Managing Change Its not so much that were afraid of change, or so in love with the old ways, but its the place in between that we fear its like being between trapezes.Its Linus when his blanket is in the dryer.heres nothing to hold on to.!- M. FergusonClass agendaPart I:Organizational Issues and changePart II:The nature of change.Part III:Leading others through change.Characteristics of The Adaptive OrganizationThe Prerequisites for ChangeCharacteristics of Effective Change Sponsorshat Effective Change Leaders !eed to "oTheInternal Pla#ers in the Change Process and their $olesThe $ole of Outside Consultants"art I#$rganizational Issues"art I#$rganizational IssuesThe Adaptive Organizationillingness to %a&e changeIdentifies pro'le%s quic&l#Internal and e(ternal loo&ingI%ple%ents solutions rapidl#)ocus on innovation*p+ard co%%unicationTrust$is& ta&ing is re+ardedCandidnessOpen to feed'ac&Enthusias%Long,ter% focusS&ill "evelop%entLearning OrganizationPrerequisites for ChangeVision: "evelop- articulate and co%%unicate a shared vision of the desired changeNeed: A co%pelling need has 'een developed and is sharedMeans: The practical %eans to achieve vision: planned- developed and i%ple%entedReards: Aligned to encourage appropriate 'ehavior co%pati'le +ith vision and changeFeed!a"#: .iven )requentl#An $ffe"tive Change %ponsor Must &avePoer: to legiti%ize changePain: Personal Sta&eVision: Total in,depth vie+Pu!li"'Private Role: Co%%it%ent and a'ilit# to support change pu'licl#/ %eet privatel# +ith agentsPerfor(an"e Manage(ent: A'ilit# to re+ard/confront%a"rifi"e) Pursue change despite personal price*hat $ffe"tive Change +eaders ,o$(!ra"e change +hen it0s needed,evelop a vision for changeCo((uni"ate effectivel#%ha#e things up '# challenging status quo and encouraging others to do the sa%e%ta- A"tivel- .nvolved '# +al&ing the +al& and 'eing visi'le a'out it.,ire"t/ Revie .(ple(entation of change , continued participation , never done attitude.1e in position to notice and coach.Roles) The Change Pla-ers%ponsors: Senior %anage%ent leaders , the driving force of change , %ust +al& the +al&. Advo"ates: Allies of leaders- deplo# the vision , co%%unicate , involve , sell , 2OTI3ATEAgents)Influence sponsors0 co%%it%ent- target resistance- %easure readiness- assess e(isting people/structuresTargets: Ever#one in organization , develop- train- reinforce- supportRole of ConsultantsAssess(ent of: %anage%ent- &e# pla#ers- 'arriers- opportunitiesCoa"h',evelop'Train: help people adopt ne+ 'ehaviorPlan: Assist in process/&no+ledgeValues ' Vision: )acilitate their develop%ent Redesign Organizational Fa"tors: $e+ards- $eports- $e,engineerCo((uni"ations) )acilitate the processPro0e"t Manage(ent Assistan"e.ntrodu"tionChange in !usiness is not ne 1 it2s 0ust a""elerating due to3!e+ technolog#..lo'al co%petition..ro+th 4 increased co%ple(it#.The result: Change or die"art II#he %ature of &hange"art II#he %ature of &hange *hat to e4pe"t fro( "hangeSense of loss- confusion.2istrust and a 5%e6 focus.)ear of letting go of that +hich led to success in the past.People hold onto 4 value the past. 7igh uncertaint#- lo+ sta'ilit#-high e%otional stressPerceived high levels of inconsistenc#.7igh energ# 8 often undirected.Control 'eco%es a %a9or issue.Conflict increases 8 especiall# 'et+een groups..ndividual prerequisites for "hange to o""urThinking & understandingEmotional/MotivationalBehavioral'ead'eart'ands(hy should I change)(hats in it for me)(hat do I do differently)Change (anage(entEffective Change$qualsAltering2ind,set7arnessing2otivationShaping1ehaviorThe Effective Management of Change Involves AnIntegrated Approach In Each Of These Three Arenas%tages of "hange (anage(ent&oming to *rips with the "roblem! &oming to *rips with the "roblem!(orking through the &hange! (orking through the &hange!+ttaining and ,ustaining Improvement! +ttaining and ,ustaining Improvement!%trateg-'"hange i(ple(entation5Co%ing to .rips +iththe Pro'le%6:.Arenas of ChangeStages of Change 2anage%ent;. 5or&ingthrough theChange6

1ehavior=Capa'ilit#>.ather data to convince #ou/others that old +a# no longer +or&s.Confront %#ths- assu%ptions- 4 'eliefs that prevent seeing pro'le% 4 changing.Increase dissatisfaction +ith old +a#s.Increase confidence that change is achieva'le.Outline costs of old +a# 4 'enefits of ne+ +a#.)or% tea% to gather data.7ave %anage%ent tal& a'out data 4 need for change.Assess individual readiness to change.Identif# specific 'ehaviors to change.&oming to *rips withthe "roblem!The te"hnolog- of leading sustaina!le "hange2ind,set=Thin&ing/*nderstanding>%tage To)Arenas of ChangeStages of Change 2anage%ent2otivation=E%otional/Intuitive "#na%ics>1ehavior=Capa'ilit#>(orkingthrough the&hange!Create a vision of the future 4 articulate the ne+ %ind,set.7elp people understand 'oth the 'ig picture 4 the details.Co%%unicate the purpose 4 'enefits 'roadl#.7elp people %a&e the lin& 'et+een solving toda#0s issues 4 the ne+ plan.7old 5realit# chec&6 %eetings to +or& through the threats- losses- and resistance.or& through the leaders0 e%otion/resistance first.*se individual gain/loss anal#sis as as tool."iscuss ho+ to %anage stress.1e supportive of one another."evelop a ne+ profile of leadership success.Evaluate the top levels of %anage%ent in stores.Involve e%plo#ees in 'uilding change plans.$e+ard successesB e(pect 4 learn fro% %ista&es."rive individual 'ehavior change.The te"hnolog- of leading sustaina!le "hange2ind,set=Thin&ing/*nderstanding>Arenas of ChangeStages of Change 2anage%ent2otivation=E%otional/Intuitive "#na%ics>1ehavior=Capa'ilit#>+ttaining - ,ustaining Improvement!Continuall# update vision of desired future 4 tea%+or&.Create foru% for feed'ac& 4 continuous learning.Continue to articulate +h#0s 4 'enefits.Cele'rate 4 re+ard successes."eal +ith people +ho +ill not change.Esta'lish t+o,+a# co%%unication.Involve people for 'u#,in.Continue to support each other in %anaging stress 4 change.2a&e sure s#ste%s 4 re+ards reinforce desired 'ehaviors.Train inco%ing people in the ne+ 'ehaviors.Coach- give feed'ac&- 4 reinforce ne+ 'ehavior."eal +ith people +ho cannot change.%tage Three)Addressing (ind-setLearn it thoroughl# #ourself.1uild relationships.E(plain the purpose of change. 7elp the% understand 4 teach concept. Articulate the 'enefits. Lin& dail# activities to their higher purpose 4 'enefits.$epetition:Provide frequent 4 consistent co%%unication a'out change 4 +hat0s needed.Paint a picture of the successful future using 'est practices.(orking with .ind/,etAddressing !ehaviors2odel desired 'ehaviors 4 attitudes.Clearl# define desired 'ehaviors 4 'ehaviors that need to change..ive feed'ac& frequentl# to reinforce changed 'ehavior 4 correct +rong 'ehavior.Coach 4 teach desired 'ehavior.(orking with 0ehaviorsAddressing !ehaviorsIdentif# training needs 4 co%%unicate up+ards.Create goals to +or& to+ard:a vision of success.7elp people create specific- concrete 'ehavior,change plans as needed.Co%%unicate in %ultiple for%s.(orking with 0ehaviors%u((ar-Cou have to 'e co%forta'le +ith the change 'efore #ou can get others to change.People can0t =or don0t +ant to> change +hen the# don0t understand.hat- +h#- ho+- II)2.Cou can0t intervene until #ou understand the situation.$esistance is part of the change process.or& +ith it.Address change at all three levels to 'e successful.Sustaina'le change occurs in steps."efine #our priorities."on0t ta&e on too %uch at once.A stepped approa"h to "hange%tartX+ 1ourney of a thousand miles occurs one step at a time.%u""ess