Change and Transition. Individuals And Organizations

Transcription

1 Change and Transition Individuals And Organizations

2 Sources of Resistance Uncertainty Anxiety Fear What will happen (to me)?

3 Normal Reactions to Change Denial Anger Bargaining Depression Acceptance [Management hope: Support]

4 The Distance from Here to There + Now - Management Others

5 Model of Behavioral Change Letting Go (Unfreezing) Transition (New Model) New Beginning (Refreezing)

6 THE ORGANIZATION IN CHANGE TRANSITION PRE-CHANGE POST-CHANGE

7 Dynamics of Change Management-Driven Change Participatory Change Outsiders usually do not have the power to drive change

8 Two Varieties of Change System Change Incremental Change

9 Change Process Diagram MANAGEMENT FANTASY PERFORMANCE TIME

10 System Change Questions What are the Obstacles? What are the Priorities? What Factors Contribute to the Obstacles? Which Factors Are Within Control or Influence? On Which Factors Can We Get Commitment? What Are the Next Steps? What Are the Measurement Indicators? How Can I Help?

11 Incremental Change Know where the organization is to go: have a vision Choose your support efforts to provide advice, communication, and positive reinforcement

12 The Communication Rule During transition, it is almost impossible to have too much communication Tell Show Encourage questions Be honest Model the change

13 Levels of Change Individual Change Technical Management Work Groups Departments Cross-Functional Organization-wide

14 The Eight-Stage Process -John P. Kotter Step One Establishing a sense of urgency Identifying and discussing crises, potential crises, or major opportunities Potential Obstacle No sense of urgency

15 The Eight-Stage Process -John P. Kotter Step Two Creating the Guiding Coalition Putting a group together with enough power to lead the change Getting the group to work as a team Potential Obstacle Lack of leadership and power

16 The Eight-Stage Process -John P. Kotter Step Three Developing a Vision and Strategy Creating a picture of the changed future Developing strategies for moving from here to there Potential Obstacle No vision of the end of the journey (including measurements)

17 The Eight-Stage Process Step Four -John P. Kotter Communicating the Change Vision Use every possible vehicle to constantly communicate both vision and strategy Model the change Potential Obstacle Inadequate communication/modeling (What we want/what we say we want/what we reward)

18 The Eight-Stage Process -John P. Kotter Step Five Empowering Broad-Based Action Overcoming obstacles Encouragement of risk-taking Potential Obstacle Failure to give people the power to remove obstacles and take risks

19 The Eight-Stage Process -John P. Kotter Step Six Generating Short-term Wins Planning and creating visible wins Rewarding those people who made the wins Potential Obstacles Not enough visibility of new way No rewards for the new behavior

20 The Eight-Stage Process -John P. Kotter Step Seven Consolidating Gains and Producing More Change Build credibility Challenge all systems and policies Reinvigorate the process with new change Potential Obstacle Declaring victory too soon

21 The Eight-Stage Process -John P. Kotter Step Eight Anchoring New Approaches in the Culture Institutionalizing the change Articulate connections between changes and higher performance Potential Obstacle Failure to make the change a part of a new way of life in the organization

22 Bare Facts About Transition Transition is not the old and not the new It is not safe failures are frequent, blame is plentiful It is expensive often the old way must be maintained while the new is put in place It is sad the old way, even though it was not the best, got the job done

23 Bare Facts About Transition It is exciting new things are tried, new things happen, energy is generated by small successes It is stressful security and stability are threatened individuals and their families feel threatened

24 Change and Culture Culture is the great stabilizer of the status quo and is, therefore, a strong force opposing change Change challenges culture and culture is the basis for trust Trust is hardest to establish when you need it most.