Change Management

Presented By: BABASAB PATIL

LOGO

What is Change Management?

It consists of: The task of managing change (from a reactive or a proactive stance) An area of professional practice (with considerable variation of knowledge and skills between practitioners) A body of knowledge (consisting of models, methods, techniques and other tools)

Change management
Software systems are subject to continual change requests: From users; From developers; From market forces. Change management is concerned with keeping track of these changes and ensuring that they are implemented in the most cost-effective way.

Leading Change
The rate of change is not going to slow Down anytime soon. If anything, competition In most industries will probably speed up Even more in the next few decades.

LOGO

Leading the Change Process

Generate solution options and metrics Conduct effectiveness & cost analysis

Apply Science of Learning & Human Performance

Translate job requirements into competencies (K, S, A, T)

Performance Consultants

Make recommendations

Creating Major Change

The 8 Stage Process of Creating Major Change
1. Establishing a Sense of Urgency 2. Creating a Guiding Coalition 3. Developing a Vision & Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains & Producing More Change 8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998

Establishing a Sense of Urgency (Importance)

Examining the market & competitive realities Identifying & discussing crisis, potential crisis, major opportunities

Creating a Guiding Coalition (Combination)

Putting together a group with enough power to lead the change Getting the group to work together like a team

Developing a Vision & Strategy Creating a vision to help direct the change effort
Developing strategies for achieving that vision
Source: Leading Change, John P. Kotter, 1998

Communicating the Change Vision

Using every vehicle possible to constantly communicate the new vision & strategies Having the guiding coalition role model the behavior expected of employees

Empowering Broad-Based Action

Getting rid of obstacles Changing systems or structures that undermine the change vision Encouraging risk taking & non-traditional ideas, activities & actions

Generating Short-Term Wins

Planning for visible improvements in performance, or wins Creating those wins Visibly recognizing & rewarding people who made the win possible
Source: Leading Change, John P. Kotter, 1998

Consolidating Gains & Producing More Change

Using increased credibility to change all systems, structures & policies that dont fit together and dont fit the transformation strategy Hiring, promoting, & developing people who can implement the change vision Reinvigorating the process with new projects, themes & change agents

Anchoring New Approaches in the Culture

Creating better performance through customer- & productivity oriented behavior, more and better leadership, & more effective management Articulating the connections between new behavior & organizational success Developing means to ensure leadership development & succession

Source: Leading Change, John P. Kotter, 1998

The 3-phase process gives structure to the steps project teams should take

Outputs of Phase 1:
Change characteristics profile Organizational attributes profile Change management strategy Change management team structure Sponsor assessment, structure and roles

Outputs of Phase 2:
Communication plan Sponsor roadmap Training plan Coaching plan Resistance management plan

Outputs of Phase 3: Reinforcement mechanisms Compliance audit reports Corrective action plans Individual and group recognition approaches Success celebrations After action review

Facilitating Change
Encouraging others to seek and act upon opportunities for different and innovative approaches to addressing problems and opportunities; critically analyzing evolving and fluid situations; facilitating the implementation and acceptance of change within the workplace; actively engaging with resistance to change

Skills and Behaviors

Values sound approaches: Consistently remains open to ideas offered by others. Values diverse opinions and approaches. Recognizes supports and uses good ideas to solve problems or address issues. Rewards change: Recognizes and rewards others who make useful changes.

Conti,
Addresses change resistance: Seeks to understand underlying causes that lead to change resistance. Helps individuals overcome resistance to change. Facilitates change within CARE by targeting the appropriate audience and ensuring access to relevant information. Shows empathy with people who feel loss as a result of change.

Conti..,
Manages complexity and contradictions: Tries to minimize complexities, contradictions, and paradoxes or reduce their impact. Clarifies direction and smoothes the process of change.

Resistance and Barriers To Change

Resistance to change
A degree of resistance is normal since change is: Disruptive (Troublesome) Stressful (Demanding, worrying) Moreover a degree of scepticism can be healthy especially where there are weaknesses in the proposed changes. However resistance will also impede (hinder) the achievement of organizational objectives.

Four basic reasons why change is resisted

1. 2. 3. 4. Parochial self interest (Narrow-Minded) Misunderstanding Low tolerance of change Disagreement over the need for change

Organisational barriers to change

Structural inertia Existing power structures Resistance from work groups Failure of previous change initiatives

Individual barriers to change

Tradition and set ways: Loyalty to existing relationships Failure to accept the need for change Insecurity Different person ambitions Fear of: Loss of power , income, skills. The unknown

Conti..,
Preference for the existing arrangements Break up of work groups Redundancy Inability to perform as well in the new situation

Inappropriate change management

Change is often resisted because of failures in the way it is introduced Failure to explain the need for change Failure to provide information Failure to consult, negotiate and offer support and training Lack of involvement in the process Failure to build trust and sense of security Poor employee relations

Why change should be welcomed

Change can produce positive benefits for the individual: Opportunities for personal change and development Provides a new challenge Reduces the boredom of work Opportunity to participate and shape the outcome

Change management requires both an individual and an organizational perspective

Individual change management

Organizational change management to help

Understanding how one person makes a change Understanding what tools we have successfully individuals make changes successfully Organizations don't change, individuals do. No matter how large of a project you are taking on, the success of that project ultimately lies with each employee doing their work differently, multiplied across all of the employees impacted by the change. Effective change management requires an understanding for and appreciation of how one person makes a change successfully. Without an individual perspective, we are left with activities but no idea of the goal or outcome that we are trying to achieve.

While change happens one person at a time, there are processes and tools that can be used to facilitate this change. Tools like communication and training are often the only activities when no structured approach is applied. When there is an organizational change management perspective, a process emerges for how toscale change management activities and how to use the complete set of tools available for project leaders and business managers.