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Organizational Change
Submitted by:
APARNA MANGLA
2002IPG09
Agenda
Definition of Change Management
States of Change
Why Change Management is Important
Overcoming Resistance
Overcoming Potential Difficulties
Managing Change
Impact of Change on People
Your Questions
Change Management
Economy
Business Demographics
Hot Topics
APICS changes
Reacting to Change
Deny/ignore it
Ride it out
Fight it
Suffer through it
Run from it
Seek it out
Embrace it
Elements of Change
Culture
Process
People
DO
CHECK
The Deming Cycle
Process - Plan
Recognize the need for change
Decide what needs to change
Focus on what you can influence
Ask yourself
Where are we?
Where do we want to be?
How do we get there?
Prioritize
Your Strategic Plan is your roadmap
Process - Do
Develop the solution
Document the change
Communicate the change
Communicate the change
Execute the solution
Stay committed to the solution
Process - Check
Monitor progress
Measure results against the plan
See where youve been
Be aware of where you are going
Identify variances and root causes
Process - Act
Adapt quickly
Respond to the measurements
Fix what wasnt quite right
Systemize the solution
Re-plan as more change happens
Be ready to change quickly and enjoy it!
Find the next opportunity for change!
Current State
The way Lucas County does its business today
Includes processes, organizational structure, technology,
people, and culture
Future State
The way Lucas County anticipates doing its business once the
change is implemented
Includes new processes, organizational structure, technology,
job roles, and culture
Transition Period
The time between the current and future states
Transition
TransitionPeriod
Period
Current
Current
State
State
Processes, organizational
structure, technology,
people, and organizational
culture
Future
Future
State
State
New processes,
organizational structure,
technology, people, and
organizational culture
Overcoming Resistance
The
Thekey
keyto
toovercoming
overcoming
resistance
resistance
Helping
Helpingpeoples
peoplestransition
transition
to
tothe
thenew
newenvironment
environment
Change is an event
To manage change, we must have a clear understanding of
our goal and how we will get there
Transition is a process
To manage peoples transitions, we must help them come to
terms with the changes
Organizations
Organizations often
often overlook
overlook the
the transition
transition
What
Whatthe
theCounty
CountyHas
HasDone
Done
AApoorly
poorlydefined
definedvision
visionof
of
the
thefuture
futurestate
state
Clearly
Clearlydefined
definedfuture
future
states
states
Not
Notintegrating
integratingmajor
major
change
changeinitiatives
initiativesinto
intoaa
master
masterplan
plan
Change
Changeinitiatives
initiativesclearly
clearly
defined
definedand
andintegrated
integratedinto
into
project
projectplan
plan
Lack
Lackof
ofaastructured
structured
approach
approachto
toaddress
addressthe
the
people
peopleissues
issuessurrounding
surrounding
the
thechange
change
Structured
Structuredapproach
approachto
to
tackle
tacklepeople
peopleissues
issues
Change
ChangeManagement
Management
Team
Team
Lack
Lackof
oftop
topmanagement
management
support
support
Strong
Strongsupport
supportfrom
fromLucas
Lucas
County
Countyleaders
leaders
PeopleSoft
Training
Education
Communication
Knowledge
Transfer
Process
Training
Change ManagementStages
Current
CurrentState
State
Transition
TransitionPeriod
Period
Future
FutureState
State
Human Impact
Immobilized
Morale
Internalization/
Commitment
Denial or
False Hope
past
Merging
and present
Anger or
Panic
Depression
Testing
Letting Go/Accepting Reality
Time
Employee
Employeemorale
moralefluctuates
fluctuatesduring
duringeach
eachphase
phase
Reacting to Change
Ostrich (Deny/ignore it)
Whenever he thought about it he felt terrible. And so, at last, he came
to a fateful decision. He decided not to think about it.
-Life 101 Bystander (Ride it out)
If you refuse to ride the wave of change, youll find yourself beneath it.
-Anonymous, Successories-
CP/Kevin Frayer
A Generic Typology of
Organizational Change
Adaptive
Change
Innovative
Change
Reintroducin
g a familiar
practice
Introducing
a practice
new to the
organization
Low
Radically
Innovative
Change
Introducing a
practice new
to the
industry
High
Degree of
complexity,
cost, and
uncertainty
Potential for
resistance to
change
Restraining
Forces
Restraining
Forces
Current
Conditions
Driving
Forces
Restraining
Forces
Driving
Forces
Driving
Forces
Before
Change
During
Change
After
Change
Resistance to Change
Direct Costs
Saving Face
Forces for
Change
Changing
Provides new information, new behavioral models, or new ways of
looking at things
Helps employees learn new concepts or points of view
Role models, mentors, experts, benchmarking results, and training
are useful mechanisms to facilitate change
Refreezing
Helps employees integrate the changed behavior or
attitude into their normal way of doing things
Positive reinforcement is used to reinforce the desired change
Coaching and modeling help reinforce the stability of
change
Indifference
Passive
Resistance
Active
Resistance
Enthusiastic
Cooperation
Cooperation under pressure from management
Acceptance
Passive resignation
Indifference
Apathy or loss of interest in the job
Doing only what is ordered
Regressive behavior
Nonlearning
Protests
Working to rule
Doing as little as possible
Slowing down
Personal withdrawal
Committing errors
Spoliage
Deliberate sabotage
Increases ownership of
change
Helps saving face and
reducing fear of unknown
Includes task forces,
search conferences
Problems -- timeconsuming, potential
conflict
When communication,
training, and involvement
do not resolve stress
Potential benefits
More motivation to change
Less fear of unknown
Fewer direct costs
Employee
Involvement
Assertive influence
Stress
Management
Negotiation
Coercion
Problems
Reduces trust
May create more subtle
resistance
Inputs
Outputs
Internal
Internal
Strengths
Strategy
Goals
People
Factors
Weaknesses
Organizational
level
Department/
group level
External
Opportunities
Threats
Social
Individual level
Methods
Description
1)
Establish a sense of
urgency
2)
3)
4)
Communicate the
change-vision
Description
5)
6)
Generate short-term
wins
7)
Consolidate gains
and produce more
change
8)
Anchor new
approaches in the
culture
growth.
Change Agents
Anyone who possesses
enough knowledge and
power to guide and facilitate
the change effort
Change agents apply
transformational leadership
Research orientation
Concepts guide the change
Data needed to diagnose problem, identify
intervention, evaluate change
Diagnose
Need for
Change
Introduce
Change
Evaluate/
Stabilize
Change
Disengage
Consultants
Services
Discovery
Dreaming
Designing
Delivering
Discovering
the best of
what is
Forming
ideas about
what might
be
Engaging in
dialogue
about what
should be
Developing
objectives
about what
will be
Organization
Ethical Concerns
REFERENCES:
Pam Somers,
http://co.lucas.oh.us/Icis/peoplesoft
THANK YOU!!!!!!!