Change ManagementHow to work in difficult circumstances

Kevin Camilleri – Urska Mali

Session Structure

• Part 1 – – Introductions - expectations– Change Management in an Hour

• Part 2 – – Difficult Situations– Evaluation

Why is Change Necessary ?

• Do we need to change ? How do we know ? • To be able to compete• To remain relevant in our changing

environment– Economic– Technological– Social

Why is Change Necessary ?

Planning Change• Where are we now ?• Where do we want to go ?• What changes are required ?• Who are the allies are required ?• What resources are required ?• What timeframes are required ?• What communication is required ?• What is the action plan ?• How will we make the change

permanent ?• How will we measure change and its

effects ?• How will we review change ?

• Can we involve an external perspective like Mentoring/Tailored Support ?

Why does Change fail ?• Not enough sense of urgency• Change team is not powerful enough• Underestimating the power of vision• Under-communicating the vision in words and deeds• Letting obstacles stop your progress• Failing to create short-term wins to keep morale high• Declaring Victory too soon• Neglecting to make the

change permanent in the organisation’s culture

The Stages of Change

Unfreezing

• (create the momentum to change)• Reason for change• Urgency for change (Burning Platform)• A powerful coalition• The change formula: • Knowledge x Dissatisfaction x Vision >

Costs• Effective communication

Moving

• (making the change happen)• The Change Roller Coaster• Emotional Responses to Change• The options for change: Collaboration

vs Consultation vs Communication

Re-Freezing

• (making the change stick)• Anchoring change in:– The organisation’s structure– The organisation’s recognition &

reward system– The organisation’s culture

Why people resist change

• Lack of communication• Lack of will to change change• Lack of acceptance of the change process• Lack of incentive to change• Disadvantages of the new change• Threats of change

Managing Change - Scenario 1

• The organisation has lost the main financial sponsor and the organisation’s funding has been reduced by 45% as from 1st January. (from €100K to €55K)

• The organisation can no longer afford the rent of the present premises (€12K), the 4 full time employees (€80K) and its present monthly newsletter mailed to all Groups (€6K)

• Staff are demoralised, and the 4 volunteers that help out at the office are not comfortable. There is talk that many members will move to a rival organisation that has more funding.

• Your team are assigned to plan the changes necessary.

• The Organisation’s very well-known President is caught up in an embarrassing personal legal problem that has shed a very bad light on the organisation. Sponsors, Partners and Parents are threatening to withdraw support. The press are making very uncomfortable insinuations. The Board of the organisation refuses to make any public comments.

• Your team is assigned to fix the problem.

Managing Change - Scenario 2

• The country is under economic pressure and Scouting/Guiding is seen as a waste of time and money.

• The image of your organisation is very poor and public opinion is low, evern though the work at local level is of good quality. Internally it is recognised that the National Leadership is responsible for this situation, but local leaders are afraid to do anything because they fear they will be kicked out.

• Your team is assigned with the task of planning the necessary changes.

Managing Change - Scenario 3

Presentations and Discussion

Evaluation

Change ManagementHow to work in difficult circumstances

Kevin Camilleri – Urska Mali