Change Management and Negotiation

Group 10

Table of Contents !!!!!!!!I.!Bingo!Instruc.ons ! ! ! ! ! !

! !3!!!!!!!II. !Small!Exercise ! ! ! ! !

! ! !4!!!!!III. !What!is!change!management?! ! ! ! !

! !5!a)!Why!Change? ! ! ! ! !! !6!b)!Why!manage!change ! ! ! ! !!7!

!!!!!IV. !Layers!of!Change!Management ! ! ! !! !9!

!!!!!!V. !Challenges!with!Change!Management! ! ! !!10!

!!!!VI. !Strategies ! ! ! ! ! !! ! !11 !!

!!VII. !Nega.ve!Management ! ! ! ! !! !13!

!VIII. !Posi.ve!Management ! ! ! ! !! !14!

IX. Nego.a.on/!Resistance!Groups ! ! ! !!15!

!!!!!!X. !Case!Study ! ! ! ! ! !! ! !18!

!!!!!XI. !Final!Quiz ! ! ! ! ! !! ! !20!

!!

2

Bingo! - Answer the questions on your Bingo sheet - Once you get a row or diagonal call out bingo (or just raise your hand) - One of us will come check your card and verify your answers. - First 3 people to get bingo will advance to the final round of questions for prizes!

33

Small Exercise

44

What is Change Management?

5

Management Process

6

Why Change Happens?

7

Why Manage Change?

8

Layers of Change Management

9

●  Buchanan and McCalman Model ○  Introduction

●  Layers ○  Trigger Layer ○  Vision Layer ○  Conversion Layer ○  Maintenance and Renewal

Challenges ●  Higher costs(61%): to hire, train new members or employ specialists

●  Failed changes(57%): loss of data, overwrite component, overlap different versions of

the same code ●  Poor software quality(75%): the system may hang, lose critical data, fail to link to

database, and data integrity suffers ●  Unnecessary rework(71%): poor software quality leads to unnecessary rework to

restore the system ●  Schedule(68%): training and reworking slow down the project’s progress, miss the

deadline, leading to poor performance, many bugs and lack of testing ●  Other challenges: dissatisfied business customer(72%), downtime in production(50%)

10

Strategies

Harvard Business School professor Dr. John P Kotter’s 8 steps to successful change 1. Establishing a Sense of Urgency 2. Choosing your Group 3. Developing a Vision 4. Communicating that Vision

11

Strategies (cont’d)

5. Empowering Action 6. Generating Short-Term Wins 7. Never Letting Up 8. Make it Stick

12

Negative Management ●  Lack of support ●  “Do as I say” ●  Failure ●  Result in negative effect

on productivity

13

Positive Management ●  Confront Fear of

Change ●  Trust ●  Feedbacks ●  Reward

14

Negotiation

15

AFFECTED VS SUPERIOR

PROTESTERS ZOMBIES 16

17 Saboteurs

Case Study

The City of Lincoln, Scotland Food, Health, & Safety Team

18

Questions?

19

Final Round!

20

- Matt - David - Sebastian - Daniel - Long - Chih-Hsuan - Amy