Managing Change

23rd March 2015

Ratanmani Kukreti
Sona BLW- Pune
“It’s not so much that we’re afraid of change,
or so in love with the old ways, but it’s the
place in between that we fear… it’s like being
between trapezes (Suspended Bar).
- M. Ferguson
 The Adaptive Individual

 Willingness to make change  Risk taking is rewarded

 Identifies problems quickly  Candidness
 Internal and external looking  Open to feedback
 Implements solutions rapidly  Enthusiasm
 Focus on innovation  Long-term focus
 Upward communication
 Skill Development
 Trust
 Learning Attitude
 Prerequisites for Change

 Vision: Develop, articulate and communicate a shared

vision of the desired change

 Need: A compelling need has been developed and is

shared

 Means: The practical means to achieve vision: planned,

developed and implemented

 Rewards: Aligned to encourage appropriate behavior

compatible with vision and change

 Feedback: Given Frequently

 An Effective Change Sponsor Must Have
 Power: to legitimize वैधchange
 Pain: Personal Stake दाँव
 Vision: Total in-depth view
 Public/Private Role: Commitment and ability to support
change publicly

 Performance Management: Ability to reward/confront का

सामना

 Sacrifice: Pursue change despite personal price

 What Effective Change Leaders Do

 Embrace गले लगाओ change when it’s needed

 Develop a vision for change
 Communicate effectively
 Shake things up by challenging status quo यथास्थिति and encouraging
others to do the same

 Stay Actively Involved by walking the walk and being visible about it.
 Direct, Review Implementation of change - continued participation -
never done attitude. Be in position to notice and coach.
 Individual prerequisites for change to occur

Why should I change?

Thinking &
What’s in it for me?
Emotional/
understanding Motivational

Head Heart

Behavioral

Hands

What do I do differently?
 Change management

The Effective Management of Change Involves An

Integrated Approach In Each Of These Three Arenas

Effective Change

Equals

Altering Harnessingदोहन Shaping

Mind-set Motivation Behavior
 Stages of change management

“Coming to Grips with the Problem”

“Working through the Change”

“Attaining and Sustaining Improvement”

 Strategy रणनीति/change implementation

Arenas of
Change
Mind-set Motivation Behavior
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management

1. “Coming to
Grips with
the Problem” Breaking the Dealing with Changing
Conventional Reactions to Behavior and
Mind-set and Loss and Developing
2. “Working Generating a Creating the Competency
through the Picture of the Will to and Capability
Change”
Future Succeed

3. “Attaining and
Sustaining
Improvement”
 Part
PartII:
II: Leading
LeadingOthers
Others
through
throughChange
Change

1. Identify (roughly) the stage person/group is in.

2. Determine obstacles बाधाएं /arenas:

a. Head
b. Heart
c. Hands
d. All of the above

3. Use tools to move through obstacles.

 May need several simultaneously.

4. Recognize and acknowledge steps forward.

5. Cycle back to Step 1.

 Understanding what stage of change they’re in

Questions Stage
 Do they see a need for change?
One:
 How uncomfortable असहज are they with the status Coming to grips with the
quo? problem.
 Do they have any sense of urgency about changing?
Two:
 Are they struggling with making the change work? Working through the
 Are they looking for ways to make it work? change.

 Are they communicating with others involved in the Three:

change, to get salutations to problems, share Best Attaining & sustaining
Practices, etc. improvement.
 Are they looking for ways to leverage उत्तोलन the
change? To enhance it?
 Addressing mind-set
Working with Mind-Set
 Learn it thoroughly yourself.
 Build relationships.
 Explain the purpose of change. Help them understand & teach concept.
 Articulate मुखर the benefits.
 Link daily activities to their higher purpose & benefits.
 Repetition: Provide frequent & consistent communication about
change & what’s needed.
 Paint a picture of the successful future using best practices.
 Addressing behaviors

Working with Behaviors

 Model desired behaviors & attitudes.
 Clearly define desired behaviors & behaviors that need to
change.
 Give feedback frequently to reinforce changed behavior
& correct wrong behavior.
 Coach & teach desired behavior.
 Addressing behaviors

Working with Behaviors

 Identify training needs & communicate upwards.

 Create goals to work toward: a vision of success.
 Help people create specific, concrete behavior-change
plans as needed.
 Communicate in multiple forms.
 Summary
 You have to be comfortable with the change before you can get others to
change.
 People can’t (or don’t want to) change when they don’t understand.
 What, why, how

 You can’t intervene until you understand the situation.

 Resistance is part of the change process.
 Work with it.

 Address change at all three levels to be successful.

 Sustainable change occurs in steps.
 Define your priorities. Don’t take on too much at once.
A stepped approach to change

Success

A journey of a thousand miles

occurs one step at a time.

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