Change Management is essential for any organisation. Judiciaries all over the world are realising its importance and taking steps to implement the same..

1. CHANGE MANAGEMENT
IN JUDICIARY
TALWANT SINGH
PRINCIPAL JUDGE
FAMILY COURT
DELHI (INDIA)

2. CHANGE MANAGEMENT IN JUDICIARY
 CHANGE MANAGEMENT is an approach
to transitioning individuals, teams and
organisations to a desired Future State.
 In JUDICIARY, it is a reforming process
where changes to scope of reforms are
formally Introduced, Approved and
Implemented.

3. CHANGE MANAGEMENT IN JUDICIARY
TO CHOOSE WHICH INNOVATIONS TO
ADOPT, FOUR MAJOR FACTORS ARE:
 Levels, Goals & Strategies
 Measurement System
 Sequence of Steps
 Implementation & Organizational Change

4. CHANGE MANAGEMENT IN JUDICIARY
MANAGING OF ORGANIZATIONAL
CHANGE IS A FOUR-STEP PROCESS:
 Recognizing Changes in broader
Organization environment
 Developing necessary adjustments for
Organization's needs
 Training Employees on appropriate
changes
 Winning support of Employees with
peruasiveness & appropriate adjustments

5. CHANGE MANAGEMENT IN JUDICIARY
Cont......
 Counter Resistence from Employees &
align them to strategic direction of Org.
 Provide personal counseling to alleviate
any change related fears
 Monitoring of the implementation and
fine tuning as and when required

6. CHANGE MANAGEMENT IN JUDICIARY
INFORMATION AND TECHNOLOGY
DRIVEN CHANGE MGT. STRATEGY
 Organizations that manage information
well always have an advantage
 There is difference between 'Automating
Technologies' & 'Infomating technologies'
 Gathering & Analysing Information is
necessary for Organization's Success

7. CHANGE MANAGEMENT IN JUDICIARY
SUCCESSFUL CHANGE MANAGEMENT
IS POSSIBLE ONLY WHEN:
 It benefits Court Management to deliver efficient
services to Stakeholders
 Effective Communication with Stake-holders of
Why, What is in for me and you, When, Who
is involved, Where, how much it cost?
 Effective Education, Training & Skill upgrade

8. CHANGE MANAGEMENT IN JUDICIARY
FIVE DISCIPLINES OF A
LEARNING ORGANIZATION
 Personal Responsibility, Self-Reliance & Mastry
 Personal Mental Models
 Sharing Vision where we want to be in future
 Team Learning- It involves shift from 'Advocacy'
to 'Enquiry'
 Thinking of a whole System rather than of Parts

9. CHANGE MANAGEMENT IN JUDICIARY
It is necessary to know your Target Group
before introducing Change Management
Human beings have five traits:
 Openness to Experience (Inventive/Cautious)
 Conscientiousness (Efficient/Careless)
 Extraversion (outgoing/reserved)
 Agreeableness (Friendly/Cold)
 Neoroticism (Sensitive/Confident)

10. CHANGE MANAGEMENT IN JUDICIARY
LEARNING STYLES
 Synthesis Analysis
 Methodical Study
 Fact Retention
 Elobrative Processing

11. CHANGE MANAGEMENT IN JUDICIARY
PROCESS REENGINEERING
 Incremental change does not seem to be
making grade. Its' time to pull out big
guns.
 Solution for radical change to dramatically
improve an Organization's performance is
called "Process Reengineering".
 Two key words are 'radical' & 'dramatic'.

12. CHANGE MANAGEMENT IN JUDICIARY
 Radical redesign means getting rid of
existing processes and procedures and
inventing new ways.
 Dramatic
improvement
means
a
quantum leap in performance.
 Both the ideas are in direct conflict with
old thinking of 'constant incremental
improvement'.

13. CHANGE MANAGEMENT IN JUDICIARY
 In reengineering, to meet demands for
quality service, flexibility and low costs,
processes must be made simple.
 Individual processes are combined to gain
efficiencies and productivity.
 Employees are allowed to make on the
spot decisions to eliminate roadblocks.
 It can increase employees' satisfaction
and loyality and they can enhance skills.

14. CHANGE MANAGEMENT IN JUDICIARY
PROCESS ENGINEERING IS NOT:
 Reorganizing;
 Restructuring;
 Downsizing;
 Automation; or
 Cost-Cutting

15. CHANGE MANAGEMENT IN JUDICIARY
Process Reengineering Success Factors:
 It is most important to have executive
management support.
 It is impertive to have willing participation
of all associates invoved in the re-design.
 Ability of the project team to discern what
processes are value-added and customer
focused and which are not.

16. CHANGE MANAGEMENT IN JUDICIARY
 "Gemba" is an important word in Process
Reengineering, which means 'actual place'
 The Gemba is where the value is created
 Value is created when people, information,
materials, equipment and processes come
together to serve the customer.
 Processes that support Gemba should be
at the forefront of Pro. Reeng. exercise.

17. CHANGE MANAGEMENT IN JUDICIARY
THANKS
TALWANT SINGH
PRINCIPAL JUDGE
FAMILY COURT
DELHI (INDIA)