strategies for managing change - adetoun omole (mrs.)
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STRATEGIES FOR MANAGING CHANGE BY
OMOLE ADETOUN (ACIPM)
STRATEGIES FOR MANAGING CHANGE
LEARNING OBJECTIVES
At the end of the session, participants will be able to: explain the concept of change; discuss the phases in change management; highlight the role strategy plays in change
management; mention critical factors to be considered in change
management ; and highlight factors that may bring about resistance to
change.
STRATEGIES FOR MANAGING CHANGE
INTRODUCTION• Change is inevitable in all facets of life.• Change is a significant alteration in the
established pattern of expectation for good or bad, positive or negative. It is equally a process that involves the movement from a present state through a transitional state to a desired state (innovation).• Change is a “state” or a “process” of being
different from the former.
STRATEGIES FOR MANAGING CHANGE
DEFINITION OF RELEVANT TERMS
CONCEPT OF CHANGE “Change is a permanent part of life. No matter who
we are, where we live, how old or young, we all make changes in our lives. Most of us struggle with change …
The ways we change inside, the ways we grow and learn, and become transformed are because of the changes in our lives.”
- Orlando & Anaam
STRATEGIES FOR MANAGING CHANGE
STRATEGY planning in any field: a carefully devised plan of action to achieve a goal, or the art of developing or carrying out such a plan planning of war: the science or art of planning and conducting a war or a military campaign adaptation important to evolutionary success: in evolutionary theory, a behaviour, structure, or other adaptation that improves viability.
STRATEGIES FOR MANAGING CHANGE
STRATEGIES FOR STAKEHOLDERS
• Identify the stakeholders whose commitment is required.
• For each type of stakeholder, describe the needed change, perceived benefits and expected resistance.
• Develop action plans including ones for the stakeholder groups that are not sufficiently committed.
• One critical group often ignored is higher-level administration; they must be included one of the key groups.
STRATEGIES FOR MANAGING CHANGE
THE ROLE OF A CHANGE AGENT
an individual who takes responsibility for changing the existing pattern of behaviour of another person or social system; roles include:– develop the need for change– diagnosis the problem– establish information exchange channels– create an intent to change in the clients– translate an intent into action– stabilize adoption and prevent discontinuance
STRATEGIES FOR MANAGING CHANGE
CHARACTERISTICS OF A CHANGE AGENT
He / She is:• an analyst and developer of clear
change goals and initiatives;• a facilitator;• an educator;• a marketer;• a systems integrator and coordinator ;• a monitor of change;• an effective communicator;
STRATEGIES FOR MANAGING CHANGE
... CONTD. Change agents possess core competence such
as:• team building abilities;• communication skills;• excellent interpersonal skills;• networking skills;• personal enthusiasm;• ability to stimulate motivation commitment;
and• negotiating skills.
STRATEGIES FOR MANAGING CHANGE
Rogers: Adopter Categories
• innovators - the first 2.5% to adopt the innovation
• early adopters - the next 13.5% to adopt the new idea
• early majority - next 34% of the adopters• late majority - the next 34% to embrace the
change• laggards - the last 16% to adopt the
innovation
STRATEGIES FOR MANAGING CHANGE
. . . CONTD.
STRATEGIES FOR MANAGING CHANGE
Rogers: S-shaped Curve. Time as a critical factor in Change
Management.
a period of slow adoption before experiencing a sudden period of rapid adoption and then a gradual leveling off .
STRATEGIES FOR MANAGING CHANGE
CHANGE MANAGEMENT
Basically, this involves the process of ‘birthing’ the change, nurturing it and the eventual stability of the desired change.
Three phases of Change management are:• Unfreezing phase - old ways are no longer
appropriate and that change is needed • Changing/Moving phase - select an appropriate
and promising approach• Refreezing phase – the new approach is
implemented and it becomes established
STRATEGIES FOR MANAGING CHANGE
Everett Rogers:Innovation/Decision Process Model
STRATEGIES FOR MANAGING CHANGE
ISTHE
CONSTANT THING IN LIFE .
STRATEGIES FOR MANAGING CHANGE
Useful Strategies to employ while ‘managing’ Change.
• establish a sense of urgency• create a guiding coalition• develop a compelling vision and strategy• communicate the change vision widely• empower stakeholders for broad-based
action on the vision• generate short-term wins• consolidate gains and produce more change• anchor new approaches in organizational
culture
STRATEGIES FOR MANAGING CHANGE
LEADERSHIP AND CHANGE
The responsibility is on Leaders to: initiate (conceive) change; communicate change; influence (direct) change; inspire change; handle resistance to change; and sustain (manage) change.
STRATEGIES FOR MANAGING CHANGE
EXERCISE 1
• Think of one successful change in your work environment. List the successful change variables that were in place. What was the critical factor(s) for the success of the change?
• Think of some unsuccessful change from your environment. List the resistance to change variables that were present. What was the critical factor(s) that thwarted the change?
STRATEGIES FOR MANAGING CHANGE
EXERCISE 2
With the benefit of hindsight, list
some potential resistance to change factors in your organization.
STRATEGIES FOR MANAGING CHANGE
CAUTION
Consequences of innovation can include:– direct or immediate results– indirect or undesirable consequences that are
a result of the innovation– anticipated or recognized/intended changes– unanticipated consequences that are neither
intended or recognized
STRATEGIES FOR MANAGING CHANGE
CRITICAL FACTORS TO CONSIDER . . .
• Dynamic equilibrium– Change occurs at a rate that the institution can cope
with it– System can adapt to the change– The organization is not overloaded with too rapid
change that leads to an inability to adjust or disequilibrium
– Can this be achieved within your organization?
STRATEGIES FOR MANAGING CHANGE
LIKELY CAUSES OF RESISTANCE TO CHANGE
• lack of trust• perception that change is not necessary• perception that change is not possible• relatively high cost• fear of personal failure• loss of status or power• threats to values and ideas • social, cultural or organizational disagreements• resentment of interference
STRATEGIES FOR MANAGING CHANGE
HANDLING RESISTANCE TO CHANGE
Leadership Commitment Knowledge of Change Effective Communication Active Participation Building the Requisite Technical Capacity Coercion Negotiation . . .
STRATEGIES FOR MANAGING CHANGE
CONDITIONS FOR SUCCESSFUL CHANGE
• dissatisfaction with the status quo• people have the necessary knowledge and skills • tools needed to effect and sustain change are available• implementers have time to learn, adapt, integrate and
reflect on change• rewards or incentives exist for participants• participation in process is expected and encouraged• have support for innovation by key players and
stakeholders
STRATEGIES FOR MANAGING CHANGE
BENEFITS OF SUCCESSFUL CHANGEMANAGEMENT
enhances institutional best practices projects the organization as progressive, forward
looking and proactive ensures quality service delivery earns the institution public goodwill and support creates an enabling work environment increases employee morale, attitudes and
effectiveness . . .
STRATEGIES FOR MANAGING CHANGE
TEAM ACTIVITY Case Studies Discussion Critical Analysis Questions
STRATEGIES FOR MANAGING CHANGE
SUMMARY / CONCLUSION
Change is the permanent thing in life.
Therefore, critical factors necessary for successful Change Management should be holistically considered and measures to ensure sustainability be put in place.
STRATEGIES FOR MANAGING CHANGE
FURTHER READING LISTS
References: HINARI – Access to Research: W.H.O Rogers, Everett M. (2003) Diffusion of
Innovations, 5th Edition, Simon & Schuster. Orlando A.& Anaam C. The Change Agent
http://www.nelrc.org/changeagent/ Microsoft® Encarta® 2009. © 1993-2008
Microsoft Corporation. All rights reserved.
STRATEGIES FOR MANAGING CHANGE
THANK YOU FOR PARTICIPATING
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