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2. Change Management
Effects
Generates positive energy for change
Builds confidence in own strengths
Aligns the organization of new
Allows learning and development across the organization
Strengthens the networking through communication
Promotes a collective process thinking

3. Change Management
Analysis
1. Analysis Planning Performance review Implementation
2.
3.
4.
Quantitative Analysis Who is affected to which the extent?
Qualitative Analysis The extent and threat level do the necessary changes have for those affected?
Analysis of previous experience of the changes and the ongoing ability and willingness to change
Determining the type of changes. If it is only to a structural change or a change in culture? Diagnosis of your change project

4. Change Management
Phase model according to John Kotter- Overview Communi- cating the vision for buy- in
4 Empowering broad-based Action
5 Generating short-term wins
6 Engaging & enabling the organisation Establishing a sense of urgency
1 Creating the guiding coalition
2 Development a change vision
3 Creating the climate for Change
Never let up!
7
Incorporating Changes into the Culture
8
Implementing & sustaining change

5. Change Management
Processing curve - Psychological perspective
Publication
1. Premonition
Concern
2. Shock
Fear
3. Defense
Trouble
5. Emotional Acceptance
Mourning
6. Opening
Curiosity, enthusiasm
7. Integration
Confidence
100 %
Realization
Planning
Introduction Productivity gain
4. Rational acceptance
Frustration Loss of productivity
Time
System performance

6. Roadmapping
Change Management – Instruments
2020 This is a placeholder text. This text can be replaced with your own text.
2021 This is a placeholder text. This text can be replaced with your own text.
2022 This is a placeholder text. This text can be replaced with your own text.

7. Change Management
Obstacles
Fear of the unknown Resistance of employees
Because of loss of power and / or limited project involvement Resistance of middle management levels
No visible and active support Inadequate leader
Overshadowed by everyday work and responsibilities Limited time, resources and budget

8. Change Management
Measures for the treatment of resistors
Instruments
Participation of employees
Coaching of management
Training of employees
Professional team building
Compensation and reward systems
Recruiting and staff development
Identification with the project
Strengthening of the will to change
Realignment of staff skills
Ensuring motivation and identification
Stabilization of new behaviors
Hedge features & capacity building Effect
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9. Change Management
Checklist – Processes: Development schedule
Processes – Development schedule
Topic
Status
Remarks
Is the schedule actual and regularly adapted?
COMPLETE
Is the quality of the training monitored regularly?
OPEN
Are surveys provided to the participants?
NOT RELEVANT
Is the content of the classes verified and transmitted at the right time?
COMPLETE
Placeholder
Placeholder
Project name
Date
Project leader
Project leader
Last updated (employee)
15.10.2015 (Jan Smith)
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