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Half day open training event on change management held in Toronto, Canada
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Ontario is changing!
by Toronto Training and HR
April 2013
Contents3-4 Introduction to Toronto Training and HR5-6 Types of change7-8 Methods for managing change9-10 Principles of change11-12 Lewin’s three step model13-14 Bridge’s three step process15-17 Kotter’s eight step plan18-19 Drill20-22 Driving change in not for profits23-27 Change in pharmacies28-30 Resisting change31-32 Social norms33-34 Triggers of change35-37 Changing the culture38-39 Sustainable change40-41 Variables42-43 Forces for change44-45 Organizational resilience46-47 Change agents48 Case studies49-50 Conclusion and questions
Page 3
Introduction
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training
and HR are:• Training event design• Training event delivery• Reducing costs, saving time plus
improving employee engagement and morale
• Services for job seekers
Page 5
Types of change
Types of change• Structure• Technology• People
Page 6
Page 7
Methods for managing change
Page 8
Methods for managing change• Re-engineering• Total Quality Management
(TQM)• Development of learning
organizations
Page 9
Principles of change
Principles of change• Vision and detailed
planning• Strong executive
stakeholder support• Continuous and varied
communication• Assessments to gauge
successful milestones• Many training approaches
and informational activities• Reinforcement until the
process becomes part of the new culture Page 10
Page 11
Lewin’s three step model
Lewin’s three step model• Unfreeze• Change• Refreeze
Page 12
Page 13
Bridge’s three step process
Bridge’s three step process• Ending• Neutral zone• New beginning
Page 14
Page 15
Kotter’s eight step plan
Kotter’s eight step plan 1 of 2Establish a sense of urgency by creating a compelling reason for why change is neededForm a coalition with enough power to lead the changeCreate strategies for achieving the visionCommunicate the vision throughout the organizationEmpower others to act on the vision by removing barriers to change and encouraging risk-taking and creative problem-solving
Kotter’s eight step plan 2 of 2Plan for, create, and reward short-term “wins” that move the organization toward the new visionConsolidate improvements, reassess changes, and make necessary adjustments in the new programsReinforce the changes by demonstrating the relationship between new behaviours and organizational success
Page 17
Page 18
Drill
Page 19
Drill
Page 20
Driving change in not for profits
Driving change in not for profits 1 of 2
• High levels of satisfaction• Retention issues within four
years• Support from the board• More support for
challenging tasks• High levels of stress• 60% exiting the sector
completely
Page 21
Driving change in not for profits 2 of 2
• Key motivators to work in the sector
• Remuneration not top motivator for working in the sector but is important for retention
• Leadership skills
Page 22
Page 23
Change in pharmacies
Change in pharmacies 1 of 4IMPORTANT FACTORS• Communication and
teamwork• Manpower and employees• Pharmacy layout• Patient expectation• Relationship with
physicians• Remuneration• External support and
assistance
Page 24
Change in pharmacies 2 of 4CHANGE READINESS• History of past changes• Assessment of need for
change• Resource availability• Measurements and metrics• Assessing risk• Change orientation• Information and knowledge• Skills audit• Time availability and
timing• Profitability perspective
Page 25
Change in pharmacies 3 of 4STEPS INVOLVED• Situating and leading the
change• Triggering the motivation
to change• Planning the change• Helping and assisting the
change• Allocating resources for the
change
Page 26
Change in pharmacies 4 of 4STEPS INVOLVED (CONTINUED)• Responding to and
managing resistance to the change
• Marketing the change• Aligning the change• Communicating the vision
and change• Integrating and
consolidating
Page 27
Page 28
Resisting change
Resisting change 1 of 2• Comply but do so
reluctantly• Ignore instructions• Actively oppose and lobby
others to do the same
Page 29
Resisting change 2 of 2TECHNIQUES TO REDUCE RESISTANCE• Education and
communication• Participation• Facilitation and support• Negotiation• Manipulation and co-
optation• Coercion
Page 30
Page 31
Social norms
Social norms• Develops gradually over
time and as newcomers are socialized into the group
• Examples• Important norms
Page 32
Page 33
Triggers of change
Triggers of change• External• Internal
Page 34
Page 35
Changing the culture
Changing the culture 1 of 2• Set the tone through
management behaviour• Create new stories,
symbols and rituals• Adopting new values• Redesigning socialization
processes• Changing the reward
system• Replace unwritten norms
with clearly specified expectations
Page 36
Changing the culture 2 of 2• Shake up current
subcultures• Employee participation and
a climate of trust
Page 37
Page 38
Sustainable change
Sustainable change
Page 40
Variables
Variables• Structural• Cultural• Human Resource
Page 41
Page 42
Forces for change
Forces for change• External• Internal
Page 43
Page 44
Organizational resilience
Organizational resilience• Definition• Principles• How does it help an
organization?• What does a resilient
organization look like?
Page 45
Page 46
Change agents
Change agents• Responsibilities• Roles• Skills• Qualities
Page 47
Page 49
Case studies
Page 50
Conclusion and questions
Page 51
Conclusion and questions
SummaryVideosQuestions