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Power of change
- 2. When the rate of change outside exceeds the rate of change inside, the end is in sight” Jack Welch
- 8. Two Sides of CHANGE
- 9. TECHNICAL Side of CHANGE
- 10. HUMAN Side of CHANGE
- 13. Not MANAGED
- 14. CHANGE must be LINKED
- 16. CAPACITY for CHANGE MUST exist
- 17. SYSTEMATIC view facilitates CHANGE
- 18. CHANGE
- 21. Resistance to change is predictable reaction to an emotional process and depends on a person’s perception of a change situation
- 22. Change strategies are situational
- 25. 2. Creating Vision for CHANGE
- 26. 3. Developing support for CHANGE
- 27. 4. Managing transition for CHANGE
- 30. Motivating CHANGE Sensitize organizations to pressure for change
- 31. Motivating CHANGE Reveal discrepancies between current and desired states
- 32. Motivating CHANGE Convey credible positive expectations for the change
- 33. Strengthening or adding driving forces Removing or reducing restraining forces Changing the direction of some of the forces Change CHANGE
- 35. BARRIERS to CHANGE RESISTANCE to CHANGE
- 36. BARRIERS to CHANGE Limitation of Existing SYSTEM
- 37. BARRIERS to CHANGE Lack of existing COMMITMENT
- 38. BARRIERS to CHANGE Lack of LEADERSHIP COMMITMENT
- 39. BARRIERS to CHANGE Unrealistic EXPECTATIONS
- 40. BARRIERS to CHANGE Lack of CROSS FUNCTIONAL TEAM
- 42. 1. HABBIT
- 44. 3. JOB SECURITY
- 45. 4. FEAR OF UNKNOWN
- 47. 1. POWER
- 48. 2. THREAT FOR RESOURCE ALLOCATION
- 50. 4. LIMITED FOCUS
- 51. 6. GROUP INERTIA
- 52. 4 PHASES OF CHANGE TRANSITION
- 53. DENIAL PAST
- 54. RESISTANCE PAST
- 57. OVERCOMMING RESISTANCE TO CHANGE
- 59. BY PARTICIPATION & INVOLVEMENT
- 60. BY NEGOTIATION
- 61. BY FACILITATION & SUPPORT
- 62. BY MANIPULATION
- 63. SKILLS of CHANGE AGENT
- 64. Understands the dynamics of CHANGE
- 66. CREDIBILITY
- 67. MULTITASKING
- 68. CHANGE MANAGEMENT - Best Practices
- 69. CHANGE ARCHITECTURE There must be explicit strategy and structure which define the nature and sequence of specific activities and resources required to facilitate the change process.
- 70. CHANGE COMMUNICATION Communication infrastructure and plan must be in place to build awareness of change goals, communicate progress toward attainment of these goals, and encourage collective ownership of the change process and outcomes
- 71. PERFORMANCE MANAGEMENT CHANGE ENABLEMENT Recruiting, training, measuring and rewarding - all must be aligned to drive new behaviors in support of the business vision.
- 72. LEADERSHIP Leaders’ values and behaviors must be aligned with the business vision; leaders possess the skills to drive the change process to completion, and accept the responsibility for doing so Leadership Capacity Team & Individual Capacity
- 73. TEAM WORK Leaders’ values and behaviors must be aligned with the business vision; leaders possess the skills to drive the change process to completion, and accept the responsibility for doing so Leadership Capacity Team & Individual Capacity
- 74. CULTURAL CAPACITY CHANGE The organization must assess the alignment of the current culture with the change process and built new values and behaviors as appropriate to support it.
- 76. CONCLUDING THOUGHTS “It is generally much easier to kill an organization than change it substantially.” Kevin Kelly, Out of Control
- 77. CONCLUDING THOUGHTS “Change the rules before somebody else does”
- 78. CONCLUDING THOUGHTS “Who is MASTER of Changing the rules of the game before somebody else does it ….. GUESS?”
- 81. FINAL THOUGHTS Change all rules Learn to forget Do it yourself Waste Re Imagine Be silly Be angry
- 83. Thank You! You can reach me at: Vinod.sharma@jimkanpur.ac.in Credits for Images used – flickr/ Slideshare/ corbis/and many more