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Health 2.0 pre ga slides day 1 & change management

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Health 2.0 pre ga slides day 1 & change management

  1. 1. Ground Rules
  2. 2. Keep Phones ON!
  3. 3. Agenda Agenda Presentation
  4. 4. Feedback
  5. 5. Introduction to Technologies
  6. 6. Photo/Video Introduction to Technologies
  7. 7. Introduction to Social Media “Nameshapers model”
  8. 8. the Steps
  9. 9. Confusion Concerns
  10. 10. Create
  11. 11. Customise
  12. 12. Communicate
  13. 13. Communicate
  14. 14. Control
  15. 15. Confusion Concerns Control Create Communicate Customise
  16. 16. Why use it?
  17. 17. Why use it?
  18. 18. retweet tweet Communicate Photo #hashtag link
  19. 19. Control
  20. 20. Control
  21. 21. My organization must change/adapt/do things differently to remain competitive.
  22. 22. My organization must change/adapt/do things differently to remain competitive. My organization will become irrelevant if it does not change.
  23. 23. My organization must change/adapt/do things differently to remain competitive. My organization will become irrelevant if it does not change. My organization approaches change effectively.
  24. 24. My organization must change/adapt/do things differently to remain competitive. My organization will become irrelevant if it does not change. My organization approaches change effectively. I will become irrelevant if I do not change.
  25. 25. My organization must change/adapt/do things differently to remain competitive. My organization will become irrelevant if it does not change. My organization approaches change effectively. I will become irrelevant if I do not change. I will be less competitive as a doctor if I do not change.
  26. 26. My organization must change/adapt/do things differently to remain competitive. My organization will become irrelevant if it does not change. My organization approaches change effectively. I will become irrelevant if I do not change. I will be less competitive as a doctor if I do not change. I manage change effectively.
  27. 27. Resisting Change?
  28. 28. Why does change occur?
  29. 29. Why does change occur? Change = (Dissatisfaction x Vision x Process) (Collins & Devanna 1992)
  30. 30. Kotters 8 Elements
  31. 31. Create Urgency Identify potential threats, and develop scenarios showing what could happen in the future. Examine opportunities that should be, or could be, exploited. Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking. Request support from customers, outside stakeholders and industry people to strengthen your argument.
  32. 32. Form a Powerful Coalition Identify the true leaders in your organization. Ask for an emotional commitment from these key people. Work on team building within your change coalition. Check your team for weak areas, and ensure that you have a good mix of people from
  33. 33. Create a Vision for Change Determine the values that are central to the change. Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization. Create a strategy to execute that vision. Ensure that your change coalition can describe the vision in five minutes or less. Practice your "vision speech" often.
  34. 34. Communicate the Vision Talk often about your change vision. Openly and honestly address peoples' concerns and anxieties. Apply your vision to all aspects of operations - from training to performance reviews. Tie everything back to the vision. Lead by example.
  35. 35. Remove Obstacles Identify, or hire, change leaders whose main roles are to deliver the change. Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision. Recognize and reward people for making change happen. Identify people who are resisting the change, and help them see what's needed. Take action to quickly remove barriers
  36. 36. Create Short-term Wins Look for sure-fire projects that you can implement without help from any strong critics of the change. Don't choose early targets that are expensive. You want to be able to justify the investment in each project. Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.
  37. 37. Build on the Change After every win, analyze what went right and what needs improving. Set goals to continue building on the momentum you've achieved. Learn about kaizen, the idea of continuous improvement. Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
  38. 38. Anchor the Changes Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. Include the change ideals and values when hiring and training new staff. Publicly recognize key members of your original change coalition, and make sure the rest of the staff - new and old - remembers their contributions.
  39. 39. Human behavior and phases in change Process
  40. 40. Why are people “Stability Seeking?”
  41. 41. 4 phases of a Change Process Alertness Understanding Acceptance you need to focus on becoming a manager of each phase Action
  42. 42. The Change Process Information Concerns Personal Concerns Management/Implementation Concerns Impact Concerns Collaboration Concerns Refinement Concerns
  43. 43. Information concerns What is the change? Why is it needed? What is wrong with the way things are now? How much and how fast does the institution need to change
  44. 44. Personal Concerns How will the change impact me personally Whats in it for me? How will i find the time to implement the change? How it will affect my role in the institution Do i have to learn new skills
  45. 45. Management/ Implementation What do i need to do? (in what sequence) Do we have the resources? What happened if it doesn’t work out as planned? (who can help?) What other processes and systems will change? Is what we are experiencing typical? Is the timeline appropriate?
  46. 46. Impact Concerns Are we making progress? Are things getting better? In which areas? Is the effort worth it?
  47. 47. Collaboration Concerns Who else should be involved? What more can I do to help implement change? How can we involve others in what we are doing?
  48. 48. Refinement Concerns How can we make the change even better? What else can we change to get even more benefits?
  49. 49. Successful Change Happens when....
  50. 50. Successful Change Happens when.... People have an opportunity to express their concerns and influence how the change is
  51. 51. Your Role?
  52. 52. Your Role? Information Provider Role Model Facilitator Assessor Planner Resource Developer
  53. 53. and one more....
  54. 54. and one more.... Change Agent ;o)
  55. 55. Members of a Change team Problem knowers Problem Solvers Resource Controllers Decision Makers
  56. 56. Problem Knowers Individuals familiar with the people and processes, situations, history etc. Critical in helping define and clarify the precise nature of the problem that requires change Often intimately invested in what needs to be changed, so they may not always be supportive of change
  57. 57. Problem Solvers People with creativity and innovative thinking Generate ideas and possibilities-Brainstorming Often valuable to have people from outside the domain
  58. 58. Resource Controllers People with access to or control over resources needed for implementing a solution teachers, space, money, expertise, technology, coordination
  59. 59. Decision makers the people who have final authority or approval Can kill months of works in a few minutes Keep them involved and informed
  60. 60. Leading the Change Get the right people on the team Pay attention to the interpersonal dynamics of the team Communicate communicate, communicate

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