1 managing change people change what they do less because they are given analysis that shifts their...

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1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings Kotter (2002)

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Page 1: 1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences

1

Managing Change

People change what they doless because they are given analysis

that shifts their thinking than because they are shown a truth

that influences their feelings

Kotter (2002)

Page 2: 1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences

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What is Change?

Change is a journey - not an event• It is no longer a choice• Individual and organisational change• Poorly managed – it is confusing at best

– counter-productive at worst• It carries anxiety and chaos

People strive to maintain their equilibrium or status quo.

Page 3: 1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences

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Imposed Change

Imposed ChangeResistance to change.

Degree of acceptance/commitment

unpredictable

Reactive and unpredictable

behaviour.

Anxiety, uncertainty.No learning

Page 4: 1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences

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Planned Change

PlannedChange

Less resistance to change. Degree of

acceptance/commitment more predictable.

Anxieties surfaced early

Proactive and predictable behaviour

Less anxiety, More certaintyIncrease learning

Page 5: 1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences

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Force Field Analysis

Driving Forces Restraining Forces

Equilibrium(Current Situation)

Page 6: 1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences

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Organisational Change

Unfreezing Change Refreezing

Kurt Lewin

Page 7: 1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences

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Unfreeze-Change-Refreeze

Disequilibrium

Softening of Procedures

Equilibrium restored by:

Unfreezing

Sticking to old ideas and behaviour

Exploring new ideas

Looking at alternative behaviours

Changing

Consolidation of ideas and behaviour which

return to the old equilibrium

Consolidation of new ideas and behaviour

reaching new equilibrium

Refreezing

Page 8: 1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences

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Why Change Fails

Organisations fail to rise to the challenge it brings

Misunderstanding of what change is

Lack of planning and preparation

No real vision

Goals are set, but too far in the future

The quick-fix option

Page 9: 1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences

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Why Change Fails

Poor communication The legacy of previous change“The way we do things around here”Fear of failureEmployee resistanceNo incentive to changeIll-prepared employees

Page 10: 1 Managing Change People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences

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The Change Challenge

Be clear on vision and what kind of change is requiredPlan, plan, plan (and implement)Pre-empt resistance Set milestones/short-term objectivesInvolve and prepare employeesGet ‘all hands on deck’

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The Change Challenge

Provide incentivesAvoid complacency – create champions or advocates and even

recruit the cynics

Create momentum – take action

Allow for setbacks

Communicate

Celebrate success. Machiavelli