Organizational Change

Management
Abdelmutalab Ibrahim
 Agenda
Learning Objectives
• Overview

• Organizational Change Management

• Reactions to Change

• Planned Organizational Change

• Change Strategies

• Leadership and Change Agent

• Questions?

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 Learning Objectives
• Appreciate the Necessity of Managing
Change
• Recognize What Causes Change
• Identify Targets for Change
• Plan and Implement Change
• Recognize and Overcome Resistance to
Change
• Lead the Planned Change Process
Copyright © 2005 Prentice-Hall 18-3
 Overview

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 What are your feelings about change?

• True or False:
• People have a natural resistance to
change.
• People get bored with routine and
seek out new experiences.
• Older people are more resistance to
change.

April 27, 2006 LIS580- Spring 2006 5

 Is it bad news from the start?
• People have a natural resistance to change
• 70% of companies are unsuccessful in implementing
reengineering programmes
• 70 - 80% of companies do not obtain the expected
return on quality improvement investments
• 75% of cultural change initiatives do not achieve the
required change in the organization's culture
• 50 - 60% of customer service programmes do not
result in benefit to the customer
• 60 - 70% of companies do not realize expected
benefits from implementing technology initiatives

April 27, 2006 LIS580- Spring 2006 6

 Why Do Change Programs Fail?

ResistanceResistance
by Employees
By Employees 82%

Inadequate Inadequate
Sponsorship
Sponsorship 72%

Unrealistic Expectations
Unrealistic Expectations 65%

Poor Project Management

Poor Project Management 54%

Business
BusinessCase notCompelling
Case not 46%
Compelling
Project Team Lacked /Skills
Scope Expansion Uncertainty 44%

ScopeProject
Expansion /
Team Lacked Skills 44%
Uncertainty
No Organizational Change
No Organizational Change Plan 43%
Plan
Silos/No
Silos Horizontal
/ No HorizontalProcess
Process View 41%
View Source: Deloitte CIO Survey
IT Perspective not Integrated
IT Perspective not Integrated 36% Change Leadership issues are noted in
RED
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
% of Firms
"Everybody has accepted by now that change is
unavoidable But that still implies that change is like
death and taxes it should be postponed as long as
possible and no change would be vastly preferable.
But in a period of upheaval, such as the one we are
living in, change is the norm."
–Peter F. Drucker
People don't resist change. They resist being changed!"
— Peter Senge

"Even those who fancy themselves the most progressive will fight
against other kinds of progress, for each of us is convinced that our
way is the best way."
— Louis L'Amour
The Lonely Men

April 27, 2006 LIS580- Spring 2006 8

If you want to make enemies, try to change something.
“
"Culture does not change because we desire to change
it. Culture changes when the organization is
transformed; the culture reflects the realities of people
working together every day."
— Frances Hesselbein
The Key to Cultural Transformation, Leader to Leader
(Spring 1999)

April 27, 2006 LIS580- Spring 2006 9

 Organizational Change Management

April 27, 2006 LIS580- Spring 2006 10

 What is Organizational Change?
• changes in organizational behaviors and
employee attitudes to move from a current
state to a desired future state based upon
external and internal stimuli triggering the
event

April 27, 2006 LIS580- Spring 2006 11

 What is
Organizational Change Management?

The organized, systematic

application of knowledge,
tools, and resources of change
that provide organizations with
a key process to achieve their
business strategy.

12
Organizational Change Management
Goal

Provide the structure &

guidance necessary to
effectively prepare
organizations for the
successful acceptance of
cultural change that comes
with major project
implementations.
13
 Organizational Change Management
Objectives
• maximize the collective benefits for all people
involved in the change
• minimize the risk of failure of implementing the
change.
• Provide awareness
• Ensure understanding
• Facilitate acceptance
• Care, listen, and respond
• Manage people’s expectations
• Ensure readiness
• Champion the project
14
 Forces for Change
External Forces Internal Forces
Competition Laws and Strategy modifications
regulations
New technologies New equipment
Labor market shifts New processes
Business cycles Low performance
Social change Job restructuring
Customer requirements Inadequate skills

Changing domestic& High stress& staff

global economic turnover
New materials Employee attitude
Prentice Hall, 2002
April 27, 2006 LIS580- Spring 2006 15
 Scale of Change
Planned or unplanned transformations in an
organization’s structure, technology, and/or
people.
First-Order Change:
Change Incremental Change, fine
tuning :that is continuous in nature and involves
no major shifts in the way an organization
operates.
Second-Order Change:
Change Radical change; major
shifts involving many different levels of the
organization and many different aspects of
business.

© Copyright 2003, Prentice Hall 16

 Three Categories of Change

Organizational Culture

Prentice Hall, 2002

April 27, 2006 LIS580- Spring 2006 17

 Reactions to Change

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 Reactions to Change

© Copyright 2003, Prentice Hall 19

 Coping With Change
• Change inevitably gives rise to
anxiety, uncertainty & stress
• On top of this, the ‘role strain’ of not
being involved in decisions, and of
having inadequate managerial
support, may add to the stress of
having to cope with technological
and other changes.
• If the stress is too high, people get
‘swamped’ and their performance
and self-esteem collapses.
20
 Self esteem, performance,
stress and change
Optimal
Performance
Level of Level of Exhaustion
Self-esteem Performance

Damage to
Healthy health
pressure

Break
Amount of Stress

Amount of Change 21
 Change and Self Esteem
• Significant organisational changes
create a decline in self esteem for many
of those who are directly affected
• Rebuilding the self esteem of employees
may be a key factor in helping them to
recover their performance

22
 The Coping Cycle
Denial
Internalising

Defence

Adapting

Discarding
23
 The Coping Cycle -
Stage 1 - Denial
• People tend to prefer the present
circumstances to any proposed changes,
even if they had previously complained
about them!
• Sudden changes can result in mental
paralysis
• There is a feeling of being under threat
• People will look for excuses why change is
not necessary and may pretend that the
change won’t really happen
24
 The Coping Cycle -
Stage 2 - Defence
• When people are faced with the
realities of new circumstances
they may become depressed and
frustrated, not knowing how to
deal with the changes
• They may try to defend their job
territory
• They may try to reject new
practices and approaches
25
 The Coping Cycle - Stage 3 -
Discarding the Past
• People eventually let go of (discard)
the past
• They may need support and the
opportunity to get used to the new
systems
• They come to see the changes as
inevitable and/or necessary
• They are ready and brave enough to
try to make the new systems work
• They need time to ‘grow’ into the new
situation and recover a sense of self
esteem. 26
 The Coping Cycle -
Stage 4 - Adaptation
• People learn to adapt to the new
situation and try out new
behaviours
• Technical and operational
problems are identified and
modifications made to deal with
them
• People continue to try to make
things work and need the time and
space to be able to do this 27
 The Coping Cycle - Stage 5 -
Internalisation

• By this stage, people will

have created a new system,
process and organisation
• The new situation has
become ‘normality’
• They have finally come to
terms with the change

28
 Resistance to Change
 The tendency for employees to be unwilling to
go along with organizational changes, either
because of individual fears of the unknown,
or organizational impediments.
 Related Topics:
– Individual barriers to change
– Organizational barriers to change
– Readiness for change
– Overcoming resistance to change

© Copyright 2003, Prentice Hall 29

Why do people resist change?
“It has been said that the only people who
want to change are babies who have wet
diapers.” Rev. Sharon Patterson, Ph.D.

“Resistance isn't an indication that

something is wrong with what you are
trying to change. It is an indication that
something is happening.” James Hunt

Karan Watson
 Sources of
Resistance to Change
Power-Cut
Parochial self-interest Loss
Demolition
Ignorance
Misunderstanding and lack of trust Mistrust, fear of unknown
Disbelief

Contradictory assessments
Inadequacy
Comparison

Low tolerance for change Anxiety

©Prentice Hall, 2000 Chapter 14 31
 Sources of Resistance to
Change
• Ignorance: a failure to understand
the situation or the problem
• Mistrust: motives for change are
considered suspicious
• Disbelief: a feeling that the way
forward will not work
• “Power-Cut”: a fear that sources of
influence and control will be eroded.
 Sources of Resistance to
Change
• Loss: change has unacceptable personal
costs
• Inadequacy: the benefits from the
change are not seen as sufficient
• Anxiety: fear of being unable to cope
with the new situation.
 Sources of Resistance to
Change
• Comparison: the way forward is
disliked because an alternative is
preferred
• Demolition: change threatens the
destruction of existing social
networks.
 Common signs of resistance

• Silence,
• Deflect,
• Criticism,
• Confusion,
• Denial,
• Easy agreement

April 27, 2006 LIS580- Spring 2006 35

 Types of Resistance
Functional Resistance: Dysfunctional Resistance:
• critically assessing • avoiding dealing with
whether change will urgent and pressing
lead to improvements issues
• exploring the • declining to work on
personal what really needs to be
consequences of done.
change.
 Types of Resistance
Functional Resistance: Dysfunctional Resistance
• feelings of regret, • blaming and criticising
anxiety or fear without proposing
• to a previous history alternatives
of non-disclosure and • sabotaging change
poor working • non-collaboration with
relations. others.
Organizational Barriers to Change

 Structural inertia
 Work group inertia
 Threats to existing
balance of power
 Previously
unsuccessful
change efforts

© Copyright 2003, Prentice Hall 38

 Overcoming Resistance to
Change
• Education and Communication
• Participation and Involvement
• Facilitation and Support
• Negotiation and Agreement
• Manipulation and Co-optation
• Coercion
• Promote Positive Attitudes Toward Change

Copyright © 2005 Prentice-Hall 18-39

Overcoming Resistance to Change
 4-Stage Process For
Dealing With Resistance
• Consider Different People
• Work With Values and Beliefs
• Understand and Relate to Needs and
Problems
• Tailor Your Message to Your
Audience.
 Consider Different People
• Identify the “adopters” - the staff the
change will affect
• Identify key professional and
organisational groups
• Identify crucial opinion-leaders in the
organisation.
 Work With Values and
Beliefs
• Assess what’s important to people
with regard to the change at
personal, professional and
organisational levels
• Understand and relate to what people
consider important.
Understand and Relate To
Needs and Problems
• For all key players, assess
“What’s in it for Me?”
• Don’t be too precious about the
detail of the approach proposed
• Understand people’s problems
and needs from different
perspectives.
 Tailor Your Message To
Your Audience
• Do “homework” - get to know what’s
important to individuals and groups
• Keep the message as simple as
possible
• Use case studies and examples to
show benefits
• Highlight multiple pay-offs from
change
• Use both informal & formal
 Stakeholder Analysis

April 27, 2006 LIS580- Spring 2006 46

 Stakeholder

any person,
person group or organization
who can be positively or negatively
impacted by,
by or cause an impact on,on
the actions or activities proposed
What is Stakeholder Analysis ?
–The Stakeholder Analysis is a method for identifying
internal and external stakeholders, their concern and
objectives, their potential influence, and how to deal
with them.
Why use it ?
–Managing the stakeholders relationships is an
important key in reaching a successful change
outcome. The analysis is an important part of defining
the change purpose, objectives and success criteria -
in general and in respect of the key stakeholders. The
analysis is a part of the foundation for developing
communication plans with the internal and external
stakeholders.
 Stakeholder Analysis
Purpose: To identify:

 The needs and interest of stakeholders

 The organizations, groups that should be
encouraged to participate in different stages
of the project;
 Potential risks that could put at risk
programme;
 Opportunities in implementing a programme;

28 - 30 September, 2005 49
Putrajaya, Malaysia
 Stakeholder Analysis Process
1. Identify Stakeholders
2. Analyze Needs and Wants
3. Identify Barriers to Change
4. Best Means for Communication
5. Ideas for Participation and Leveraging their
Skills and Knowledge

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 Stakeholder analysis - matrix
1.List the stakeholders

2.Estimate attitude
Mark degree of confidence in estimate

3.Estimate Influence
Mark degree of confidence in estimate

4.Discuss and record actions needed;

•To affirm attitude or influence
•To improve attitude
•To improve (or negate) influence
•Indicate importance
•Individual or special notes
•Strategy for engagement
 stakeholder analysis
• Gerald Egan (1994) identifies typical categories of
stakeholder:
– Your partners, who support your agenda;
– Your allies, who will support you, given encouragement;
– Your fellow travellers, passive supporters, committed to the
agenda, but not to you;
– The Fence-sitters, whose allegiances are not clear;
– Loose cannons, dangerous because they can vote against
agendas in which they have no direct interest;
– Your opponents, players who oppose your agenda but not
you personally;
– Your adversary, players who oppose you and your agenda;
– Bedfellows, who support the agenda, but may not trust
you;
– The voiceless, who will be affected, but have little power to
promote or oppose, and who lacks advocates.
52
 Use a Simple Table
Stakeholder Needs and Barriers to Best Ideas for
Wants Change Means Participation

53
 Merger Scenario
• You are the owner of a privately owned business in Halifax with a
significant market share in Ontario, Quebec and Atlantic. You have
worked out a deal with a Calgary based company with products in
the same sector (but not a competitor) to merge into a Canada-wide
public company. There are about 200 employees in each company.
Your operations overlap in the Ontario and Quebec markets, each
with sales and distribution offices in Toronto, London, Montreal, and
Quebec. Your primary assumptions for this merger are to increase
market share for each product line while at the same time improving
costs by consolidation of some assets and reduction in overheads.
You expect some reduction in total staff at first but you anticipate
that the new company will grow at a rate of at least 10% per year
after the merger is complete.

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 Who are the Stakeholders?
 Executive Management
 Management
 Employees
 Customers
 Shareholders
 Distributors
 Retailers

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 Exercise One – Stakeholder
Analysis
• For your assigned Stakeholder group
complete the analysis:
1. Analyze Needs and Wants
2. Identify Barriers to Change
3. Best Means for Communication
4. Ideas for Participation and Leveraging their Skills and
Knowledge

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 Force-Field Analysis
• Process of analyzing the forces that drive
change and the forces that restrain it

Copyright © 2005 Prentice-Hall 18-57

 Driving Forces
• Factors that push
toward the new,
more desirable
status quo

18-58

Copyright © 2005 Prentice-Hall

Restraining Forces
• Factors that exert
pressure to
continue past
behaviors or to
resist new actions

18-59

Copyright © 2005 Prentice-Hall

Force-Field Analysis Model
Restraining Forces

Quasi-
Stationary
Equilibrium

Driving Forces

Copyright © 2005 Prentice-Hall 18-60

 Force Field Analysis
Desired Restraining
Forces
Conditions

Restraining Driving
Forces
Forces
Restraining
Forces
Current Driving
Conditions Forces
Driving
Forces

Before During After

Change Change Change
Force Field Analysis
 Readiness for Change

© Copyright 2003, Prentice Hall 63

 Planned Organizational Change

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Model for Planned Organizational Change
Lewis’ Change Process Model

66
 Phases of planned change
 Phases of planned change
– Unfreezing
• The phase in which a situation is prepared for change
and felt needs for change are developed.
– Changing
• The phase in which something new takes place in the
system, and change is actually implemented.
– Refreezing
• The phase of stabilizing the change and creating the
conditions for its long-term continuity.

67
Management 9/e - Chapter 12
Lewin’s three phases of organizational change.

68
 Change Strategies

Gerry Giffin
Helping Change Management Skills Workshop July 13, 2006 69
Organizations
 Organizational Change Strategies

The Dunphy-Stace contingency approach to change implementation 70

Alternative change strategies and their leadership
implications.

Management 9/e - Chapter 12 71

How can planned organizational change be managed?

 Force-coercion strategy of change.

– Uses power bases of legitimacy, rewards and
punishments to induce change.
– Relies on belief that people are motivated by self-interest.
– Direct forcing and political maneuvering.
– Produces limited and temporary results.
– Most useful in the unfreezing phase.

72
Management 9/e - Chapter 12
 How can planned organizational change be managed?

 Rational persuasion strategy of change.

– Bringing about change through persuasion backed by
special knowledge, empirical data, and rational argument.
– Relies on expert power.
– Relies on belief that reason guides people’s decisions and
actions.
– Useful in the unfreezing and refreezing phases.
– Produces longer-lasting and internalized change.

Management 9/e - Chapter 12 73

 How can planned organizational change be managed?

 Shared power strategy of change.

– Engages people in a collaborative process of identifying
values, assumptions, and goals from which support for
change will naturally emerge.
– Time consuming but likely to yield high commitment.
– Involves others in examining sociocultural factors related
to the issue at hand.
– Relies on referent power and strong interpersonal skills in
team situations.
– Relies on belief that people respond to sociocultural
norms and expectations of others.

Management 9/e - Chapter 12 74

 Eight Steps of Change

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
Creating a Climate for
Change 4. Communicate for Buy-in

3. Define the Change Impacts

2. Create the Vision & Build the Guiding Team

1. Create a Sense of Shared Need & Urgency

Based on Kotter, John P. Leading Change. Boston: Harvard Business School Press
 Eight Steps of Change and Behavior
Each step is designed to create a new behavior in the organization
that will support the change process
Step Action New Behavior

People start telling each other, “let’s go, we need to change things!”
Create a Sense of Shared Need
1 [Note: This is the most important step. If you lose urgency the change effort grinds
and Urgency
to a halt, maintain it and you will be able to navigate the remaining 7 Steps.]

A group powerful enough to guide a big change is formed and they start to work
Create the Vision and Build the
2 together well. The guiding team develops the right vision and strategy for the
Guiding Team
change and begins to engage key stakeholders.

The guiding team identifies the organizational and personal impacts required to
3 Define the Change Impacts
realize the vision.

4 Communicate for Buy-In People begin to buy into the change and this shows in their behavior

5 Plan/Organize/Enable Action More people feel able to act, and do act, on the vision.

Momentum builds, as more and more people try to fulfill the vision, while fewer
6 Create Short-term Wins
and fewer resist change

7 Sustain the Change People make wave after wave of changes until the vision is fulfilled

People keep behaving in new ways despite the pull of tradition, turnover of
8 Make It Stick
change leaders, etc.

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
Change
6.
6. Create
Create Short-
Short- •• Targeted

Sample Tools 5. Plan/

term
term Wins
Wins
• User
User
Reinforceme
nt
nt Strategy
Strategy
Organize/ Enable Satisfaction
Action • Perform-
Perform-
4. Commun. •• Quick Hit Survey
ance Mgt
for
for Buy-in
Buy-in Workshop
Workshop • Sponsor Process
3. Define the • Change Agent Template
Change Assess-ment Continuum
Assessment
Impacts
Impacts •• Quick Hit (update)
2. Create the • Stakeholder •• Balanced
Balanced
• Sponsorship Action Plan
Vision Analysis
Analysis • Stakeholder Scorecard
1. Sense of Assessment Template
•• Impact
Impact Awareness
Need & •• Audience
Audience • Perform-
Perform-
Assess-ment
Assess-ment • Org. Structure •• Quick Hit Assess-ment
Urgency Analysis / ance
ance
•• Project
Project Team
Team • Organiza- Primer Evaluation (update)
Prioritiza-tion Appraisal
Appraisal
Charter tional Guidelines
Matrix • Performance
Performance •• Leader
Leader Action
Action Design
Design
•• Problem
Problem • Responsibilit Analysis Primer Plans
Plans Approach
Statement y Charting Survey •• Communicati
• Project •• Managing •• Position on Media • Client • Change •• Project
Project QA
QA
Managing Position
Description
Description Expectation Prototype Analysis
Analysis &
& Readiness
Readiness Challenge Program
Prototype
• Climate for Survey Assessment Session Materials
• Visioning • Cultural
Change Materials
Change Basics
Basics Assess-ment
Assess-ment • Media Usage • Stakeholder
Stakeholder • Perform
Perform
Assessment Guideline • Change Matrix
Matrix Action
Action Plan
Plan •• Don’t Let Up Alignment
Alignment
•• Risk
Risk Wheel
Wheel •• Sponsor-ship Impact
Impact Field Guide and Mgt.
•• Communicati •• Project Team
Action
Action Plan
Plan Analysis Strategy
Strategy
on
on Matrix
Matrix Assessment
•• Force
Force Field
Field
• Stakeholder
Analysis
Action Plan
 Leadership and Change Agent

April 27, 2006 LIS580- Spring 2006 78

Leadership and Change Agent
• We all see problems
– At work, in organizations, thru society
• We all know there is a better way
• At issue
• We don’t know how to change it

• Each one of us can become a change-

agent
© The Weklar Consulting Group 2004
 What is a Leader?
• Someone with a vision and passion.
• Leaders have the ability to influence and
motivate others to do their best to
accomplish any task, goal or project.
• A leader can exist at any level within an
office or campus or professional
association!
 Difference between a
“Leader” and a “Manager”
Leader Manager
• Has vision, thinks • Administers
globally • Relies on control
• Inspires co-workers • Uses established
• Empowers people policies
• Questions established • Is problem solver
procedures
 Advantages of Leadership
• Opportunity to help others learn and
grow
• Creative Expression
• Friendship and Affiliation (social aspects
extremely rewarding)
• Power (influencing, persuading and
controlling others) and Responsibility
• Prestige and Status
Responsibilities of Leadership
• Vision – future oriented, focus on change,
progress, and growth
• Communicate – articulate your vision
• Motivate/Influence – Treat others with
dignity/respect. Find out what motivates those
you lead and be open to using different
motivational methods for different individuals
• Accept Responsibility for your own actions
and those of your group
Figure 12.2 Change leaders versus status quo
managers.

Management 9/e - Chapter 12 84

 Change Agents
• Anyone who possesses
enough knowledge and
power to guide and facilitate
the change effort
• Change agents apply
transformational leadership
– Help develop a vision
– Communicate the vision
– Act consistently with the vision
– Build commitment to the vision
Courtesy of CHC Helicopter Corp.
 Being a “Change Agent”

• Persuasion
• Negotiation
• Consensus
• Involvement
• Know your Supervisor
• “Change Agent” in your Profession
 Becoming A Change Agent

• The process is the same

– No matter the size of the problem
• A unit at work
• Affecting the whole community
• Changing the world

© The Weklar Consulting Group 2004

 Becoming A Change Agent
• The Process for “Making Change”
– Is simple—though not easy
– Requires “strategy execution”
• The number one requirement to be
successful
– Quality of Strategy usually ranks 2nd
– Resources rank 3rd

© The Weklar Consulting Group 2004

 Becoming A Change Agent
The Process for “Making Change”
– Identifying the issue
– Pinpointing the actual problem
– Determining what can be done
– Establishing the team
– Creating the action plan
– Monitoring accountability
– Making an impact

© The Weklar Consulting Group 2004

 Becoming A Change Agent
Dealing with Impediments

Overcoming the preconceived notion of “it

can’t be done”
Is the largest issue to overcome

Both for yourself and others

– Learn to bypass NOs!

© The Weklar Consulting Group 2004

 Becoming A Change Agent
• Vision and Perseverance are Key
– Focus
• What are you really trying to accomplish

– Competence
• You need to have/get the skills to get it done

– Passion
• The mystery glue that holds it together
• Provides the extra drive to make it real

© The Weklar Consulting Group 2004

 Becoming A Change Agent
Identifying the Issues
– My electricity bills are too high!
• I thought deregulation would lower my bills

– Why do I have to try on tons of clothes to find

something that actually fits?

– The internet was supposed to make my life easier

• But I’m inundated with spam and I am terrified of online
identity theft

© The Weklar Consulting Group 2004

 Becoming A Change Agent
Pinpointing the Problem (research)
• Electricity
– ERCOT & the PUC do not include consumers
when planning changes
• Clothes Sizing
– Each clothes line has its own sizing with major
return problems (up to 40% online)
• Internet
– Does not deal with privacy issues
– Difference between security & privacy
© The Weklar Consulting Group 2004
 Becoming A Change Agent
Determining What Can Be Done
• Lower Electricity Bills
– Get consumers involved with ERCOT & PUC
actions
• Clothes That Fit
– Develop standardization of fit
• Internet
– Design a method of preserving personal
information online
© The Weklar Consulting Group 2004
 Becoming A Change Agent
Establishing The Team
• You cannot do it Alone
– Determine the strengths and functions
that you need to take the next step
• That complements what you bring to the
table

© The Weklar Consulting Group 2004

 Becoming A Change Agent
Establishing The Team
• Electricity
– DFW Electric Consumer Coalition

• Clothing
– FitLogic

• Internet
– Privacy, Inc.

© The Weklar Consulting Group 2004

 Becoming A Change Agent
• Team Leadership
– Every team must have a leader
• Set the Vision
• Maintain the Vision
• Be the Motivator
• Understand how the ripples of change will affect
– The Team
– The environment the team is changing

© The Weklar Consulting Group 2004

 Becoming A Change Agent
Creating the Action Plan
• DFW Electric Consumer Coalition
– Organize electric consumers
• Governments, corporations, trade groups

• FitLogic
– Develop a standardized fit system by age, ethnicity,
and product preferences
• Privacy, Inc.
– Develop virtual email and credit card ability to
preserve personal information online
– Educate public re: differences of security and
privacy
© The Weklar Consulting Group 2004
 Becoming A Change Agent
• Monitoring Accountability
– Effective Strategy Execution Requires
• Strong Project Management
• Assigning responsibility for each activity
– Timelines need to be established
• Good Communication among and between all
team members
• Ability to be flexible and “refine” programs when
issues become apparent
• Continually motivate and focus on Mission
© The Weklar Consulting Group 2004
 Becoming A Change Agent
Making An Impact
• Educate, Educate, Educate
– Use all vehicles (networks,media)

• Overcoming Objections
– Yes—It can be done!

• Getting People Involved

– You cannot do it alone
© The Weklar Consulting Group 2004
 Becoming A Change Agent
• Making an Impact
– Understand that change takes time
• More time than you ever imagine

– You have to share your vision

• Over and Over and Over again

– The full Team is your “sales force”

• Encourage and motivate the team to take
ownership of Mission

© The Weklar Consulting Group 2004

 Becoming A Change Agent
What You Can Do Today
• Find your passion
– What problem would you like resolved

• Find an organization that deals with

that issue
– Volunteer and learn all you can

• Cultivate that “CAN DO” attitude

© The Weklar Consulting Group 2004
 Becoming A Change Agent

All Change Starts With One Person

Make the Next Change

come from
YOU

© The Weklar Consulting Group 2004

Becoming A Change Agent

You Don’t Have to be Great

To Get Started

But You Have to Get Started

To Be Great

© The Weklar Consulting Group 2004

 What can you do now?
• Share your knowledge/expertise
• Be positive/upbeat
• Be open to new possibilities – don’t say
“we’ve tried that before” or “that won’t
work”
• Make a personal commitment to be a
leader and to make changes you believe
are necessary
 Questions?

Change Management Skills 106 July 13, 2006

Workshop
The End. Thank You

107