ChangeIntroducing 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:Knowledge about people & their drivers

Approaches for planning and executing change

Tools & 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 policy

Substantial cuts in funding

Decreased market opportunity

Dramatic increase in services

Global events

Rapid technology development

What are the different types of

change?Developmental

Often used to improve existing business processes

Transitional 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 Curve

No 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 Maturity

Change Scale

The ‘what’ of change

Resistance to Change

Necessity for Change

The ‘Where’ of Change

Relationship Leadership Vs Leadership of Position

Empowered Implementation

Continuous Change

Change 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 w

hat we

want to do

Impact

Impact of the change

Benefits

Reas

on w

e ar

e ch

angi

ng

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 ready

And 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/