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Guidelines Facilitating Change
Guidelines Facilitating Change
Submitted by: Gaganjot Singh MBA (2nd Year) Roll No. 5453
Description:
Most organizations are in a constant state of change, and it is often those reporting to frontline managers that feel it the most. While some people adapt quickly, others can get stuck. If not managed effectively, change initiatives can significantly impact productivity. Managers who are effective at facilitating their teams and individuals through change are able to maintain high levels of productivity while facilitating the effective implementation of strategic initiatives.
Objectives:
Provide managers with a descriptive model of change. Provide managers a framework of change that enables them to diagnose an individuals current change stage and identify tactics for facilitating the individual through the stage. Introduce guidelines for facilitating change and building trust. Develop tactics for overcoming challenges in using the Stages of Change Model and the Diagnostic Tool. Develop conceptual comprehension of the Stages of Change Model & Diagnostic Tool. Develop comprehension of the Trust material.
Stages of Changea framework for how change affects and influences people. Provide a model for explaining the different stages people experience as they undergo a change, and establish a context for facilitating people through those different stages. A Stage of Change Diagnosticprovides a means for the manager to understand the change stage his/her group and each individual is at. Trust Modelhelps the manager maintain/build trust while facilitating their people through change. 130 Guidelines for building trust and facilitating change.
Participants are introduced to the concepts of change by an activity that simulates a constant state of change. Rules change, goals change, keep-sakes change, and actions change. Participants are assigned a challenge they may face in applying the Change Stages. Teams discuss the challenge and develop as many strategies for overcoming it as possible. Quiz sessions are used to force participants to come up with questionsand answers. The benefits of this approach include:
Accelerating change adoption and execution of strategy and corporate initiatives. Maintaining high levels of engagement and productivity during change initiatives. Reducing stress on individuals and the organization during periods of change.
Target Audience:
Frontline managers and supervisors.
Who are the stakeholders? What are they dissatisfied with? How do they feel about the planned changes (Vision)? What steps will provide a good Return on Investment (ROI)? And finally: What resistance must be overcome to succeed?
List what assumptions need to change. Include a strategy for overcoming the resistance to change identified for each stakeholder group. The strategy should fill the gaps. Increasing dissatisfaction with the status quo should improve motivation. Increasing the vision element will ensure the program is completed. Increasing first steps will make sure the program gets started. Lastly, decreasing resistance will simplify the whole effort.
People are not mechanical systems: their behaviors are the result of internal beliefs and assumptions. We must measure and monitor the progress being made to ensure that the change program is having an effect on those beliefs and assumptions. If given the option, most people will opt for the devil they know rather than the one they dont.