This document discusses change management and quality readiness. It emphasizes leadership and employee engagement to gain commitment for change. It outlines levers for managing change and transition, including the transition curve. It provides tips for moving people from denial to resistance, then exploration to commitment. A case study example demonstrates keys to successful change. Challenges in implementation include lack of leadership and changing culture. The overall objective is a consistent approach to gaining commitment and clarity on quality readiness.

1.
LETS GO QUALITY
CHANGE MANAGEMENT
ANUBHA WALIA
PRISM TRAININGS & CONSULTANCY

2. PRISM TRAININGS & CONSULTANCY
LEVEL 0
QUALITY READINESS
2
Best Practices
Leadership Engagement
!People Engagement, commitment and
ownership
Visibility on the progress
Clearer understanding of model
Smooth Transition to Support
!
OBJECTIVE
Consistent approach to
gaining commitment
!
C l a r i t y o f Q u a l i t y
readiness to implement
the change
Participating for ISTD , CII Awards
Rational
Commitment
CHANGE MANAGEMENT
LEVERS
Emotional
Commitm
ent
TRAINSITI
ON
MANAGEM
ENT
LEVERS
Output
QUALITY
READINES
S

3. CHANGE VS TRANSITION
CHANGE
!
• Situation
• Happens whenever something starts or stop on
our lives
• External event that happens to us
• Example
• Starting a new job
• Having child
• Implementing new work process
• Implementing Quality
3

4. CHANGE VS TRANSITION
TRANSITION
!
• What people go through
• Mental & emotional process
• Internal acceptance process
• Happens within us
• Takes more time
• Examples
• Learning to live on your own
• Adjusting to new roles
• Adjusting to new task / job activities
4
.
.
. . .

5. TRANSITION CURVE
* Adapted from the Transition Process by William Bridges
Time
New BeginningsPresent Endings
Productivity&Morale
Neutral Zone Transition
Normal Productivity
Excitement
Denial
Shock
Frustration
Apathy
Realization
Of Loss
Engagement
Trust & Enthu
Confusion
Conflict
Anxiety
Resignation
Creativity
High Stress
Acceptance
Hopeful
RecommitReconcile

6. DENIAL TO RESISTANCE
Define what’s over and what isn’t clearly
Identify who loses what
Acknowledge loss
Don’t be surprise at over-reaction
Accept sign of grieving
Balance losses with positives
Communicate repeatedly
Acknowledge problem and don’t sell solution
6

7. RESISTANCE TO EXPLORATION
Normalize their experience – use empathy
Accept / anticipate a lull in productivity &
motivation
Create new frame of references
Strengthen connection between group
Opportunity for innovation
Reward small step forward
7

8. EXPLORATION TO COMMITMENT
4ps –purpose, picture, plan, play
!
Reinforce the purpose, provide evidence of
progress if possible
Create a picture of how the outcome will look
Establish the detailed plan ( Be consistent one
message/one voice), advertise quick wins,
celebrate forward progress
Give people a part to play
8

9. DO:
• Rewards/Compensation
• Implement temporary systems
until cutover
• Use ambiguity to continuously
improve
• Make group space changes
• Use symbolic logo
• Benchmark 1st hand
• Offer a comprehensive training
plan with a motivational
speaker
• Develop a change manager role
9
DON’T:
• Explain change through a
memo or org chart
• Turn change over to an
individual contributor and ask
them to develop the whole
plan
• Break change into smaller
stages
• Pull a model team together to
show others how
• Make threats

10. WHY CHANGE EFFORTS FAIL
10
1
2
3
4
5
6
7
8
ERROR

11. 11
10 KEYS TO SUCCESSFUL
CHANGE
1
2
4
5
6
3
7
8
9
10

12. E
M
P
L
O
Y
E
E
EMPLOYEE
ENGAGEMENT

13. Rational
Commitment
CHANGE MANAGEMENT
LEVERS
Emotional
Commitment
TRANSITION
MANAGEMENT
LEVERS
Output
QUALITY
READINESS

14. CASE STUDY – MAIL US FOR CASE STUDY TRAINING@PRISM-GLOBAL.ORG
Roadmaps
• Leaders can define clear case for change, develop an A3 with key
changes action
Roles
• Define Roles & resp for team, HR support functions employees
Resources
• Leaders commitment to change, creating communication plan
Reason
• Immediate need to increase manf capacity improve OTTR & reduce
past dues
Results
• The shift change increased manf capacity by 17%, decreased past dues, & having a
working full work schd on 4 days provided the ability to increase the weekend shift to 3
days from 2 days
14

15. CASE STUDY - MAIL US FOR CASE STUDY TRAINING@PRISM-GLOBAL.ORG
Competence
• Make detailed paln, working on transition phase
Challenge
• Challenge was attendance & turnover due to new working hours &
how to communicate change. Communication is key
Connection
• Follow up communication, leaders to listen to their employees and
guide them
Control & Commitment
• Use the announcement, communication to ensure people understand
why this change
15

16. Sponser
Influence
Leader
QUALITY
READINESS
16

17. CHALLENGES IN
IMPLEMENTATION
Lack of leadership and direction.
Difficulty of changing the company
culture.
Attitude problems.
Choosing the best people.
Understanding the business problems.
No Reward and Recognition

18. PRISM TRAININGS & CONSULTANCY
LEVEL 0
QUALITY READINESS
18
Best Practices
Leadership Engagement
!People Engagement, commitment and
ownership
Visibility on the progress
Clearer understanding of model
Smooth Transition to Support
!
OBJECTIVE
Consistent approach to
gaining commitment
!
C l a r i t y o f Q u a l i t y
readiness to implement
the change
Participating for ISTD , CII Awards
Rational
Commitment
CHANGE MANAGEMENT
LEVERS
Emotional
Commitment
TRAINSITION
MANAGEMENT
LEVERS
Output
QUALITY
READINESS

19. !ANUBHAWALIA.WORDPRESS.COM
WWW.PRISM-GLOBAL.ORG
TWITT: @ANUBHAMAURYA
anubhawalia@gmail.com
19
ANUBHA WALIA
A prolific Human Process Facilitator &
Trainer / Facilitator and Guest Speaker
with prestigious Bschool carries 16 + years
of rich experience were she was heading
Learning & Quality verticals. Her areas of
expertise includes Organization Development,
Team building and Change Management &
leadership, Instructional Design and Six Sigma,
5S & TQM.
!
She stands tall with her rich education
background and presently pursuing PhD (First
lady in India doing research on Followership) .
She is recipient of Emerging HRD thinker
award (Gold Medalist) consecutive 5 times by
ISTD (Min of HRD), International certification
of Facilitator by DDI (USA), Certified Coach by
Mind Gym (UK) and Certified Change
Management Facilitator from Australian
Institute of Mgmt (AUSTRALIA), Certified
TTT.
!
She is training and consulting at National &
International level for US, UK, Hungry,
Malaysia, on Change Engagement, Learning
and facilitation.