change management

Remi ADESEUN, FPSN

One-Day RetreatCouncil of the PSNFebruary 2013

Change Management

Introduction...I have a Dream!

www.managementstudyguide.com

Paradigm Pioneers

People who: Imagine new possibilities Spot new opportunities Adapt old ideas and

information Change existing practices Plan for the new order Take the necessary action

3

It all starts with Questions..

What? Why? How? Who? Where? When?

Remi ADESEUN

Where

When

HowWhat

Who

Why

4

Key Questions...What?

What is Change? What is Change Management? What are the Best Practices in Change

Managent?

Remi ADESEUN

Key Questions...Why?

Why do we need Change? Why manage Change? Why does Change Management fail?

Remi ADESEUN


Why Do Organizations Need Change

1 To Create what is not there through Driven by vision

2 To Improve what is there through Determined by market forces

Key Questions...How?

How do we know where we are? How do we decide where we want to

be? How do we get there?

Remi ADESEUN

Getting to the “How”Outside-In (Pharmacy & Pharmacists)

• What do the People Think?• What do the People Want?• What do the People Need?

Inside-Out (Pharmacy & Pharmacists)

• What do we know?• What Should we know?• What do we do?• What should we do?

Other Climes (Pharmacy & Pharmacists)

• How do others do it?• How are they regulated?• How are they perceived?• How are they rewarded?

Other Tribes (Pharmacy & Pharmacists)

• What do we think of you?• What do we think you

should do?• What is the best way we

can work together?

Key Questions...Who?

Who will lead the change? Who will be the change agents? Who are the potential change

obstacles?

Remi ADESEUN

Key Questions...When?

When is a good time? When is the right time? When is the best time?

Remi ADESEUN


When Is Organizational Change Inevitable?

Gliecher’s Equation Organisational dissatisfaction [D] Vision for the future [V] Possibility of immediate tactical action/

first steps [F]

When D x V x F > Resistance to changeThen, organisational change becomes

acceptable

12

DVF

The Change Cycle

Phase 2Resistance

Phase 3Exploration

Phase 1Denial

Phase 4

Commitment

In the final analysis..

Change Management is about..

Winning Commitment!

4 Levels of Commitment

1.Political2.Intellectual3.Emotional4.Spiritual

10 Leadership Competencies for Winning Commitment

Intellectual1. Insight2. Vision3. Story telling4. Mobilising

Emotional1. Self-Awareness2. Emotional

Engagement3. Fostering Hope

Spiritual1. Rendering

Significance2. Enacting Beliefs3. Centering

Summary1. IVSM2. SEF3. REC

Implementing an Effective Change Program Agree on the

Implementation Strategy Agree on the Time Frame Plan for Implementation Set up a Team of

Stakeholders Establish Good Project

Management Personalise the Case for

Change Promote Participation Tackle Known Blocks to

Progress

Motivate People Be Prepared for Conflict Be Willing to Negotiate Anticipate Stress Build Skills Build in Capacity for

Learning Remember Change is

Discontinuous Monitor and Evaluate

Remi ADESEUN

Dos and Don’ts of an Effective Change Program

Dos Appreciate the depth of

potential resistance to change. Select priorities for change Plan to deliver early tangible

results and publicise successes to build momentum and support

Involve key stakeholders at every step of designing and implementing change

Ensure Top Management sponsors, and is fully commited to, the agreed implementation

Don’ts Don’t get lost in

detail or lose sight of the vision

Don’t mise on resources for training and communication

Remi ADESEUN

Drawing Lessons from Business Process Reengineering Develop the Vision-

Think Big Establish a Steering

Committee Prepare the

Organisation for Change

Analyse Existing Processes

Establish Key Performance Indicators or Baselines

Redesign the Process Plan the

Implementation Monitor and Evaluate

Progress

Remi ADESEUN

Leading Change

Establish a Sense of Urgency Create a Guiding Coalition Develop a Vision and Strategy Communicate the Change Vision Generate Short-Term Wins Consolidate Gains Anchor & Institutionalise the Change

Remi ADESEUN


Change Management

... about “getting there’ ... about “navigating the journey” planning and designing the

components of the change program managing the implementation of the

program, and the process of change, to minimise disruption and maximise benefits

continuously monitoring progress and fine-tuning the change journey as required

21

Common Causes of Failure

Underestimating Peoples attachment to Status Quo

Not having the right reasons for change Not making fundamental changes to the

way things are done Poor redesign of processes Introducing technology in isolation Not involving Key Stakeholders at every

stage


Paradigms and Change

The earth is a sphere

The earth is flat.

The earth is a planet.

The earth is a living being.

Paradigms are mental boundaries built around

rules, concepts, assumptions and

practices


Importance of change to individual

When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind: Principle1- Different People React

Differently To Change Principle2- Everyone Has Fundamental

Needs That Have To Be Met Principle3- Change Often Involves A Loss,

And People Go Through The "Loss Curve“ Principle4- Expectations Need To Be

Managed Realistically Principle5- Fears Have To Be Dealt With

24


25

How do people react to change?

Here are some thoughts that might be expressed by someone passing through the "bad news" curve: Oh no! It can't be true! You cannot be serious!!! Can we sort this out some other way? That's it - after 20 years of service they want me to... Am I going to be part of this? Yes, I can live with this - it's not bad really.

Getting it Right

The Right Spirit The Right Attitude The Right

Questions

The Right People The Right

Envinroment The Right Time

They see the purpose of changing

They are convinced about the purpose

Experiments conducted by Stanford psychologist Leon Festinger show that people change their mindset only when:

27

Coping with Change

They see the purpose of changing

They are convinced about the purpose

28

How Ready Am I For Change?

Conclusion

“There is nothing more difficult to take in hand, more perilous to conduct or more uncertain in its success, than to take the lead in the introduction of a new order of things.”

- The Prince by Niccolo Machiavelli.

Thank You!

Contact Information:

Remi ADESEUN

Chairman

Rodot Group

.Healthcare

.Water Technology

.Architecture

.Consulting

08057713769/07065156473

[email protected]

[email protected]

mailto:[email protected]

mailto:[email protected]

change management

Documents