2.  Change management is an approach
to shifting/transitioning from a current
state to a desired future state.
 Manage the changes.
 Kotter defines change management as
the utilization of basic structures and
tools to control any organizational
change effort.
 To maximize an organization's benefits
and minimize the change impacts

3. The Nature of Change
Change in business is not new — it’s just
accelerating due to…
 New technology.
 Global competition.
 Growth & increased complexity.
 The result: Change or die

4.  Responsibility for managing change is
with management and executives of the
organization.
 The manager has a responsibility to
facilitate and enable change.
 Increasingly the manager's role is to
interpret, communicate and enable.

5.  At all times involve and agree support
from people within system.
 Understand where you/the organisation
is at the moment.
 Understand where you want to be,
when, why, and what the measures will
be for having got there.
 Communicate, involve, enable and
facilitate involvement from people, as
early and openly and as fully as is
possible.

6.  Increase urgency,
 Build the guiding team,
 Get the vision right,
 Communicate for buy-in,
 Empower action,
 Create short-term wins,
 Don't let up,
 Make change stick.

7. 1. Preparing for Change
Define your change management
Strategy
Prepare your change
Management team
Develop your
Sponsorship model

8. 2. Managing change
Develop change
Management plan
Take action and
Implement plan

9. 3. Reinforcing Change
Collect and analyze
feedback
Diagnose gaps and
manage
resistance
Implement corrective
actions
And celebrate successes

10. EMOTIONAL RESPONSE
TO
ORGANIZATIONAL CHANGE
ACCEPTANCE
DEPRESSION
BARGAINING
ANGER
DENIAL

11.  Negative Impact of Organizational
Change on Employees.
 Positive Impact of Organizational
Change on Employees.

12.  Mental Stress,
 Loss of Loyalty,
 Increased Time Away From Work,
 Life Changes.

13.  Staying Current,
 New Opportunities,
 Encouraging Innovation,
 Increased Efficiency,
 Improved Attitudes.

14.  When the reason for the change is
unclear,
 When the change threatens to modify
established patterns of working
relationships between people,
 When communication about the
change has not been sufficient.
 When the benefits and rewards for
making the change are not seen as
adequate for the trouble involved

16.  Involve interested parties in the planning
of change by asking them for
suggestions and incorporating their
ideas.
 Address the "people needs" of those
involved.
 Focus continually on the positive aspects
of the change.
 Deliver training programs that develop
basic skills