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§ Session #1: Introduction of Knowledge Management
§ Session #2: KM & Organizational Learning
§ Session #3: Knowledge Management Strategy & Implementation
§ Session #4: Introduction to Change Management
§ Session #5: Organizational Change Management & Cultural
Change Management
§ Session #6: Introduction of Innovation & Entrepreneurship
§ Session #7: Creativity & Innovation
§ Session #8: Entrepreneur & Innovation Leadership
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References:
• Kimiz Dalkir, Knowledge Management In Theory and Practice 1st Edition, Butterworth-Heinemann; 1 edition (June 30,
2005), ISBN-10: 075067864X, ISBN-13: 978-0750678643
• John Bessant and Joe Tidd (2015). Innovation and Entrepreneurship 3rd Edition. John Wiley & Sons, Ltd., ISBN-13: 978-
1118993095; ISBN-10: 1118993098
• John P. Kotter, Leading Change, With a New Preface by the Author, Harvard Business Review Press; 1R edition (November
6, 2012), ISBN-10: 9781422186435, ISBN-13: 978-1422186435
• Frank Voehl, H. James Harrington, Change Management: Manage the Change or It Will Manage You, Productivity Press; 1
edition (November 13, 2017), ISBN-10: 1138463957, ISBN-13: 978-1138463950

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Manage the Change or ItWill ManageYou

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§ Before we can understand a concept we
have to remember it.
§ Before we can apply the concept we must
understand it.
§ Before we analyze it we must be able to
apply it.
§ Before we can evaluate its impact we must
have analyzed it.
§ Before we can create we must have
remembered,understood,applied,
analyzed,and evaluated.
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The Knowledge aspect of Bloom’s Taxonomy for the purposes of Change Management
Source: Frank Voehl, H. James Harrington, Change Management: Manage the Change or It Will Manage You p.xviii

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project
quality
daily work
management
= as critical disciplines that are applied
to a variety of organizational change
interventions to improve the likelihood
of success and return on investment
Mgt.
System
the goalof change
managementis to
improvethe organization by
altering how work is done

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Change management is a disciplined framework for
driving business results by changing behaviours (Nelson
and Aaron 2007)
Organizational change management (OCM) is a
systematic approach to planning and integrating
change aligned with business strategy that focuses
on both the business and its people
Culture change management (CCM) contains many of
the elements of the above but focuses on the human side
of change as it affects the employees in their day-to-day
work activities by creating a culture of assessment
…is “the process, tools and techniques to manage the people-
side of change to achieve a required business outcome.”
Tim Creasey, Director of R&D for Prosci

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Project management
Change management
Daily (work) management
• Both project management and change
management support moving an organization
from a current state (how things are done today)
through a transition state to a desired future state
(the new processes, systems, organization
structures, or job roles defined by the change).
• Project management focuses on the tasks to
achieve the project requirements while change
management focuses on the people impacted by
the change.
• Daily management, on the other hand, is an
approach to running an organization where staff
members take the time each day to evaluate their
progress toward meeting the organization’s
improvement targets, and then take the time to
measure how they compare against the
organization’s overall progress.

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§ QUALITY MANAGEMENT is to improve the
organization in some fashion; for instance,
reduce error rates, reduce costs, improve
revenues, solve problems, seize
opportunities, align work and strategy, and
streamline information flow within the
organization
§ PROJECT MANAGEMENT is to develop a set
of specific plans and actions to achieve the
change given time, cost, and scope
constraints and to utilize resources
effectively (managing the technical side of
the change)
§ DAILY MANAGEMENT is to use the process,
tools, and techniques to make the work of the
organization or unit visible and create a
visual workplace
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project
quality
daily work
management
= as critical disciplines that are applied
to a variety of organizational change
interventions to improve the likelihood
of success and return on investment
Mgt.
System

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(readiness
assessments)
(sponsorship)
(communi-
cations)
(education and
training)
(coaching by
managers and
supervisors)
(measurement
systems,
rewards, and
reinforcement)
1. Creating a change management
strategy (readiness assessments)
2. Engaging senior managers as
change leaders (sponsorship)
3. Building awareness of the need
for change (communications)
4. Developing skills and knowledge
to support the change (education
5. and training)
6. Helping employees move
through the transition (coaching
by man-
7. agers and supervisors)
8. Developing methods to sustain
the change (measurement
systems,
9. rewards, and reinforcement)

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A. Plan
§ Collaborate
§ Never compromise quality
§ Focus on the business case
§ Ensure practicality of the plan and that risks are considered and
built into the plan
§ Ensure impacted personnel change requirements are planned for
and funded
B. Do
§ Ensure scope changes are in line with real business requirements
§ Ensure project output deliverables are not installed prior to the
impacted personnel being ready (emotionally and technically) to
receive them
§ Deliver on time
§ Build incrementally and iteratively on firm foundations
C. Sustain
§ Install an effective measurement system
§ Communicate continuously and clearly
§ Demonstrate control
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There are many different roles and activities that the individuals involved in change management play (as
seen on Figure 4.1). Each individual needs to understand his or her role and responsibility for
organizational change management to be successful.

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The basis of the model is:
1. Effective—it works
2. Economical—it has a
ROI
3. Long-lasting—not
here today, gone
tomorrow
4. Used or has been
used by at least 100
organizations
5. Suitable for any type
of organization
6. Used or has been
used for at least 5
years
7. 7. Suitable for any
type of work culture
The Universal
Change Activation
Toolkit
ADKAR Model
for Change
Management
Accelerating
Implementation
Methodology (AIM)
Beckham and Harris
Change Management
Process
Boston Consulting
Group (BCG)
Change Delta
Bridges Leading
Transition Model
for Change
Harrington-
Voehl
sustainable
change model
GE’s Change
Acceleration
Process (CAP)
John Kotter
Eight-Step
Model for
Change
McKinsey 7S
Change Model
Kurt Lewin’s
Three-Stage
Change Model
People-centered
implementation
(PCI) Model

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The ADKAR model is popular for its people-focused approach to change management. Created by Jeffrey Hiatt,
the ADKAR model helps facilitate change on an individual level since change is often less about the changes
themselves and more about people’s reactions to them. ADKAR is an acronym for:

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Developed by RobertWaterman and Tom Peters during early 1980s by the two consultants McKinsey
Consulting organization.The model is a powerful tool for assessing and analysing the changes in the internal
situation of an organization. It is based on 7 key elements, which determine the organization’s success, which
should be interdependent and aligned for producing synergistic outcomes

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Developed by John Kotter after a survey of over 100 organizations in flux, this 8-step change model also
focuses more on the people experiencing large organizational changes rather than the changes themselves.
The eight steps are:

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§ In your own words, please write down a short brief description about 3 of
change management model below that conveys their main idea.
a) The Prosci ADKAR® Model
b) McKinsey 7s Change Model
c) John Kotter Eight-Step Model for Change
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