Chapter 10 Change Management
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Transcript of Chapter 10 Change Management
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CHAPTER 10MANAGING CHANGES
Strategy in Managing Changes Education process for Change &
Improvement Actions Model / Method of Change
Management
BY: UK RAAI A/P CHEN GB120172
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Definition:
The process, tools and techniques to manage the people-side of change to achieve a required business outcome. (Prosci Inc.)
Refers to a set of basic tools or structures intended to keep any change effort under control with the goal to minimize the distractions and impacts of the change (Kotter, 2011).
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10.1 Strategies in Managing Change
“Strategies for effective changes”Assess organizational readiness
Develop future state vision
Engage leader
Communicate
Transition staff
Facilitate individual change
Create organizational alignment
Train
Monitor and remediate
Paton, R. A. & McCalman, J. (2000).
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STRATEGY 1: ASSESS ORGANIZATIONAL READINESS
Evaluate the high level impact of changes. Identify the key point of risk. Plans to address the key point of risk. Identify the person involved and impacted in the
process of changes.
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STRATEGY 2: DEVELOP FUTURE STATE VISION
Explaining the changesAnalyse and make the comparison of the
outcome.Decide for future vision.
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STRATEGY 3: ENGAGE LEADER
Identify the gap between current and future. Identify individuals that could help in
changes program.Develop a plan to gain the buy-in and
support of those individuals most critical to success.
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STRATEGY 4: COMMUNICATION
Develop a communication strategy and roll-out plan to create understanding and drive acceptance.
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STRATEGY 5: TRANSITION STAFF
Develop plans for staff transition, deployment, separations and talent retention.
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STRATEGY 6: FACILITATE INDIVIDUAL CHANGES
Build change adaptability skills and help individuals internalize and move through the change easily.
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STRATEGY 7: CREATE ORGANIZATIONAL ALIGNMENT
Evaluate relevant programs and policies, to identify points of incongruence and develop plans for alignment.
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STRATEGY 8: TRAIN
Develop a training strategy to create proficiency for operating under the new model.
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STRATEGY 9: MONITOR AND REMEDIATE
Measure adoption and performance.Develop strategies to address problems.
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10.2 Education process for Change & Improvement Actions
The objective of education changesFactor of changesChange in educationImprovement action in TVET
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OBJECTIVE OF EDUCATION CHANGES
To reduce conflict.To enhance productivity.As the external and internal motivation.
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FACTOR OF CHANGES
FACTOR
Technology
Lifestyle
Competition
Political policy
changes
Economic sector
changes
Labour market
changes
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CHANGES IN EDUCATIONEducation as the main contributor to the
development of the nations (Fagerlind & Saha, 1985).
Focus on:
i) Expanding and improving education needs
(enhancing the skills and productivity).
ii) Smart education (Pembestarian
Pendidikan).
iii) ICT engagement
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CHANGES IN EDUCATION
Implication of changes :
i) Improvement in economical, social and political sector.
ii) Continuous innovation
iii) Education reformation
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CHANGES IN EDUCATION – Education Reformation
SISTEM PENDIDIKAN ANEKA JURUSAN (1965)
PROGRAM SAINS PADUAN DAN MATEMATIK MODEN (1971)
KBSR (1983)KBSM (1989)
SMART SCHOOL (2000)
PPSMI (2003)
KURIKULUM STANDARD SEKOLAH RENDAH (KSSR)
PENTAKSIRAN BERASASKAN SEKOLAH (PBS)
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IMPROVEMENT ACTIONS in TVET SECTOR
1926Trade Scho
ol
1967 Transformation for Vocational
School
1987SPVM
1996 Vocational
Secondary
School (SMV) transforms into SMT
2002 SMT
transforms into SMV
2002 Vocationa
l subject in
daily scho
ol system
2006 Modular
Curriculum
2013
Vocational College (KV
)
2016 Diploma
Kemahiran Malay
sia (DKM)Diploma
Vokasional
Malaysia
(DVM)
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10.3 Model / Method of Change Management
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KURT LEWIN CHANGE THEORY
Kurt Lewin change theory and Lewin's three step model is very much a significant part of change management strategies for managing change in the workplace in the 21st century.
Developed during the 1950's and the concept of 'Unfreezing-Transition-Freezing' still remains very relevant today.
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Three step change model phase
Unfreezing
Transition
Freezing
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Unfreezing
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Transition
Developing new behaviors, values, and attitudes, sometimes through organizational structure and process changes and development techniques.
There may be a period of some confusion as we move from the old ways of doing things to the new.
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Freezing
When the people, structure, and strategy element and things are looking well, it is time to lock things in.
We act here to make sure that the improvements stick and continue being applied until the changes become the 'way we do things around here'.
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JOHN KOTTER’S LEADING CHANGE MODEL
The change management according to John Kotter, is about outlines the eight critical success factors from establishing a sense of extraordinary urgency, to creating short-term wins, to changing the culture ("the way we do things around here").
Kotter say's "Leaders who successfully transform businesses do eight things right (and they do them in the right order)."
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John Kotter - 8 Critical Steps to Success
JOHN KOTTER’S 8 STEP OF LEADING CHANGE MODEL
Read further at http://www.change-management-consultant.com/john-kotter.html
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ADKAR CHANGE MANAGEMENT MODEL
ADKAR describes the required phases that an individual will go through when faced with change.
ADKAR is a foundational tool for understanding “how, why and when” to use different change management tools.
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The five building blocks of successful change
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
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AWARENESS
Let the people in the organization aware of: - What is the nature of the change? - Why is the change happening? - What is the risk of not changing?
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DESIRE
Desire to support the change.
Personal motivation to support the change.
Organizational drivers to support the change.
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KNOWLEDGE
Knowledge on how to change.
Knowledge, skills and behaviours required during and after the change.
Understanding on how to change.
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ABILITY
Ability to implement new skills.
Demonstrated ability to implement the change.
Barriers that may inhibit when implementing the change.
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REINFORCEMENT
Reinforcement to sustain the change.
Mechanisms to keep the change in place.
Recognition, rewards, incentives, successes.
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CHANGE MANAGEMENT by DESSLER (1995)
Phase 1: Change towards productivity enhancement
This change affects certain parts of the organization such as the change in the organizational structure, introducing new technologies and provide staff development program to increase the commitment and productivity.
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CHANGE MANAGEMENT by DESSLER
Phase 2: Changes in the organization's strategic.
Changes made according to surrounding and involved whole organizations such as redefine organizational’s role, changes in the organization's core values , mission and vision remodelling and changes in organizational strategy and structure.
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CHANGE MANAGEMENT by DESSLER
Phase 3: Reactive changes (with reaction)
These changes occur due to the direct reaction of customers and other interested parties (stakeholders).
Sensitivity of customers and stakeholders on environmental
issues and ethics requires an organization to make changes.
Examples of changes: PPSMI (Studies in mathematics and science) which is changed into English language.
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CHANGE MANAGEMENT by DESSLER
Phase 4: Changes resulting from the expected (awareness)
Changes do not due to the insistence of customers but because of awareness among management that changes will be necessary to ensure the organization obtain competitive advantages.
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ACOT Model- Apple Classroom of Tomorrow
During the mid-1980s, a time of great excitement about using technology to enhance education, thus educators at Apple Inc. proposed a simple experiment.
They would create environments in which technology was used as routinely as paper and books—and then observe the effects on teaching and learning.
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ACOT MODEL
STAGE WHAT TEACHER CAN DO FOR THE CHANGE?
ENTRY Learn the basic of using the new technology.
ADOPTION Use new technology to support traditional instruction.
ADAPTATION Integrate new technology into traditional practice.
APPROPRIATION Focus on cooperative project based and interdisciplinary work-incorporating the technology as needed and as one of many tools.
INVENTION Discover new uses for technology tools.
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REFERENCES
i. ADKAR Change Management: creating changes in individuals. eba.com. Retrieved December 20, 2013, from http://www.educational-business-articles.com/ADKAR-change-management.html
ii. Apple Classrooms of Tomorrow- Today Learning in the 21st Century: Background Information. Retrieved December 18, 2013, from http://www.acot2.com
iii. Cameron, E. & Green, M. (2004). Making Sense of Change Management: A complete Guide to the Models, Tools & Techniques of Organizational Change. London: Kogan Page Limited.
iv. Dessler, G. (1995). Managing organizations in an era of change. Texas: Dryden Press.
v. Fagerlind, I. & Saha, L. J. (1985). Education and National Development: A Comparative Perspective. European Journal of Education. Vol. 20, No. 1. pp. 88-90.
vi. Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review (March-April), 59-67. Boston: Harvard Business School Publishing Corp.
vii. Kritsonis, A. (2005). Comparison of Change Theory. International Journal Of Management, Business, And Administration. Volume 8, Number 1, 2005.
viii. Paton, R. A. & McCalman, J. (2000). Change Management: A Guide to Effective Implementation. California: SAGE Publications Ltd.