This document discusses change management and leading change. It begins by defining change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It then discusses reasons for change such as new strategies, technology, or competition. The document emphasizes that effective change requires addressing people's reactions, which typically follow stages like denial, resistance, and eventually acceptance. It stresses the importance of clear communication, addressing fears and concerns, and involving those impacted by the change. The key to success is removing fear through information, support and guidance throughout the change process.

1. Leading Change in Challenging
Times
4th September 2013

2. What is change management?
Change management is a structured approach
to transitioning individuals, teams and
organisations from a current state to a desired
future state

4. Change quotes…

5. Why change?
No change is without a purpose
Environment- internal or external factors
• Systems
• Processes
• Culture
• Things could be better
• Mergers
• Acquisitions
• Continuous Improvement
• Take Over
• Competition
• Innovation
• Upgrades
• New Strategy
• Outsourcing
• Economy
• New Technology
• Restructuring

6. "If you are doing business today the same way
as you did business yesterday, the chances are
that you won’t be doing business tomorrow"
Peter F Drucker

7. The pace of change
Nobody can go back and start a new beginning but anyone
can start today and make a new ending

8. A changing perspective

9. A changing perspective

10. Change process
Based on Kurt Lewin’s model
Undesired
situation
Desired
situation
Chaos
Unpredictability
No control
Confusion
Loss-Attachment
Fear
Shock
Anger

11. Who do you know that really looks forward to change?

12. Universal facts about change
The chains of habit are
too weak to be felt until
they are too strong to be
broken’.
Samuel Johnson

13. Universal facts about change
• Different people react differently to change
• Change often involves a loss and people go
through a loss curve
• Success or failure of change depends on co-
operation of people implementing the change

14. Universal facts about change
• They key question everyone has on their mind
about change is….?
• A small number of people and groups are
almost always pivotal to a smooth and
effective change process
• Your leadership is the absolute key to its
success or not
• Effective communication and support are vital

15. Bargaining
Shock
Denial
Anger
Stability
Depression
Testing/Acceptance/
letting go
Understanding
Present
Reality
Transition Phase
Preferred
Future
Don’t see the reasons why
Can’t be happening, no need, it’ll run
out of steam, it’ll go away
Start outing
emotions, frustrated, hurt, blame.
Try to defer it, attempt to
moderate the change
They don’t care, why should I?
Withdrawn from job, lack of
engagement, quiet, introverted,
full scale of change has sunk in
Test our understanding
of how it relates to
us, put out
feelers, maybe I can
cope!
Ok This is where I’m at and what
I’m doing now
People’s reaction to change - 8 step process.
Information/Communication
Emotional Support
Guidance/Direction

16. Bargaining
Shock
Denial
Anger
Stability
Depression
Testing/Acceptance/
letting go
Understanding
Present
Reality
Transition Phase
Preferred
Future
Don’t see the reasons why
Can’t be happening, No need, it’ll run
out of steam, it’ll go away
Start outing
emotions, frustrated, hurt, blame.
Try to defer it, attempt to
moderate the change
Withdrawn from job, lack of
engagement, quiet, introvert
ed, full scale of change has
sunk in
Test our understanding
of how it relates to
us, put out
feelers, maybe I can
cope!
Ok This is where I’m at an what
I’m doing now
Don’t compromise, stand
firm!
Let them express their feelings, listen, be
empathetic, explain, communicate, com
municate, communicate!
Expect the shock!
Explain and sell
the benefits.
•Communicate!
•Communicate!
•Communicate!
Accept people will
be withdrawn and
not contribute very
much. Give them
space to go through
this period.
Give them time and let
them know what they
mean to you, reinforce
their
value, train, coach, be
there for them.
If led positively you can build
on this and lead them into the
future.
People’s reaction to change - 8 step process.

17. Questions we must ask before change
• What do we need to achieve?
• Why? How? When?
• Who will be affected?
• How will they react?
• How do we support them?
• Have we the resources to manage
the change?

18. Questions we must ask before change
• How do we communicate the
change and get buy in?
• How do we deal with resistance?
• What part of the change do we
need help with?
• How do we know what success is
and how will we measure it?
• After the change, what next?

19. How do we introduce change?
1
• Build trust- be open and honest
2
• Build a compelling, logical case for organisational change
3
• Match actions and words
4
• Involve the people affected
5
• Communicate a sense of confidence
6
• Repeat you main messages

20. Factors for failure
• Lack of pro-active leadership or
strategy
• Lack of consistent leadership
• Poor communication
• Intensive or brash approach
• Lack of recognition and reward
• Apathy

21. Factors for failure
• Staff kept in the dark
• Lack of time, capacity, budget
• Short term approach- stressed out out
staff
• Lack of staff buy-in
• Lack of initiative to do something
different
These factors then lead to the ‘tread-
mill effect’, setting up a vicious circle

22. 8 steps to effective change

23. 8 steps to effective change

24. Communicate for change!
• Communicate only what you know to be true
(don’t speculate)
• Be sure senior management approves what
you are communicating
• Communicate what you know as
soon as you know.
• Communicate from their perspective-
put yourself in their shoes

25. Communicate for change!
• Communicate using multiple
mediums ( 1-1, small groups, large
groups, written, focus
groups, discussions etc.)
• Be prepared to answer questions.
• Really listen
• The more resistance, the more you
need to communicate.

26. Pre-requisites for change

27. Absolute don'ts of change
management
Don’t just think that
change will happen
automatically- it
needs work
Do not do a
management high up
selling alone. You
need to sell change
to all your staff and
stakeholders
Don’t try and do it on
your own, you need
supporters!
Don’t ignore rationale
concerns, address
them and find
solutions
Don’t start any
change
management
without a business
case and a plan
Don’t ignore
communication and
support. You need
both for change to
stick.

28. Change management summary
Change is difficult
because of emotions
People will react
differently but
typically follow the
same pattern

29. Change management summary
Accept that fear
, denial, anger, resist
ance is normal
Good information
and communication
is essential. People
are good at dealing
with change if they
know what is
changing

30. Change management summary
Focus on removing
fear, most other
behaviours seem to
stem from this
Carefully look for the
opportunities, they
will be there

31. Leading Change in Challenging
Times
4th September 2013