Presented by: Group 5 Akshar Patel Bilal Mo.

Basheer Godil Mani Goyal Surender Siva Anshul Sachdev

Management of change is a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at helping employees to accept and embrace changes in their current business environment.

The ability to grasp or understand a clients needs is the precondition

for the design and redesign of the change process. The skilled change
facilitator is aware of the fact that that the clients needs will rarely be fully revealed nor fully known neither by the client nor by the facilitator. The Client-Facilitator System must be able to perceive these needs as fully as possible and to formulate and to document these needs as they are developing. This is the basis for the initial proposal to the client. The facilitated system understands that needs will continually be uncovered, revealed and developed during the change process and requires regular adjustments (contracting).

Related Skills:

Empathy Ability to understand context specific culture Analysis of the need system, e.g. stakeholder needs, functional needs, basic individual needs, business needs, Identification of compatibility, contradictions and potential conflicts Interview techniques e.g. systemic questioning Tools for documentations and monitoring of changing needs Informal and formal information gathering Sensitivity for the clash of intra-organizational cultures, traditions and rituals.

Key Aspects:

The traditional understanding of consultancy sees contracting

as one step in the consultancy process which ends with a signature. The Change-Facilitator understands that contracting

includes the whole process of creating, maintaining and changing

the professional relationship between facilitator and client. In this light contracting starts with the first contact and ends only with the facilitation process. CONTRACTING turns out to be The full assignment management process, combining project and relationship management.

Related Skills:
Have an ear for the (changing) clients needs, budgeting, conflict management, analysis of documentation, intercultural communication, differentiation of roles (customer/process owner/client/key actors, etc.)

Contract context analysis Contract structure, examples of real contracts Frame contract, intervention contracts and TORs (Self-) monitoring of contract development Sales and negotiation strategies

Key Aspects:
The concept of complexity in change facilitation is based on system theory applied to the social field. Whereas in everyday contexts the polarity is seen as being SIMPLE vs. COMPLICATED, COMPLEXITY is a BEHAVIOUR that can be observed also in simple systems. In complex systems the relation between cause and effect (= the systems behaviour) is non-linear. Logical analysis of social systems such as organizations is not enough. Complex systems tend to show chaotic behavior. That is one reason why they are not easily manageable. The systemic approach is holistic and proved to be successful for dealing with complex systems.

Complexity may, for example, grow by increasing diversity in the stakeholder

system, by growing amount and intensity of interconnections (feedback-loops) between the elements of the system, but also by growing uncertainty by changing roles or increasing role-mix of individual actors etc.

Related Skills:
Identification of logical and non-logical aspects of group and organization behaviour. The principles of occidental logical thinking. Hierarchy as the social construction that manages may create and manage complicated systems, but fails with regard to complex behavior of real

social systems

Examples for non-logical thinking Complex behavior of organizations and institutions: functional complexity Intra-individual complexity

Dealing with and separating different levels of complexity in change (Ralph Stacey and David
Snowden models).

Intervention design and implementation that uses logical and non-logical strategies

Key Aspects:

Change in organizations happens simultaneously at different levels:

individuals change their beliefs, skills and attitudes; they have to let go of old habits and welcome new ones. Teams establish new rules, processes and relationships. The organization as a whole might change culture, structure and leadership models. The skilled change facilitator is able to think multi-dimensionally and to translate the clients needs into a sequence of interventions that has to be designed

with care, creativity and respect which addresses these different

levels of change.

Related Skills of a Change Facilitator: Systems thinking

Ability to communicate at different hierarchical levels (shop floor to board room)

Broad knowledge of change facilitation intervention techniques Flexibility in design and redesign Methods for co-creating intervention designs together with clients and for getting their ownership

Project management skills Conceptualization and drafting skills Ability to use different graphical and presentation software Creating a change facilitation plan

Key Aspects:

In change processes, roles are not stable. As a consequence, change

facilitators are the implementers of change strategies. Although the client

is the owner of the change process, they hold us accountable for success or failure. This contradiction is a fact. The facilitator may initiate, plan,

organize and carry out specific interventions such as training courses,

expert consultations, coaching, facilitation of workshops, design of communication strategies, steering of the process, trust building, creating and supporting communities of practice, and much more. The classical division between process and expert consultant has been replaced by a holistic role model of the change facilitator, who is a true multi-artist.

Related Skills:
Training skills (online and face-to-face)

Expert consulting skills and knowledge (online and face-to-face) Project management skills Conflict management and mediation skills Ability to recognize own strengths and weaknesses and flexibility to assemble the right team to do the job

Broad spectrum of change models and intervention methods, including paradox

interventions

Facilitation of interventions for personal development Ability to tailor-make new interventions that respond to the client systems situation and facilitate experiential learning

Ability to hold time and space allowing the right things to emerge (whatever happens is the right thing...)

Key Aspects:
The skilled facilitator is able to differentiate behaviour, role, function and

position in organizations. In everyday communications in organizations,

these concepts are used in a clouded way. When the organization starts to change, this might prove not to be functional any longer.

Facilitators are able to perceive and to communicate which role mixes are
assigned to them by the client and to negotiate change of roles according to the systemic needs. This process requires a set of attitudes which are accessible for the facilitator all the time: being a servant, humbleness, ability to be a warrior and a healer, reliability, persistency, being a continuous learner and curiosity.

Related Skills:
Self-reflection and insight of ones own changeability Determination to stay the course Goal and success orientation Empathy

Ability to identify and communicate the difference between

behaviour, role, function and position in organizational change processes

Key Aspects:
Presently there exist a variety of change models starting from Kurt Lewins classical unfreeze-change-freeze model up to recent models such as Theory U of Otto Scharmer, etc. The skilled change facilitator is aware of the fact that THE correct model does not exist.

Related Skills:
To identify the change models that lies in fact behind the clients interventions realized before the contracting the facilitator

The ability to decide what kind of change models which will support change interventions in different situations and contexts of the clients system.