This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
This document presents guidelines for crafting successful business strategies. It defines strategy as determining long-term goals and adopting actions to achieve those goals. Strategic management is defined as formulating, implementing, evaluating, and controlling strategies to realize organizational goals. The document states that in a global business environment, strategic thinking is required and good corporate strategies allow companies to be competitively strategic. It provides that a strategy states how an organization will achieve its mission and objectives.
1) Change management provides a structured process and tools to lead people through change to achieve desired outcomes. It allows organizations to quickly implement changes to meet market needs.
2) There are various types of resistance to change, from those who are openly resistant to undercover resistors. Principles of change management include sponsorship, planning, measurement and engagement.
3) Implementing change involves defining the process, receiving requests, planning changes, implementing and monitoring, evaluating results, and modifying the plan if needed. Responsibility for change falls on all levels from envisioning it to celebrating results.
This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.
Change management is an organizational process of transitioning individuals, teams, and organizations from a current state to a desired future state. It helps stakeholders accept and embrace changes in their business environment. There are three main areas of change in an organization: strategic, structural, and process-oriented/people-centered. Reasons for change include increased competition, smarter customers, improvements in operations, and advances in technology. People resist change due to factors like loss of job security, fear of the unknown, and organizational politics. Successful change management models include Prosci's ADKAR model and Kurt Lewin's three-step model of unfreezing, changing, and refreezing. The components of change management involve assessing readiness, creating a
Chapter i introduction to strategic managementSuzana Vaidya
The document provides an overview of strategic management concepts including:
1. The three big strategic questions of where the organization is now, where it wants to go, and how to get there.
2. The definition of strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives.
3. The need for strategies to shape how the business is conducted and coordinate managerial actions.
4. The strategic management process of environmental scanning, strategy formulation, implementation, and evaluation.
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
The document discusses organizational change and the factors that drive it. It defines organizational change as change that impacts how work is performed and significantly affects staff. Change can be driven by internal pressures like declining effectiveness or external forces such as changes in regulations, technology, the economy, competition, or social trends. Effective change management is important for guiding an organization's transition from its current state to a desired future state in a structured way that helps employees accept and embrace the changes.
This document summarizes a presentation on organizational development and leadership effectiveness given by Adrian James A. Briones and Catherine S. Villanueva. It covers the following key points:
1. The presentation discusses reasons for organizational change including remaining competitive and responding to crises. It also covers types of organizational change like evolutionary and revolutionary change.
2. Models of organizational change are presented including Lewin's three-stage model of unfreezing, movement, and refreezing as well as Kotter's eight-step model. Managing resistance to change through various approaches is also covered.
3. For organizations to adapt to constant change, renewal is needed. This involves analyzing the organization, anticipating changing patterns
The document discusses strategic management. It begins with an overview of the strategic management process, including environmental analysis and forecasting. It then discusses the evolution of strategic management thinking over time from the 1950s to present. Various frameworks for environmental analysis are introduced, like Porter's Five Forces model and PEST analysis. Qualitative and quantitative methods of environmental forecasting are also summarized. The document outlines the strategic management process of defining the business, setting objectives, formulating strategies, implementing plans, and evaluating performance. It provides examples of growth strategies and discusses approaches to implementation.
This document discusses strategic change management. It defines change as making an essential difference that can result in a loss of identity or substitution. Change management provides a structured approach to implementing new methods and processes in an organized way to prepare stakeholders for transformation. Environmental factors outside an organization like markets, technology, politics, economics and culture can trigger the need for change. The document outlines different types of organizational change and levels of change. It also discusses factors for successful change management like leadership and communication, as well as factors for failure like misunderstandings and low tolerance for change.
This document discusses strategy implementation, which refers to the activities within an organization to execute a strategic plan. It provides definitions of strategic implementation and lists steps and processes involved, such as developing an organization capable of carrying out the strategy, allocating sufficient resources, creating encouraging policies, and using strategic leadership. The implementation process is important for a company's success and takes place after environmental scanning, SWOT analysis, and identifying strategic issues. Key aspects of implementation include creating budgets, supplying skilled staff, conforming policies assist the strategy, employing best practices, and developing an information system and work culture.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
Organizational life cycle:
Organizational Birth,
Population Ecology Model of Organizational Birth, The Institutional Theory of Organizational Growth, Greiner’s Model of Organizational Growth,
Organizational Decline and Death,
Weitzel and Jonsson’s Model of Organizational Decline
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change management involves preparing for, managing, and reinforcing organizational changes. It requires the involvement of project teams, senior leaders, managers, and employees. There are typically three phases: preparing for change by defining strategies and teams, managing change through implementation plans, and reinforcing change by collecting feedback and celebrating successes. The ADKAR model outlines five aspects for successful change: awareness, desire, knowledge, ability, and reinforcement. Change management connects activities like communication and training to business results through achieving ADKAR.
1. The document discusses common myths around change management and outlines a structured framework for leading transformational change.
2. The framework involves three phases: developing a clear strategic vision, designing the new organization required to execute the strategy, and managing the transition to the new organization.
3. Using a structured change management process in each phase, including engaging stakeholders and assessing risks, can help minimize disruptions during transformational change and reduce the typical "performance dip."
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
Organizational culture comprises the shared assumptions, values, norms, and behaviors of organizational members. It is difficult to define but is sensed when experienced. Understanding organizational culture is important for managing change, as failure to change is often due to lack of understanding of culture's strong role. There are different levels and types of culture. Forces for change can come from the external environment or internally. Models like Lewin's three-step model describe implementing change by unfreezing the current culture, moving to the new approach, and refreezing. Overcoming resistance and involving employees are keys to successful cultural change.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Change management and organization cultureSeta Wicaksana
Organization culture reflects shared values, assumptions, and norms that unite employees. It affects how employees feel and act. Cultures must evolve to survive changing conditions like economic crises, laws, technology. Culture changes when organizations solve problems. Culture can facilitate or inhibit change, which is needed when culture hinders goals. Environmental and internal forces stimulate change. Top leaders set the tone for culture and change by involving stakeholders, building on shared values, and teaching new members. Change targets include individuals, groups, the organization, and the environment. Successful change agents establish urgency, form supporter coalitions, create and communicate a vision, empower others, plan short-term wins, consolidate improvements, and institutionalize new approaches.
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
This document provides an overview of a 1-day training program on change management principles and processes. It covers topics such as defining change, diagnosing organizational readiness for change, explaining change theories and managing resistance to change. It also describes best practices in change management, including establishing a vision, communicating effectively with employees, building resilience, and developing an engaged workforce. The document emphasizes the importance of leadership in guiding employees through the change process.
Building a coaching culture for change management 2018Alex Clapson
Building a Coaching Culture for Change Management is the fifth annual research paper on Coaching cultures within organisations. A partnership between the Human Capital Institute (HCI) & the International Coaching Federation (ICF).
The document discusses strategic change leadership and the TRANSFORM model for managing change. The TRANSFORM model is a novel approach that encompasses change management and leadership aspects. It involves 9 steps: 1) Triggering an emergency, 2) Researching the context, 3) Activating leadership, 4) Negotiating for alignment, 5) Strategizing a vision, 6) Forcing communication, 7) Optimizing empowerment, 8) Realizing innovation, and 9) Maintaining momentum. The goal is to help organizations implement deep, sustainable cultural changes through a strategic, structured process.
This document discusses change management. It defines change management as consisting of managing change from a reactive or proactive stance, as a professional practice with varying skills between practitioners, and as a body of knowledge including models, methods, and tools. It also discusses leading and facilitating change, barriers to change like resistance, and the importance of an individual and organizational perspective in change management. The 8-stage process of creating major change involves establishing urgency, building a team, creating a vision, communicating the vision, empowering others to act, generating short-term wins, consolidating gains, and anchoring new approaches.
Chapter 6 - Managing Change: Innovation and Diversitydpd
The document discusses managing change and diversity in organizations. It identifies different types of change, sources of resistance to change, and ways to overcome resistance. It also discusses diversity, innovation, and organizational development interventions like team building, process consultation, forcefield analysis, and survey feedback that are used to implement change.
This document discusses strategic change leadership and management. It provides an overview of the TRANSFORM model, an innovative change leadership model that takes a strategic approach. The TRANSFORM model encompasses change management, leadership development, and integrates several business sciences to guide organizations through cultural transformation and ensure long-term sustainability of changes. It outlines the key steps in the TRANSFORM model, including triggering change readiness, researching the organizational context, activating leadership, negotiating for alignment, and maintaining momentum for change.
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
This document provides information about an assignment for the subject MU0018 – Change Management. It includes 6 questions related to change management topics like Kotter's 8-step change model, resistance to change, organizational effectiveness, change agents, and behavioral approaches to change. It directs students to send their semester and specialization details to a email address or call a phone number to get fully solved assignments. The questions require answers ranging from 400-500 words and provide evaluation criteria for each question.
Organizational life cycles progress through predictable stages of birth, growth, decline, and death. As organizations grow, their culture, priorities, and complexity change. Models of organizational transformation focus on aligning key elements like environment, strategy, core processes, structure, systems, culture, leadership, and results. Decision making involves identifying and solving problems through programmed decisions with clear procedures or non-programmed decisions requiring novel solutions. Organizational learning and innovation/entrepreneurship can facilitate changes in behavior, attitudes, and management of change. Creativity in organizations involves unconscious scanning, intuition, insight, and logical formulation in developing new ideas and innovations.
CMPresentation24823.ppt. This presentation was prepared under the framework o...Bakalcha Bari
The document provides an overview of change management, outlining various topics and subtopics to be covered in a training session on managing change. It defines change management and discusses the key principles, types of organizational change including strategic, operational, and transformational changes. It also outlines different levels and stages of change, and examines the change management process which includes planning, communication, and implementing change. Resistance to change and strategies for addressing it are also highlighted.
Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus
Applying intelligent change readiness to achieve better change webinar
Thursday 14 July 2022
APM Enabling Change Specific Interest Group
Presented by panel members:
Rebecca Collings, Mark Vincent, David Appleyard, Donna Unitt and Ian Pickard
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/applying-intelligent-change-readiness-to-achieve-better-change-webinar/
Content description:
An interactive session in which we explored change readiness – what it is and how can it be used more intelligently to enhance benefits and increase adoption of planned changes.
How do we best convert plans for change into effective preparation for and adoption of change?
We discussed the importance and benefits of change readiness. We explored what good change readiness looks like and when it should be done (spoiler alert – ideally more than once!).
Change and project managers can develop their change readiness practices to better understand the commitment to and capacity for planned changes and to target support to smooth the transition for those impacted by or responsible for adopting these.
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
MG743 Managing Employees, Professionals, and Teamsknaplund
This document provides guidance for managers on coaching employees through the change management process. It outlines key strategies and competencies required, including selecting an effective change management strategy, engaging senior management sponsorship, effective communication, understanding resistance to change, and sustaining change over time. The document also discusses assessing skills gaps and developing training plans to prepare both managers and employees for change.
This document discusses managing organizational change and stress. It describes Lewin's three stages of change (unfreezing, changing, and refreezing) and Kotter's eight steps for leading change (establishing urgency, building a coalition, creating a vision, communicating, empowering broad action, creating short-term wins, consolidating gains, and anchoring changes in culture). It also defines organization development as using behavioral science methods to implement planned change and lists its four key characteristics (profound change, value-laden, diagnosis/prescription cycle, and process-oriented). Finally, it summarizes 10 common reasons employees resist change, such as fear of the unknown, loss of status, and disruption of cultural traditions.
Victor gerasimov 5 management models to develop your accountsLviv Startup Club
The document discusses 5 management models that can be used to develop projects and accounts:
1. SWOT analysis which evaluates strengths, weaknesses, opportunities, and threats of an organization.
2. McKinsey 7S model which analyzes 7 internal elements of an organization including strategy, structure, and staff.
3. Theory of Constraints which identifies the most limiting constraint and improves it to increase throughput.
4. Kotter's 8 Step Change Model which provides an 8 step approach to achieving successful organizational change.
5. PAEI model which describes 4 management roles - Producer, Administrator, Entrepreneur, and Integrator that are necessary for organizational success.
Taxonomy of change models slideshare 201703Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference. We have used four types of classification:
Contextual – broader strategic or macro models that can be helpful in understand a context of change, or support for change - Nadler and Tushman, congruence model being an example
High level change model – change specific models, but at a broader, sometimes even conceptual model - Carnall, change management model as an example
Actionable Model – detailed, with defined stages and actions, for example Accelerating Implementation Methodology (AIM) Change Management Methodology
Supporting – models that underpin our approach to change, they can apply to specific elements of change or help to understand certain elements, for example - Beckhard and Harris, change formula
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Strategic Talent Management and Development online learning programme, facilitated by Dr Charles Cotter. Best practice principles, tools and processes.
Four (4) Critical Success Factors to Build Sustainable Remuneration Strategies_Balancing People and Profit_presented by Dr Charles Cotter at the SLAZEISI Conference on 20 November 2023
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...Charles Cotter, PhD
This training program provides an advanced level of strategic talent management, employee engagement, and employee retention skills. It is targeted towards executive managers, business owners, HR directors and professionals. The program blends theory and best practices in strategic talent management with practical tools and techniques. It covers topics such as strategic workforce planning, succession planning, talent acquisition, employee engagement strategies, talent retention practices, high-potential employee management, and talent development principles. The trainer has over 22 years of experience in global talent management and learning and development. He has provided training programs and consultation to over 190 companies in 42 countries.
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdfCharles Cotter, PhD
This training program teaches asset lifecycle management, lifestyle costing, and HRM metrics. It is intended for HRM managers and practitioners and will help participants master HRM metrics processes and tools to develop an HRM scorecard. The program covers HRM best practices, crafting an HRM scorecard, and a 5-step HRM metrics process of exploration, examination, extraction, evaluation, and extrapolation. The trainer has over 22 years of experience in management training and global talent development.
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles CotterCharles Cotter, PhD
This 3-day online training program is targeted towards HR executives, managers, business partners and professionals. The training will provide an in-depth understanding of strategic HR management, business partnering, employee engagement and applying business intelligence. Learners will master HR processes to optimize strategic impact and value, including strategic HRM principles, the HR business partner role, applying metrics and employee engagement strategies. The trainer, Dr. Charles Cotter, has over 22 years of industry experience in management training and strategic HR/learning and development.
This document contains testimonials from 14 individuals praising Dr. Charles Cotter's work and expertise as a training facilitator. The testimonials describe him as a consummate professional, passionate about people development, with deep knowledge and a global presence. They recommend him highly for his reliability, preparation, flexibility, and ability to add value through his training. His training is said to make a lasting impact and difference in participants' lives.
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdfCharles Cotter, PhD
Evidence based Talent Analytics and Data driven Talent Management Strategies presented by Dr Charles Cotter at the 2nd African HRM Professionals Strategy Bootcamp, 30 March 2023, in Kempton Park.
Learning Prospectus of Dr Charles Cotter, of the training programmes that he specializes in:
Management/Leadership
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Business Communication
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Strategic Talent Management_Best Practice Principles and Processes.pdfCharles Cotter, PhD
Strategic Talent Management - Best Practice Principles and Processes, across the S-P-A-R-M-E-D talent management value chain, facilitated by Dr Charles Cotter
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How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
2. Introduction to change management principles and practice
Describing the types of change
Diagnosis: Identifying and applying the characteristics of change
capable organizations
Explaining change theories and the change transition cycle
Explaining the leadership role and contribution during change
Differentiating between Type O and Type D oriented people and the
effective management thereof
TRAINING PROGRAMME OVERVIEW
3. Identifying the reasons for resistance to change
Describing the managerial techniques to reduce resistance to
change
Describing Lewin’s 3-phase Planned approach to change
Describing and applying the 7-step organizational change
management process
Managing contemporary change management issues
TRAINING PROGRAMME OVERVIEW
4. Change
Change Management
Strategic Change Management
The need for strategic change management?
The forces of change
The metaphoric views of change
The areas/types of change
DEFINING THE FUNDAMENTALS OF
CHANGE
5. Strategic change management is the process of managing
change in a structured and thoughtful way in order to meet
organizational goals, objectives and missions.
Therefore, change management and related processes present
many managerial challenges and, consequently, requires a
systematic, structured, purposeful and integrated approach.
STRATEGIC CHANGE MANAGEMENT
12. Strategy
People
Organizational culture
Technology
Structure
AREAS/TYPES OF CHANGE: S-P-O-T-S
13. Refer to pages 15-16 in the Learner Guide
Apply the fundamentals of change to your organization.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 1
14. #1: Linking the present and the future
#2: Make learning a way of life
#3: Actively supporting and encouraging day-to-day
improvements and changes
#4: Ensuring diverse teams
#5: Encourage out-of-the-box thinking
CHARACTERISTICS OF CHANGE-
CAPABLE/FRIENDLY ORGANIZATIONS
15. #6: Protect and shelter breakthrough ideas
#7: Integrate technology to implement changes
#8: Build and deepen trust (creating an organizational culture
of management credibility and integrity)
#9: Streamline and align processes, systems and structures
#10: Leadership have the will and conviction to change
CHARACTERISTICS OF CHANGE-
CAPABLE/FRIENDLY ORGANIZATIONS
16. Refer to pages 41-42 in the Learner Guide
Diagnosis: By referring to each of the characteristics of change
capable/friendly organizations, measure the degree of your
organization’s readiness to change.
Analysis: Identify those areas which need to be improved and
recommend strategies to close these gaps.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 7
18. The literature on “change management” is clear: over 70% of
change initiatives fail.
CHANGE MANAGEMENT SUCCESS
TRACK RECORD
24. Refer to page 19 in the Learner Guide
As a manager, describe how you can accelerate and guide
employees through the change transition cycle for the most
sophisticated/mature stage, commitment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 2
25. “Leaders should not only administer and managing change, but
pioneer, pilot and drive change towards barrier-busting heights
of performance improvement.” (Cotter: 2005)
Managerial Roles (refer to page 20 in the Learner Guide)
Change Agents (internal and external)
Building resilience and change-hardiness
Transformational Leadership
THE ROLE OF LEADERSHIP IN
CHANGE MANAGEMENT
27. Refer to pages 23-24 in the Learner Guide
Apply the leadership roles in effectively managing change.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 3
30. Refer to pages 26-29 in the Learner Guide
Individually: Complete the Type O vs. D-oriented
questionnaire.
Group: As a manager, describe how you will manage your staff
with both a Type O and Type D orientation towards change.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 4
31. Why people resist change?
Why it is so challenging to reduce resistance to change?
Managerial techniques to reduce resistance to change
MANAGING RESISTANCE TO CHANGE
32. Uncertainty (i.e. fear of the unknown)
People’s self-interest is threatened
A lack of trust and misunderstanding
Belief that change is incompatible with the goals and the interest of the
organization
A low tolerance for change is also a barrier to organizational change
Other general reasons (e.g. include inertia where people do not want to change
the status quo, poor timing, and unexpected, extreme or sudden change and
peer pressure)
WHY PEOPLE RESIST CHANGE?
33. People and their behaviour is the most difficult to change because
unlike structure and technology, in which managers have absolute
control, managers do not have absolute control over peoples’
thinking, attitudes and perceptions.
“Unlike technology, structure, processes and strategy, people talk
back when confronted by uncomfortable levels of change.” (Cotter:
2014)
People are the greatest source of resistance to change because
people have minds of their own i.e. they have personalized and
subjective views regarding change.
Change must involve the people - change must not be imposed upon
the people
WHY IT IS SO CHALLENGING TO REDUCE
RESISTANCE TO CHANGE?
34. Refer to page 32 in the Learner Guide
In your work environment, identify the five (5) foremost
reasons why employees resist change. For each of these 5
reasons, describe the ways and means that you as a manager
can use to break down these “walls of resistance”. Provide
practical examples.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 5
37. Refer to pages 36-37 in the Learner Guide
By referring to each of the 6 techniques to manage employee
resistance to change, describe how you as a manager can apply
these techniques in your working environment. Provide
practical examples. Also indicate at which stage of the change
process, each of these techniques is most appropriate.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 6
39. At all times involve and agree support from people within system
(e.g. the environment, processes, culture, relationships, behaviours -
whether personal or organizational)
Understand where you/the organization is at the moment (status
quo)
Understand where you want to be, when, why, and what the
measures will be for having got there
Plan development towards above in appropriate achievable
measurable stages
Communicate, involve, enable and facilitate involvement from
people, as early and openly and as fully as is possible.
BEST PRACTICE CHANGE
MANAGEMENT PRINCIPLES
43. STEP 1: Forces for change (internal and environmental forces) which affect:
STEP 2: Performance outcomes (individual, group and organizational) which encourages
STEP 3: Diagnosis of the problem (information, participation and change agent) which
leads to
STEP 4: Selection of appropriate intervention (structural, behavioural and technological)
as constrained by S-P-O-T-S
STEP 5: Limiting conditions (leadership climate, formal organization structure and
organization culture)
STEP 6: Selection and Implementation of the method (timing, scope and
experimentation) provision for
STEP 7: Evaluation of the method (feedback, adjustment, revision, reinforcement)
APPLYING THE 7-STEP, ORGANIZATIONAL
STRATEGIC CHANGE MANAGEMENT PROCESS
44. Step one of the strategic change management process starts with an
assessment of the organization’s Mission and Vision, challenges (pains),
enablers and values.
The following strategically-relevant items form the scope to be scrutinized by
business managers:
The company's mission statement
The company's strategic plan/vision
The financial status of the organization
How the organization is currently structured and operating
The level of expertise of their employees
Customer satisfaction level
Tools:
SWOT Analysis
PESTEL Analysis
STEP 1: FORCES FOR CHANGE - INTERNAL
AND EXTERNAL STRATEGIC ASSESSMENT
46. Refer to pages 45-47 in the Learner Guide
By referring to the 7-step organizational change management
process, apply each of the steps in your working environment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 8
47. Innovation and Creativity
Knowledge Management and Learning Organization
Organizational Development (OD)
CONTEMPORARY CHANGE
MANAGEMENT ISSUES
48. Defining innovation
The characteristics of an innovative working environment
Processes, actions and approaches to create innovation
Creativity/innovative techniques
STIMULATING INNOVATION AND
CREATIVITY
51. Refer to page 51 in Learner Guide
By referring to the characteristics of an innovative working
environment, evaluate the degree to which your organization
is an innovative organization. Identify areas of improvement
and recommend change strategies.
Also indicate which creativity/innovation techniques are most
appropriate in your working environment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 9
53. Forging linkages between its structured and unstructured information in a way to use it for a specific
problem situation
Organizations need to understand who has knowledge and develop support systems for its creation
and application.
Organizations need to create knowledge maps
Reflect on existing knowledge
This also makes it possible to identify the gaps in the existing knowledge, and to focus future
knowledge-gathering efforts.
Build rewards for knowledge creators and brokers
Organizations need to harness knowledge to become innovative
Redistribute and share the knowledge
Apply the knowledge
THE FEATURES AND
CHARACTERISTICS OF KM
55. Creating a conducive working environment for knowledge management
Act as a role model and leading by example
Developing, implementing, communicating and revising plans for KM
systems
Creating processes and structures for KM systems
Stimulating knowledge creation and transfer of learning
Rewarding and recognizing knowledge creation
Liaising with other important role players and stakeholders
Building a culture of learning and a learning organization
THE ROLE OF THE MANAGER IN IMPLEMENTING
KNOWLEDGE MANAGEMENT AND LEARNING
58. Refer to page 55 in Learner Guide
By referring to the features and characteristics of a Knowledge
Management working environment, evaluate the degree to which
your organization is promoting KM and a learning organization.
Identify areas of improvement and recommend change strategies.
Also indicate the role of the manager in stimulating and creating
knowledge and learning in your working environment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 10
59. Summary of the key learning points
Questions
Conclusion
Good luck with the implementation of change management
processes, systems and methods
CONCLUSION
60. CHARLES COTTER
084 562 9446
charlescot@polka.co.za
LINKED IN
TWITTER: Charles_Cotter
CONTACT DETAILS