The document discusses leading organizational change and includes the following key points: 1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches. 2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase. 3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.

3. Ground Rules

4. Keep Phones ON!

8. Agenda
Agenda Presentation

9. Feedback

10. Introduction to
Technologies

12. Photo/Video
Introduction to
Technologies

14. Introduction to Social
Media
“Nameshapers model”

18. the Steps

19. Confusion
Concerns

20. Create

21. Customise

22. Communicate

23. Communicate

24. Control

25. Confusion
Concerns
Control Create
Communicate Customise

27. Why use it?

28. Why use it?

29. retweet tweet
Communicate
Photo
#hashtag
link

30. Control

31. Control

35. My organization must change/adapt/do
things differently to remain competitive.

36. My organization must change/adapt/do
things differently to remain competitive.
My organization will become irrelevant if it
does not change.

37. My organization must change/adapt/do
things differently to remain competitive.
My organization will become irrelevant if it
does not change.
My organization approaches change
effectively.

38. My organization must change/adapt/do
things differently to remain competitive.
My organization will become irrelevant if it
does not change.
My organization approaches change
effectively.
I will become irrelevant if I do not change.

39. My organization must change/adapt/do
things differently to remain competitive.
My organization will become irrelevant if it
does not change.
My organization approaches change
effectively.
I will become irrelevant if I do not change.
I will be less competitive as a doctor if I do
not change.

40. My organization must change/adapt/do
things differently to remain competitive.
My organization will become irrelevant if it
does not change.
My organization approaches change
effectively.
I will become irrelevant if I do not change.
I will be less competitive as a doctor if I do
not change.
I manage change effectively.

43. Resisting Change?

45. Why does change occur?

46. Why does change occur?
Change =
(Dissatisfaction x Vision x Process)
(Collins & Devanna 1992)

47. Kotters 8 Elements

49. Create Urgency
Identify potential threats, and develop
scenarios showing what could happen in the
future.
Examine opportunities that should be, or
could be, exploited.
Start honest discussions, and give dynamic
and convincing reasons to get people talking
and thinking.
Request support from customers, outside
stakeholders and industry people to
strengthen your argument.

50. Form a Powerful Coalition
Identify the true leaders in your
organization.
Ask for an emotional commitment from these
key people.
Work on team building within your change
coalition.
Check your team for weak areas, and ensure
that you have a good mix of people from

51. Create a Vision for Change
Determine the values that are central to the
change.
Develop a short summary (one or two
sentences) that captures what you "see" as
the future of your organization.
Create a strategy to execute that vision.
Ensure that your change coalition can
describe the vision in five minutes or less.
Practice your "vision speech" often.

52. Communicate the Vision
Talk often about your change vision.
Openly and honestly address peoples'
concerns and anxieties.
Apply your vision to all aspects of operations
- from training to performance reviews. Tie
everything back to the vision.
Lead by example.

53. Remove Obstacles
Identify, or hire, change leaders whose
main roles are to deliver the change.
Look at your organizational structure, job
descriptions, and performance and
compensation systems to ensure they're in
line with your vision.
Recognize and reward people for making
change happen.
Identify people who are resisting the
change, and help them see what's needed.
Take action to quickly remove barriers

54. Create Short-term Wins
Look for sure-fire projects that you can
implement without help from any strong critics
of the change.
Don't choose early targets that are expensive.
You want to be able to justify the investment
in each project.
Thoroughly analyze the potential pros and cons
of your targets. If you don't succeed with an
early goal, it can hurt your entire change
initiative.

55. Build on the Change
After every win, analyze what went right
and what needs improving.
Set goals to continue building on the
momentum you've achieved.
Learn about kaizen, the idea of continuous
improvement.
Keep ideas fresh by bringing in new change
agents and leaders for your change coalition.

56. Anchor the Changes
Talk about progress every chance you get.
Tell success stories about the change
process, and repeat other stories that you
hear.
Include the change ideals and values when
hiring and training new staff.
Publicly recognize key members of your
original change coalition, and make sure the
rest of the staff - new and old - remembers
their contributions.

57. Human behavior and
phases in change
Process

58. Why are people
“Stability Seeking?”

59. 4 phases of a Change
Process
Alertness
Understanding
Acceptance you need to focus on
becoming a manager of
each phase
Action

60. The Change Process
Information Concerns
Personal Concerns
Management/Implementation Concerns
Impact Concerns
Collaboration Concerns
Refinement Concerns

61. Information concerns
What is the change?
Why is it needed?
What is wrong with the way things are now?
How much and how fast does the institution
need to change

62. Personal Concerns
How will the change impact me personally
Whats in it for me?
How will i find the time to implement the
change?
How it will affect my role in the institution
Do i have to learn new skills

63. Management/
Implementation
What do i need to do? (in what sequence)
Do we have the resources?
What happened if it doesn’t work out as
planned? (who can help?)
What other processes and systems will
change?
Is what we are experiencing typical?
Is the timeline appropriate?

64. Impact Concerns
Are we making progress? Are things getting
better? In which areas?
Is the effort worth it?

65. Collaboration
Concerns
Who else should be involved?
What more can I do to help implement
change?
How can we involve others in what we are
doing?

66. Refinement Concerns
How can we make the change even better?
What else can we change to get even more
benefits?

67. Successful Change
Happens when....

68. Successful Change
Happens when....
People have an opportunity to express their
concerns and influence how the change is

69. Your Role?

70. Your Role?
Information Provider
Role Model
Facilitator
Assessor
Planner
Resource Developer

71. and one more....

72. and one more....
Change Agent ;o)

73. Members of a Change team
Problem knowers
Problem Solvers
Resource Controllers
Decision Makers

74. Problem Knowers
Individuals familiar with the people and
processes, situations, history etc.
Critical in helping define and clarify the
precise nature of the problem that requires
change
Often intimately invested in what needs to
be changed, so they may not always be
supportive of change

75. Problem Solvers
People with creativity and innovative thinking
Generate ideas and possibilities-Brainstorming
Often valuable to have people from outside
the domain

76. Resource Controllers
People with access to or control over
resources needed for implementing a solution
teachers, space, money, expertise,
technology, coordination

77. Decision makers
the people who have final authority or
approval
Can kill months of works in a few minutes
Keep them involved and informed

78. Leading the Change
Get the right people on the team
Pay attention to the interpersonal dynamics
of the team
Communicate communicate, communicate