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Change is the only constant." Heraclitus, Greek philosopher What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition these things come together to drive ongoing changes to the way we work. Whether you're considering a small change to one or two processes, or a systemwide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge. You know that the change needs to happen, but you don't really know how to go about doing delivering it. Where do you start? Whom do you involve? How do you see it through to the end? There are many theories about how to "do" change. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, "Leading Change." We look at his eight steps for leading change below.

What is Change Management?

For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities
the coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization'. (BNET Business Dictionary) http://www.change-management-coach.com/what-ischange-management.html
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What stimulates organizational change ?

External Forces
Competition Laws and regulations
New technologies Labor market shifts

Internal Forces
Strategy modifications
New equipment New processes

Business cycles
Social change

Workforce composition
Job restructuring Compensation and benefits Labor surpluses and shortages Employee attitude
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A WARNING.

I am convinced that if the rate of change inside an institution is less than the rate of change outside, the end is in sight
John F. Welch Former G. E. Chairman & CFO

Change Management Process http://www.change-management.com/tutorial-change-process-detailed.htm http://www.businessballs.com/changemanagement.htm

Phase 1 Preparing for change

Phase 2 Managing Change

Phase 3 Reinforcing Change

Change is Not an Event...it is a Process

Understand the Logic The logic from the analysis feeds into the creation of the compelling situations Help People See Compelling situations are created to help others visualize problems, solutions, or progress in solving complacency, strategy, empowerment or other key problems within the eight steps

Logic

See
Change Behavior Emotionally charged ideas change behavior or reinforce changed behavior

Change
Hit the Emotions The visualizations provide useful ideas that hit people at a deeper level than surface thinking. They evoke a visceral response which reduces emotions that block change and enhances those that support it.
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Feel

EIGHT STEPS OF CHANGE-(BASED ON KOTTERS HEART OF CHANGE MODEL)

8. Make it Stick
Implementing & Sustaining Transformation

7. Sustain the Change

Engaging & Enabling the Whole Organization

6. Create Short-term Wins 5. Plan/Organize/Enable Action 4. Communicate for Buy-in

Creating a Climate for Change

3. Define the Change Impacts

2. Create the Vision & Build the Guiding Team

1. Create a Sense of Shared Need & Urgency

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Based on Kotter, John P. Leading Change. Boston: Harvard Business School Press

TOOLS & ACCELERATORS FOR EACH STEP

8. Make it Stick 7. Sustain the Change

Sample Tools
4. Commun. for Buy-in 3. Define the Change Impacts Impact Assess-ment Organizational Analysis Survey Position Prototype Cultural Assess-ment Change Impact Analysis Force Field Analysis

5. Plan/ Organize/ Enable Action

6. Create Shortterm Wins

2. Create the Vision 1. Sense of Need & Urgency Problem Statement Project Description Climate for Change Assessment Risk Wheel

Stakeholder Analysis Audience Analysis / Prioritization Matrix Communicati on Media Analysis & Survey Media Usage Matrix

Project Team Charter Responsibilit y Charting Managing Expectation Visioning Basics Guideline Sponsor-ship Action Plana

Quick Hit Workshop Change Agent Template Assessment Quick Hit Sponsorship Action Plan Assessment Template Org. Structure Quick Hit Primer Evaluation Performance Primer Client Readiness Assessment Stakeholder Action Plan Guidelines

User Satisfaction Survey Sponsor Assess-ment (update) Stakeholder Awareness Assess-ment (update) Leader Action Plans Change Challenge Session Materials Dont Let Up Field Guide

Targeted Reinforcem ent Strategy Performance Mgt Process Continuum Balanced Scorecard Performance Appraisal Design Approach Project QA Program Materials Perform Alignment and Mgt. Strategy

Communicati on Matrix
Stakeholder Action Plan

Project Team Assessment

IS A NEW STRUCTURE REALLY REQUIRED?

When you identify a problem with your design, first look for ways to fix it without substantially altering it. If that doesnt work, youll have to make fundamental changes or even reject the design. Heres a step-bystep process for resolving problems
Source: Adapted from Michael Goold and Andrew Campbell, Do You Have a Well-Designed Organization? Harvard Business Review, March 2002, p. 124.

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Is a New Structure Really Required? (contd)

Source: Adapted from Michael Goold and Andrew Campbell, Do You Have a WellDesigned Organization? Harvard Business Review, March 2002, p. 124.

April 27, 2006

LIS580- Spring 2006

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The Challenge of Change

Current Situation TRANSITION

Future State

Feelings of FEAR (False Evidence Appearing Real)

Loss of control, confusion, disorientation, stress, anger, frustration, anxiousness, depression

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Dealing with Change

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Key Points You have to work hard to change an organization successfully. When you plan carefully and build the proper foundation, implementing change can be much easier, and you'll improve the chances of success. If you're too impatient, and if you expect too many results too soon, your plans for change are more likely to fail. Create a sense of urgency, recruit powerful change leaders, build a vision and effectively communicate it, remove obstacles, create quick wins, and build on your momentum. If you do these things, you can help make the change part of your organizational culture. That's when you can declare a true victory. then sit back and enjoy the change that you envisioned so long ago.

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