introduction to change management by derek hendrikz
DESCRIPTION
Introduction to change management by Derek Hendrikz covers transformation, importance, resistance, models, Kurt Lewin, Kotter, ADKAR, action research, organisational development, OD, culture, stabilisers, restraining and driving forces.TRANSCRIPT
Copyright © 2014
Derek Hendrikz Consulting
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Alteration of thinking, emotional condition, environment, physical form, health or wealth.
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Change…
• Change is that which people do when they can no longer
continue with what was relevant before.
• It is a conflict of awareness followed by renewed thinking.
• Change is revolutionary and transformation is evolutionary.
• Change is driven by leaders and transformation directed by
managers.
• In organizational sense, change, if accepted, initiates a
process of conversion or transformation.
• The purpose of change is to bring a new ‘state of relevance’
to consciousness.
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• For example, when we started to question the relevance of kings
and Queens, a new consciousness dawned. This conflict of
awareness between what was and what should be (according to
our new thinking), brought about a new and (hopefully)
sanctioned awareness. This could cause the topplement of such
royalty, but to bring about a new reality, we will need a process
of growth and evolution, this we call transformation.
• Since there is currently no system that can claim eternal
existence, we have to constantly change (revolutionize) to stay
relevant.
• We bring about organizational change through insight,
innovation and influence.www.derekhendrikz.com
Transformation…
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A process whereby one state passes to another resulting in complete change.
• Metamorphosis, a process whereby one state passes to
another, is the term that describes transformation best.
• Transformation thus implies a process, which results in a
complete change. From this, we can derive that a
transformation process is the result of a change initiative.
• In organizational sense, the purpose of transformation is
usually improvement.
• Organizational processes associated with transformation
is reorganizing, restructuring, reengineering, remodeling,
etc.
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Importance of Change
“You might not like change, but you will like irrelevance even less”
General Erik Shinseki, Chief of Staff, U.S. Army
“Consistency is the refuge of the unimaginative” Oscar Wilde
"If you change the way you look at things, the things you look at change"
Dr Wayne W Dyer
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Reasons for Resistance to Change
The greatest reason for resisting change is the human need
for certainty.
Change brings uncertainty, which leads to the anxiety.
Anxiety relates to the fear that my existing paradigm is in
danger.
Our paradigms create our reality and we feel safe there.
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Change Management Models…
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Lewin’s 3-step Change Model:
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• Prepare
Unfreeze
• Execute
Change • Internalise
Refreeze
Kotter’s 8-step Change Model:
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ADKAR Change Model:
Action Research:
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Diagnosis
Analysis
FeedbackAction
Evaluation
Organizational Development:
• Respect for People• Trust & Support• Power Equalization• Confrontation of problems• Participation
Underlying Values:
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Examples of OD Interventions:
• Sensitivity Training• Survey Feedback• Process Consultation• Team Building• Inter-group Development• Structural Development• Systems development and implementation• Strategy and scorecard development
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Neuro Associative Conditioning:
Get Leverage
Interrupt the current pattern
Condition a new empowering pattern
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The Four Change Stabilisers
1. Values 1. Mission
3. Culture 4. Processes
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