Upload
timothy-holden
View
124
Download
0
Embed Size (px)
Citation preview
Managing to change; effective change management
by Toronto Training and HR
October 2014
1
CONTENTS3-4 Introduction5-6 Definition7-11 Stages of change12-15 Principles of change management16-19 Steps for effective change20-21 Three-phased approach to managing change22-23 Attitude towards change24-26 Readiness for change27-28 Scales which influence posture towards change29-31 Cultural change32-33 Change agents and change leaders34-36 Competencies and behavioural traits of a change leader37-39 Distinct modes of thinking40-43 Critical success factors and management interventions44-45 An example change management plan46-47 Why do change management plans often fail?48 Case studies49-50 Conclusion, summary and questions
2
Introduction
3
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR are:
Training event design
Training event delivery
HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale
Services for job seekers4
Definition
5
• Change management
6
Definition
Stages of change
7
• Unfreezing
• Making the transition
• Refreezing
8
Stages of change 1 of 4
Overcoming resistance; unfreezing
• Provide your rationale
• Be empathetic
• Communicate clearly
9
Stages of change 2 of 4
Overcoming resistance; making the transition
• Explain the benefits
• Identify a champion
• Obtain participative input
• Be aware of the timing
• Maintain job security
• Provide training
• Proceed at a manageable pace
10
Stages of change 3 of 4
Overcoming resistance; refreezing
• Indicate the support of top management
• Publicize successes and make mid-course corrections where needed
• Provide employee services
11
Stages of change 4 of 4
Principles of change management
12
• Develop a clear vision for the future
• Ensure people understand they own the future state of the organization
• Establish urgency
• Build a credible winning team
• Educate all employees
13
Principles of change management 1 of 3
• Managers should recognize their role to persuade others to adopt change
• Help employees reach a positive decision to adopt and maintain the change
• Promote confidence and confirmation to sustain the change
• Create short-term wins14
Principles of change management 2 of 3
• Create a culture of continuous quality improvement by evaluating, adjusting and rewarding members of the team
15
Principles of change management 3 of 3
Steps for effective change
16
• Create a ”burning platform,” in other words, an extremely urgent or compelling business case to convey, in the strongest terms, the need for change
• Gather a guiding team/steering committee
17
Steps for effective change 1 of 3
• Have the team create a vision of the future and action plans
• Communicate upcoming changes
• Make change steps easy and clear
• Create ways for quick wins to be seen and felt by those affected
18
Steps for effective change 2 of 3
• Build on the quick wins, learn from the challenges and continue on
• Plan for sustainability
19
Steps for effective change 3 of 3
Three-phased approach to managing change
20
• Creating a climate for change
• Engaging and enabling the organization
• Implementing and sustaining the changes
21
Three-phased approach to managing change
Attitude towards change
22
• Cognitive attitudes
• Affective attitudes
• Behavioural tendency attitudes
23
Attitude towards change
Readiness for change
24
• Definition
• Continuance commitment
• Affective commitment
• Normative commitment
25
Readiness for change 1 of 2
• Appropriateness
• Management support
• Personal efficiency
• Self-efficacy
26
Readiness for change 2 of 2
Scales which influence posture towards change
27
• Scale 1; dominance
• Scale 2; influence
• Scale 3; steadiness
• Scale 4; compliance
• Scale 5; motivational intensity
28
Scales which influence posture towards change
Cultural change
29
• Importance of culture
• The optimum culture
• Difficulties involved in changing culture
• How to change the culture
30
Cultural change 1 of 2
Bringing the desired culture to life
• Role model the kind of culture you want to have
• Tell stories
• Small, easy actions
• Rewards and penalties
• Align systems and processes
31
Cultural change 2 of 2
Change agents and change leaders
32
• Change agents
• What does a change agent actually do?
• Personal characteristics of change leaders
• Questions for change leaders
33
Change agents and change leaders
Competencies and behavioural traits of a
change leader
34
Competencies
• Adaptability
• Communication
• Development of others
• Leadership
• Personal development
• Production
• Relationships
• Task management
35
Competencies and behavioural traits of a change leader 1 of 2
Behavioural traits
• Accommodating
• Assertiveness
• Attitude
• Decisiveness
• Energy level
• Independence
• Manageability
• Objective judgement
• Sociability
36
Competencies and behavioural traits of a change leader 2 of 2
Distinct modes of thinking
37
• Emotional brain
• Rational brain
• System one and system two
• The elephant and the rider
38
Distinct modes of thinking 1 of 2
Components of the change management framework
• Motivating
• Directing
• Shaping the path
39
Distinct modes of thinking 2 of 2
Critical success factors and management
interventions
40
• Having a clear vision of the future state
• Creating and disseminating a plan of action
• Establishing a knowledgeable leadership (guiding) team
• Defining communication strategies
41
Critical success factors and management interventions 1 of 3
• Establishing and communicating where/how people can get help
• Being prepared to train, retrain and provide technical assistance
42
Critical success factors and management interventions 2 of 3
People-related factors
• Change creates uncertainty
• People are afraid of loss
• Team pressure to resist change is powerful
• Employees may believe that proposed change is not in their best interests and/or that of the employer
43
Critical success factors and management interventions 3 of 3
An example change management plan
44
• Phases of change management
• The change management strategy
• Roles of department manager/champions
• Cascading down training
• Post-implementation support
45
An example change management plan
Why do change management plans often
fail?
46
• Change plans do not include those affected early enough in the planning
• Change plans do not consider ”human factors,” i.e., motivations and human behaviours
47
Why do change management plans often fail? 1 of 2
• Individual barriers to change are not directly addressed
• Sustainability is not built in from the beginning
48
Why do change management plans often fail? 2 of 2
Case study
49
Conclusion, summary and questions
50
Conclusion, summary and questions
Conclusion
Summary
Videos
Questions
51