Change Management Café Insert client logo here Welcome My first thought when Im faced with organizational change is Its about time I cant wait for whats ahead Change is usually for the better ID: 765072
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Change Management Café Insert client logo here
Welcome My first thought when I’m faced with organizational change is:It’s about time! I can’t wait for what’s ahead.Change is usually for the better. Hope it’s not too painful.Not again!(please chat in the number of your response) CHAT
Introductions NAME Title NAME Title
Participation tips Limit electronic interruptions.Take part in the discussion. Listen carefully to what is being said.The CHAT PANEL is enabled for the session. Use the RAISE HAND feature to volunteer to speak. Put your phone on mute when not speaking.CHATRAISE HAND
Reactions to organizational change My first thought when I’m faced with organizational change is:It’s about time! I can’t wait for what’s ahead.Change is usually for the better. Hope it’s not too painful.Not again! RAISE HAND
Today’s objectives Help you:Develop your team’s skills for adapting to changeIdentify opportunities for improvementOvercome resistance to change
DEVELOP SKILLS FOR ADAPTING TO CHANGE CHANGE MANAGEMENT
BOOST A TEAM’S CAPACITY FOR CHANGE A regional bank is facing increased competition from both major financial institutions and disruptive startups. It’s clear that, to stay competitive, the bank will continually need to change how it does business. Marcus, who manages the bank’s data center, realizes that these changes will affect his team on an ongoing basis. What can Marcus do to help his group develop skills for handling for continual change? SCENARIO
To empower your team as change agents… Demonstrate trust and respect for employeesEncourage innovative thinkingDelegate and share decision-making authority Be flexibleEncourage risk takingProvide adequate resources
How will you: Build your group’s skills for handling continual change? Empower them as change agents? DEVELOP SKILLS FOR CHANGE CHAT
IDENTIFYOPPORTUNITIES FOR IMPROVEMENT CHANGE MANAGEMENT
To initiate changes that improve our organization… Identify performance gaps, such as wasted resources or bugs in products, and opportunity gaps, such as ideas for meeting customers’ needs Come up with innovative ways to close these gapsExperiment with new ways of doing thingsCreatively implement and continually improve procedures and practices
IDENTIFY PERFORMANCE OR OPPORTUNITY GAPS Carlotta is the director of enterprise sales for an insurance software provider. At the end of Q2, her team notices a drop in sales compared with the same period in the previous year. How can Carlotta and her team determine why the gap exists and how to address it? SCENARIO
What are some performance or opportunity gaps in your area? CHAT PERFORMANCE GAP OPPORTUNITY GAP DEFINITION Difference between expected and actual performancePotential future problem or missed chance for creating valueSOURCEOften based on a lack of efficiency Often based on complacency or shifts in the way value is created REQUIRED RESPONSE Change that improves current organizational routines and practices Change that creates new routines and practices
Plan how to evaluate a change effort For a change effort you’re currently leading or will be leading shortly, think about:Critical indicatorsData Assumptions about cause and effect Possible adjustments What might you add to this list? CHAT
OVERCOME RESISTANCE CHANGE MANAGEMENT
This change won’t work because… It has never been tried before.Why change? It's working OK.We don’t have the money or time. It’s too radical a change.It’s not my job.Customers won’t buy it. CHAT
Typical responses to change CHAT People embrace change when they… People resist change when they… Believe that the change makes sense Respect the people leading the change effortExpect new opportunities and challenges to come from the changeAre involved in planning how to implement the change programBelieve that the change will result in personal gainEnjoy the excitement of changeBelieve that change is unnecessary or will make things worse Don't trust the people leading the change effort Aren't confident the change will succeed Have no input in planning how to implement the change program Feel that change will mean personal loss—of security, money, status, or friends Believe in existing practices Have already experienced a lot of change and can't handle any more
Given this situation, what could you do to help overcome employees’ resistance? DEALING WITH RESISTANCE CHAT
Tips for dealing with resistance Anticipate pushback. Create opportunities to vent. Look for trends in the resistance. Create FAQs. Bend, but don’t break. Solicit feedback more than once.
APPLYING WHAT YOU’VE LEARNED CHANGE MANAGEMENT
Today’s objectives Help you: Develop your team’s skills for adapting to change Identify opportunities for improvement Overcome resistance to change
Applying what you’ve learned Your next step is to complete the On-the-Job section of the Harvard ManageMentor Change Management topic.
Thank you