-39 Change transformations40-42 How learning & development practitioners can make a difference43-44 Common myths about change45-47 Barriers to change 48-49 Challenges for change leaders50-51 Conclusion, summary and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Definitions

Definitions • Change management

Types of change

Types of change

• Evolution• Adaptation• Revolution• Reconstructio

n

Key issues in the change management

process

Key issues in the change management process

• Organizational issues• Individual/group

resistance to change

Criteria for mobilizing change

Criteria for mobilizing change

• Fast start, fizzles out• Bottom of the in-tray• Anxiety and

frustration• False starts• Successful change

Taking charge of change

Taking charge of change

• Keep an open mind• Evaluate your

changeability• Cultivate flexibility• Identify resources• Accept the challenge

to change• Look for role models• Take advantage of

change

Questions to ask

Questions to ask

• Discover• Choose• Vested interests• Coalitions and leadership• Act• Organizational defences• Fear of failure• Contradictions and

conflict• Anxiety and basic

assumptions• Shared mental models

Sense making and change

Sense making and change

• What is sense making?• Identity construction• Retrospective• Social process

• Dispositions

• Social position

Practical ways to facilitate change

Practical ways to facilitate change

• Develop leaders to lead change

• Proactively engage with change

• Facilitate teams going through change

• Understand change advocacy

• Champion wellness

Typical reactions to major change

Typical reactions to major change

• Shock• Denial• Resistance• Exploration• Commitment

A stakeholder engagement culture

and change

A stakeholder engagement culture and change

• Why create a stakeholder engagement culture?

• The characteristics of a stakeholder engagement culture

• How to create a stakeholder engagement culture

• Maturity levels of a stakeholder engagement culture

Is a people plan needed for the change process?

Is a people plan needed for the change process? 1 of 2

• Is there ownership of the process or systems by individuals?

• Was the process or system developed or refined by the individuals?

• Do the individuals have a mid to long term involvement with the process or system?

Is a people plan needed for the change process? 2 of 2

• From the individual’s perspective is the process or system satisfactory?

• Has a previous attempt to change the process or system failed?

Conditions that form the basis for good hosting of change

Conditions that form the basis for good hosting of change

• Be present• Participate and

practice conversations

• Host• Co-create

Areas where we need to change the way we approach managing

change

Areas where we need to change the way we approach managing change

• People aren’t always motivated by what motivates you

• People don’t like being told what’s good for them

• It takes positives and negatives to change

• Your leaders may be hindering rather than leading the change

• Good intentions are never enough

Turning strategic conversations into

experiences that ignite engagement and

accelerate change

Turning strategic conversations into experiences that ignite engagement and accelerate change

• Define your purpose

• Engage multiple perspectives

• Frame the issue• Set the scene• Make it an

experience

Enlisting multiple sources to lead to positive change

Enlisting multiple sources to lead to positive change

• Focus on behaviour• Connect to values• Invest in skills• Leverage peer pressure• Change the

environment

Strategies to engage and enable employees

Strategies to engage and enable employees

• Enlist the support of managers at all levels

• Clarify ‘must-win’ battles

• Manage the hand-offs• Avoid the trap of

routines• Take a broad

perspective on rewards• Don’t overlook

recognition• Treat training as a

process rather than an event

Change transformations

Change transformations

• Design • Techniques• Management

How learning & development

practitioners can make a difference

How learning & development practitioners can make a difference 1 of 2

• Business credibility• Commitment to

personal development

• Understanding the change agent’s role

• Knowledge of consulting best practice

• Excellent facilitation skills

• Sense of realism

How learning & development practitioners can make a difference 2 of 2

Overcoming change fatigue• Ditch the rhetoric,

and in particular the term ‘change fatigue’

• Empathize don’t patronize

• Make your intervention relevant

• Be useful not helpful• Intention

Common myths about change

Common myths about change

• Change is fixed• Change is managed• Change fails• Change resistance is

bad

Barriers to change

Barriers to change 1 of 2

• Fear• Comfort• Broken promises• Language• Drift

Barriers to change 2 of 2

Layers of resistance• Disagreement that

there is a problem• Disagreement about

the nature of the problem

• Disagreement about the direction or details of the solution

• Disagreement that the solution can be implemented successfully

• Unspoken/unresolved reservations

Challenges for change leaders

Challenges for change leaders

• Control• Maintaining the

pace and avoiding shortcuts

• Avoiding initiative decay

• Over-focus on the individual leader

• Playing politics• Skip on multi-

loading• Don’t hunt in packs

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

Change November 2015

Business

Transcript of Change November 2015