CHANGE MANAGEMENTMANAGEMENT PRESENTATION

OUR GROUP

TALHA MAHMOOD

MAHWISH KASHIF

MUHAMMAD YUSUF

Contents: What Is Change Management?

Why Organizations Change?

Objective Of Change.

Some normal reactions to change.

Success Rate

Internal and External Aspects.

Change Impact

Models Of Change (Kurt Lewin , Mckinsey , Kotter)

Kurt Lewin’s Change Model.

Why people resist change?

Why Change Management Fails?

Quotes.

Conclusion

What is Change Management?

Change management is an approach to shifting/ transitioning individuals, teams, and - in general – organizations from a current state to a desired future state.

Why Organizations Change?

Simple Answer

World is faster than organizations

Globalization Technology Information

Objectives

•Maximize the collective benefits for all people involved in the change.

•Minimize the risk of failure of implementing the change .

• The discipline of Change Management deals with Human Aspect of Change (Psychological)

Normal Reactions To Change

“ This is a waste of time”

“Why Change if it was working just fine before”

“If it isn’t broke , don’t fix it!”

“Our current system isn’t great , but what’s so wonderful about the new one ? How will that will be any better?”

“How soon will this happen?”

“How will this impact me?”

“Will I receive new training?”

“What’s in it for me?”

“I doubt they are really serious about this”

Changes aren’t difficult , transitions are..

Change:

• Change is situational New Polices , New Boss , Team Roles)• External

Transitions:• Psychological Process people got through to come to terms with new situation.• Internal

Rate of success in making change

27%Not very Suc-

cessful

33%Unsure

4% Moder-

ateSuccess-

ful

27% Too soon

to tell

Acceptance•Commitment•Focused•High Productivity

Posi

tive Sid

e of

C

hange

Internal Aspects of ChangeN

egativ

e S

ide o

f C

hange

External Aspects of Change

Denial•Avoidance•Not here,Not me•Living in Past

Resistance• Isolation•Make it Worse•Low productivity

Exploration•Chaos•Lack of Direction•Test new Possibilities

Change ImpactOrganizational Impact

First Individual Impact

Changes starts with an individual and causes a rippling effect in an organization.

Models Of Change Management

1)Kurt Lewin’s Change Model.

2)Mckinsey 7-S Model.

3)Kotter’s 8 step Change Model.

• Structure• System• Style• Staff• Skills• Strategy

• Increase the urgency for change.

• Build a team dedicated to change

• Create the vision for change.

• Communicate the need for change.

• Empower staff with the ability to change.

• Create short term goals.• Stay persistent.• Make the change

permanent.

• Unfreeze

• Change• Refreez

e

Kotter Mckinsey

KurtLewin

The Three models of change

Understanding Change

If you have large cubes of ice but realize that what you want is a sculpture of ice, what will you do?

Kurt Lewin’s change model

Stage 1: Unfreeze

Prepare the organization to accept that change is necessary

Involves breaking down the existing quo before building up a new way of operating

(creates uncertainty)

Resolving Uncertainty

Looking for new ways to do things

People start to believe and act in ways that support the new direction

(Time and Communication are the two keys.)

STAGE 2 : CHANGE

When the changes are taking shape and people have embraced the new ways of thinking , the organization is ready to REFREEZE.

With a new sense of stability , employees feel confident and comfortable with the new ways of working.

(Celebrate Success)

STAGE 3 : REFREEZE

Why people resist change?

• Feel they will suffer.

• Organization does not communicate clearly.

• Perceive more work with few opportunities.

• Change has poor introduction.

• Loss of job security

• The concept that “Change means more work”.

How to implement change

The following steps shows that how to implement the change in an organization:

1. Create a vision for change

2. Communicate the vision for change.

3. Remove fears from the minds of those who will get affected by the change.

Some pre planning that should be made before change are:

1. Introduce change gradually.

2. Clarify goals , policies , strategies.

3. Whenever possible , keep the team intact and keep the same job titles.

4. Develop trust and confidence.

Pre Planning of change

Conclusion

• In conclusion it can be said that “change” is highly needed to break the routine continuing for a long period of time.

•Pakistani business houses must give special importance to this issue.

• It makes the organization better equipped to face the future challenges.