change ppt for 27th nov 2009

8/7/2019 Change Ppt for 27th Nov 2009

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CHANGECHANGE

RDRD 27/11/200927/11/2009

Shift Happens.flv


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Change HappensChange Happens

What are your reactions when you

hear the word change?

Negative Perceptions

Positive Perceptions


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Types of OrganisationalTypes of Organisational

ChangeChange Anticipatorychanges: planned changes based on

expected situations.

Reactivechanges: changes made in response to

unexpected situations.

Incrementalchanges: subsystem adjustments required

to keep the organization on course.

Strategicchanges: altering the overall shape or

direction of the organization.


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Individual Reactions toIndividual Reactions toChangeChange

How People Respond to Changes They Like:

Unrealistic optimism

Reality shock

Constructive direction

How People Respond to Changes They Fear andDislike:

Getting off on the wrong track Laughing it off

Growing self-doubt

Destructive direction


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Why do we resist change?Why do we resist change?

Surprise Unannounced significant changes threaten our

sense of balance in the workplace.

Inertia We have a desire to maintain a safe, secure,

and predictable status quo.

Misunderstanding and lack of skills Without introductory or remedial training,

change may be perceived negatively.

Poor Timing Other events can conspire to create resentment

about a particular change.


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Emotional Side Effects Forced acceptance of change can create a

sense of powerlessness, anger, and passiveresistance to change.

Lack ofTrust Promises of improvement mean nothing if we

do not trust management.

Fear of Failure

We may be intimidated by change and doubtour abilities to meet new challenges.

Personality Conflicts Managers whom we dislike are poor conduits

for change.


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Threat to Job Status/Security

We worry that any change may threaten ourjob or security.

Breakup of Work Group Changes can tear apart established on-the-job

social relationships.

Competing Commitments

Change can disrupt our working patterns in ourpursuit of other goals.


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Three Phases of ChangeThree Phases of Change

CurrentCurrentStateState

TransitionTransitionStateState

FutureFutureStateState


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Current StateCurrent State Employees generally prefer the

current state

CurrentCurrent

StateState

TransitionTransition

StateState

FutureFuture

StateState


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Future StateFuture State

The future state is unknown to theemployee.

CurrentCurrent

StateState


StateState

FutureFuture

StateState


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Transition StateTransition State

The transition state creates stressand anxiety

CurrentCurrent

StateState


StateState

FutureFuture

StateState


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FourStages Of ChangeFourStages Of Change

1.1. DenialDenial

2.2. ResistanceResistance

3.3. Consideration/ExplorationConsideration/Exploration

4.4. AcceptanceAcceptance


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Managing TheStages OfManaging TheStages OfChangeChange


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Want to hear a storyWant to hear a story

from a TOP guy whofrom a TOP guy whowas really totallywas really totally

WRONGWRONGabout his idea onabout his idea on

change?change?


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""IthinkthereisIthinkthereisa worldmarketa worldmarket

formaybe fiveformaybe fivecomputerscomputers."."

Thomas Watson,Thomas Watson,chairmanofIBM, 1943chairmanofIBM, 1943


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Bill GatesBill Gates

640 Kbyte640 Kbyte

should be enoughshould be enoughmemory formemory foranybodyanybody

19811981


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What do these 3items have in

common?


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All can be boughtAll can be bought @ eBay@ eBay


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Successful Innovation NeedsSuccessful Innovation NeedsSillinessSilliness

Sounds like a strange advice?Sounds like a strange advice?RememberRemember

FedEx was silly

World Wide Web was silly.. Way back in 1995

.. And so was

PostPost--it Notes were sillyit Notes were silly..


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"Everyonethinks ofchanging the world, but noone thinks of changing himself.

Leo Tolstoy

Team Buildi

g Video.fl


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How AttitudesandHow AttitudesandFeelings ChangeFeelings Change

Self-esteem

Time

1.Immobilisation as rumours of thechange circulate, theindividual feels somesense of shock andpossible disbelief so much so that they

deem it worthy ofdoing nothing.

1

2.Minimisation:As thechange becomes clearer,people try to fit in thechange with their ownpersonal position and maytry to believe that it willnot affect them.

2

3. Depression:as realitybegins to dawn staff mayfeel alienated and angry,feelings of a lack of controlof events overtake peopleand they feel depressed asthey try to reconcile whatis happening with their own

personal situation.

3

4

4.Acceptance/lettinggo:The lowest point in self-esteem finally sees peoplestarting to accept theinevitable. Fear of thefuture is a feature of thisstage.

5

5. Testingout:Individuals begin tointeract with the change,they start to ask questionsto see how they mightwork with the change.

66.Search formeaning:Individuals begin to workwith the change and see

how they might be able tomake the change work forthem self esteem beginsto rise.

7

7.Internalisation:the change isunderstood andadopted within theindividuals own

understanding they now know howto work with it andfeel a renewedsense of confidenceand self esteem.


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This is a story about four people: Everybody,

Somebody, Anybody and Nobody.

There was an important job to be done and

Everybody was asked to do it.

Everybody was sure that Somebody would do it.Anybody could have done it, but Nobody did.

Somebody got angry about that because it was

Everybody's job.

Everybody knew that Anybody could do it, butNobody realised that Somebody wouldn't do it.

So Everybody blamed Somebody because Nobody

did what Anybody could have done.


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Thank you for your attentionThank you for your attention

The Org iz ion Need A ' CHANGE '.fl

change ppt for 27th nov 2009

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