The document provides an overview of change management and discusses several key aspects: 1) It defines change and transition, and explains what change management is. 2) It outlines different levels of change including individual, team, organizational, and leadership during change. 3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.

1. Change Management PC Overview

5. Foundational Elements Situational Framework for Change Management Individual Team Leadership Change Management Models/ Approaches PC Knowledge and Ability

9. Meyers Briggs -Personality & Change Theory “ Let’s change it” “ Let’s just do it” “ Let’s think ahead” “ If it isn’t broke don’t fix it” Motto Putting new ideas into practice Making things better Generating new ideas and theories Deciding what should be kept and what needs changing Where they focus their change efforts Creatively and with others Actively and by experimentation Conceptually by reading, listening and making connections Pragmatically and by reading and observing How they learn New way of doing things Actions Thoughts, ideas, concepts Practicalities What are they most concerned with EN Action Oriented Innovator ES Action Oriented Realist IN Thoughtful Innovator IS Thoughtful Realist

10. Individual Response To Change Consequences of the change Nature of the change Type of individual Individual history Organizational history Response to change

11. Team Snowflakes are one of nature’s most fragile things, but just look at what they can do when they stick together. Vesta Kelly

19. Dimensions of Leadership Outcomes Developing and delivering business outcomes Emotions Enabling people and culture to adapt Interests Mobilizing influence, authority and power Personal Leadership Organizational context Source: Mike Green, Andy Holder and Mhairi Cameron

20. Summary of Goleman’s six Leadership styles If manager is not a good coach, or if individual is not motivated, this style will not work. Exhausting if used to much. Not appropriate when team members need help. May lead nowhere if team is inexperienced. Not productive if it is the only style used. Has a negative effect if manager is not credible. Encourages dependence People stop thinking Disadvantages of this style When there is a skills gap. When team members are highly motivated and highly competent. When the team members have something to contribute. When relationships are broken. When step change is required. When manager is both credible and enthusiastic. When there is a crisis When to use this style Encouraging and supporting people to try new things. Developing their skills. Raising the bar and asking for a bit more. Increasing the pace. Asking the team what they think, and listening to this. Building relationships with people through use of positive feedback. Persuading and attracting people with an engaging vision. Telling people what to do and when Short Definition Coaching Pace-setting Democratic Affiliative Authoritative Coercive

22. Foundational Elements Situational Framework for Change Management Individual Team Leadership Change Management Models/ Approaches PC Knowledge and Ability

24. Authority Persuasive Communication Acceptance Directed Change

26. The Guided Changing Spiral Source: Kerber(2001) SHARE THE LEARNING SYSTEM WIDE INTERPRET & DESIGN IMPLEMENT & IMPROVISE HOLD ACCOUNTABLE & LEARN

27. Foundational Elements Situational Framework for Change Management Individual Team Leadership Change Management Models/ Approaches PC Knowledge and Ability

29. Directed Planned Guided Low High Low High Socio-Technical Uncertainty Business Complexity

30. Directed Planned Guided Low High Low High Socio-Technical Uncertainty Business Complexity Change Capacity Urgency

31. High Medium Low Skill of Change Agent High Medium Low Use of resources (Time) FHA’s Low Medium High Urgency of Situation High Medium Low Change Capacity High Medium Low Socio-technical Uncertainty High Medium Low Business Complexity Guided Planned Directed

32. Foundational Elements Situational Framework for Change Management Individual Team Leadership Change Management Models/ Approaches PC Knowledge and Ability