SLIDE 1 “A GREAT IDEA WON’T MATTER IF YOU CAN’T
CARRY IT THROUGH”
A presentation by Mark Casey
MJ Casey Consulting details on last slide.
SLIDE 2 CHANGE MANAGEMENT
Change management is a structured approach to transitioning individuals, teams, and
- rganisations from a current state to a desired
future state, to fulfill or implement a vision and strategy.
SLIDE 3 KURT LEWIN 1890 - 1947
Change ge Theor
y – 3 Sta Stage Proc
ss
UN UNFR FREEZE EEZE CHA HANGE NGE REF EFREEZE REEZE
SLIDE 4
UNFREEZING
What ever assists people to accept that change is needed because the existing situation is not adequate
SLIDE 5
CHANGING
Involves rearranging of current work practices and procedures to meet new needs
SLIDE 6
REFREEZING
Reinforces the changes made so that the new practices of behaving become established.
SLIDE 7
FORCE FIELD ANALYSIS
Process of analysing the forces that drive change and the forces that restrain it
SLIDE 8
DRIVING FORCES
Factors that push towards the new, more desirable status
SLIDE 9
RESTRAINING FORCES
Factors that exert pressure to continue past behaviour or resist new actions
SLIDE 10 ORGANISATIONAL CHANGE
Three options to bring about change:
- 1. Increase the driving forces
- 2. Decrease the restraining forces
- 3. Do a combination of the two approaches
SLIDE 11 JOHN P KOTTER 1947 - CHANGE MODEL
1.
eate e Ur Urgency gency
2.
rm a P Powerful ful Coa
lition
3.
eate e a Vis Vision
ange
4.
mmunica nicate e th the e Vision
5.
e Ob Obsta tacles cles
6.
eate e Shor
erm Wins
7.
ld on th the e Change ange
8.
chor th the Changes nges in Corporat porate e Cultur ulture
SLIDE 12 INDIVIDUAL CHANGE
“Everyone thinks of changing the world, but no
- ne thinks of changing himself”
Leo eo Tolstoy
SLIDE 13
ADKAR MODEL – PROSCI 1994
ADKAR describes the required phases that an individual will go through when faced with change. ADKAR is a foundational tool for understanding “how, why and when” to use different change management tools.
SLIDE 14 FIVE BUILDING BLOCKS OF CHANGE
Awareness
Desire
to participate & support change
Knowledge
Ability
to implement skills & behaviours
Reinforcement
to sustain the change
SLIDE 15 PROC OCHAS HASKA KA ST STAGES S OF OF CHA HANGE NGE MO MODE DEL
The stages of change are: Pre-con contem empla plation tion (Not yet acknowledging that there is a problem behavior that needs to be changed) Co Contempla plation tion (Acknowledging that there is a problem but not yet ready or sure of wanting to make a change) Prepara aration/Det tion/Determinat ermination ion (Getting ready to change) Action/
Willpower er (Changing behavior) Ma Mainten enance ance (Maintaining the behavior change) and Relapse se (Returning to older behaviors and abandoning the new changes)
SLIDE 16
CHANGE MANAGEMENT
Four r key area eas of succ ccessful essful change ge manage gemen ent. t. They are: e:
Understanding change. Planning change. Managing resistance to change. Implementing change.
SLIDE 17
UNDERSTANDING CHANGE
Before you manage a project that involves changing the way that people work, you must first understand how people react to change. Reactions can range from "shock and denial," when business as usual is first disrupted, to "acceptance" and "commitment," as the change is implemented. Levels of performance may fall as they learn how to use new systems and processes. “Unfreeze-Change-Refreeze" highlights why you need to build sufficient time into the process for people to adjust.
SLIDE 18
PLANNING CHANGE
Conducting an impact analysis/ will assist you to understand the possible positive and negative consequences of change, so that you can develop contingency plans to deal with any issues that may arise [driving forces/restraining forces].
SLIDE 19
MANAGING RESISTENCE TO CHANGE
For people to be motivated to change, they must be dissatisfied with the current situation, and must think that the proposed solution is desirable and practical. Use this equation to assess readiness for change, so you can ensure that a change is actually needed, and that your planned changes will result in significant benefits.
SLIDE 20
IMPLEMENTING CHANGE
When you implement change, communication is crucial – you'll almost certainly have problems at some point, and if you aren't regularly talking about the plan and communicating your successes, people may go back to the preferred ways of doing things.
SLIDE 21
CHANGE EXAMPLE
One particular example of my direction and facilitation of change management was with a manufacturing company based in Queensland. My role as project manager was to address issues of a declining market share due to a lack of coordination of production processing, quality and the delivery of product. As an established business the practices and procedures had become stale and complacent. Fundamental to this business was the performance of the management team and the approach they presented which can only be best described as “management by department silos”. This fragmentation of the business was evident in the raw product ordering, production area, manufacture / quality as well as the sales and marketing of the product.
SLIDE 22 CHANGE EXAMPLE - CONTINUED
Change Tools Applie plied:
- 1. Structure analysis – fit for purpose
- 2. Key stake-holder interviews
- 3. Social Network / Stake holder analysis
- 4. Meeting/s analysis – effective representation
- 5. Planned vs. actual analysis
- 6. Operations monitoring / reporting
- 7. Supervisor development
SLIDE 23 RESISTANCE TO CHANGE
Id Identifyi ntifying ng re resis istance tance
- Lack of participation
- Openly expressing emotion
- Lack of attendance and absenteeism
- Reverting to old ways
- A decrease in productivity and missed
deadlines
SLIDE 24 RESISTANCE TO CHANGE
In Ineffectiv ective methods thods for r deali aling ng with h re resistance tance
- Ignoring resistance and expecting it to go away on
its own
- Not listening to and understanding the concerns
- f those impacted
- Not gaining input from those impacted
- Underestimating the resistance
- Poor communication
SLIDE 25 RESISTANCE TO CHANGE
Em Emplo ployee ee re resistance tance
- Lack of understanding around the vision and
need for change.
- Comfort with the status quo and fear of the
unknown.
- Corporate history and culture.
- Opposition to the new technologies, requirements
and processes introduced by the change.
SLIDE 26 RESISTANCE TO CHANGE
Manager nager re resistance tance
- Loss of power and control.
- Overload of current tasks, pressures of daily
activities and limited resources.
- Lack of skills and experience needed to manage
the change effectively.
- Fear of job loss.
- Disagreement with the new way.
- Scepticism about the need for change.
SLIDE 27
MJ CASEY CONSULTING
Mark Casey Psychologist Mobile: 0416 156 824 Email: mjulcasey@optusnet.com.au Profile: Mark has over twenty years of experience in consulting to organisations on strategic development and specialist behaviour change programs. During this time he has implemented a number of organisational change intervention programs to organisations in the mining, manufacturing, health services and education sectors. Mark has consulted to corporations on managing cultural change in organisations as a result of corporate mergers, corporate leadership changes and as part of change intervention programs.
