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Change. Introducing Controlled Change Management across ICT Programme. What is Change Management?. A discipline for assisting people to: Adapt to changes in their environment Adopt new ways of working Align to new business drivers & measures It consists of: - PowerPoint PPT Presentation
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ChangeIntroducing Controlled Change
Management across ICT Programme
What is Change Management?
A discipline for assisting people to:Adapt to changes in their environmentAdopt new ways of workingAlign to new business drivers & measures
It consists of:Knowledge about people & their driversApproaches for planning and executing changeTools & techniques
What is the difference
between Change and Transition?
CHANGE
Change is the way things will be different
Results from a shift in the externals of a situation
Processes employed to ensure that change is implemented in a controlled and systematic manner.
Made up of events
Can happen quickly
Focussed on outcomes (visible and tangible)
What is the difference between
Change and Transition?
TRANSITION
Transition is the mental and emotional transformation that people must undergo to relinquish old arrangements and embrace new ones
Psychological process that takes place inside of people
On-going process
Organic process, has its own natural pace
Focused on how we'll get people there and how we'll manage things while we are en route
What generates organisational
change?Major external forces / shifts:
Shift in domestic policySubstantial cuts in fundingDecreased market opportunityDramatic increase in servicesGlobal eventsRapid technology development
What are the different types of
change?Developmental
Often used to improve existing business processesTransitional
A type of change that is made to replace existing processes with new processes.
TransformationalA change or series of changes designed to completely reshape your business strategy, market position or processes. Transformational changes will typically include transitional and developmental change within the program.
Why is Change difficult to accomplish
Many people are inherently cynical about change People are afraid of the unknown People believe that things are fine the way they are Managers may recognise the need to change but
acting on it can be difficult Change requires the ‘management’ of people’s
emotions, most managers find difficult to deal with or address
Managing the change process and transition emotions is fundamental to the success of a change oriented project.
Reactions to Change
01 DenialWhere we fight the change and protect status quo.
02 Frustration and anger When we realize that we cannot avoid the change and we become insecure because of lack of awareness.
03 Negotiation and bargaining Where we try to save what we can.
04 DepressionWhen we realize that none of the old ways can be incorporated into the new.
05 Acceptance When we accept the change, and start to mentally prepare ourselves.
06 Experimentation Where we try to find new ways, and gradually remove the old barriers.
07 Discovery and DelightWhen we realize that the change will improve our future possibilities.
08 IntegrationWhere we implement the change.
Change CurveNo of people
Range
2.5%Change Agents
13.5%Early Adopters
34%Fence SittersShift Early
34%Fence SittersShift Later
16%Resistors
People will respond to change at different rates
– Understand this factor and you can then use strategies to move groups who are slow to change
– Change agents and early adopters – use them to help shift the group
Introducing Change into
Existing Programme Methodology Selection - ADKAR Awareness. Make all level of staff aware why the
upcoming change is needed. Change for the sake of change is seldom useful. Nevertheless, change implemented to improve business operations, stay ahead of your competition, and/or increase the bottom line, is not only wise, but also necessary for success.
Desire. It is imperative that management encourage the desire of their employees to support and actively participate in the forthcoming change, regardless of the immediate appeal or flash of the new procedures or processes.
Knowledge. Management must provide the training and education to its staff of the methods of changing to the new procedures, software, or organization. High levels of awareness and desire will often be useless without the necessary knowledge of how to change to accomplish the goals desired.
Ability. Along with the knowledge of how to affect successful change, everyone involved needs to be given the specific training and information to achieve success in implementing the details of the changes to be made. Onsite or Internet schooling is a critical component of delivering the education the staff needs to make the changes successfully.
Reinforcement. Just as a good youth sports coach understands that young people can only learn to hit a pitch, shoot a basketball, or kick a soccer ball properly through repetition and reinforcement, the same procedure is critical to successful change management. Studies have proven that a person that repeats a task for 21 days religiously will create a habit – whether it is a good or bad habit. Reinforcing the new “habits” of the staff typically improve the success of the changes made.
Introducing Change into
Existing Programmes
Organisational MaturityChange ScaleThe ‘what’ of changeResistance to ChangeNecessity for ChangeThe ‘Where’ of ChangeRelationship Leadership Vs Leadership of Position Empowered ImplementationContinuous ChangeChange Fatigue
Considerations
Change Management Role
Helping People Around the Curve
Comfort zone
Shock
Denial
Acknowledgement
Adaptation
Growth
Early awareness
Plenty of time
Make it realFrequent
communication (They are not listening)Show need for the
change
Listen, empathise, absorb, Show need for
change.Use people who are already around the
cycle
Support Encourag
e
Re-enforce
Change Management
Strategies1. Create a sense of urgency.2. Create a supportive and guiding coalition 3. Vision with strategies, goals and action plans.4. Communicate the plan5. Empower people to take action by removing
obstacles 6. Encourage short term or incremental wins7. Consolidate the wins and celebrate8. Once the changes are complete, anchor them in the
culture.
Case Study – Wireless Access Point Deployment
Objective
Objective of what we
want to do
Impact
Impact of the change
Benefits
Reaso
n we a
re cha
nging
Stakeholders
Whom will be effected
Effect
What areas will
you change & How will people
get ready
Creating buy inOne page agreement of what we are changing, whom we will effect, how and what benefit realizations we will be tracking.
Checking if we are readyAnd this your pre go live
checklist to ensure everyone is ready for the change.
Takeaways1. How you manage change must
match the maturity of the organisations.
2. Improve stakeholder engagement by giving them a summary of the change to take with them
3. Provide your change impacted personnel with an opportunity to provide you with feedback throughout the process
4. Establish a formal agreement to identify what has to be done to be ready for the change • Traceable back to the objectives• Easy to track progress• Clear to agree to if we are ready to
launch
Further Information
1. Change Management Institute1. http://www.change-management-institut
e.com/
2. Prosci Change Management Methodology1. http://www.prosci.com/
3. Kotter Change Management Methodology1. http://www.kotterinternational.com/