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Showing posts with label Change Management. Show all posts
Showing posts with label Change Management. Show all posts

Tuesday, March 22, 2016

10 Steps To Change the Corporate Culture

1-Identify the change goal/ reason:
First of all the change for change is not enough or even a reason , the change to be applicable should come from strong reasons or needs such as the macro change , or market change , merge , cost reduction , economical reasons etc… , and should be clear and full understanding from the decision makers in the organizations.
2. Understand the current culture
Before any action in changing the culture full understanding for the current change to identify what to keep from the current culture and what is needed to change and identify the gaps is a key to set the direction and actions needed.
How to change the Corporate culture


 3. Core and strategic purpose for the change should be clearly articulated in a way the employees can understand:
As the main purpose should be clear in few statement as a vision of the change should be clear and can any level of employees understand as a first step of believe.

Friday, July 22, 2011

Change Management

What’s a Change?
  • Change : Is the moving from the current situation to a new one.
Why Change is important?
  • Because all of us desire to see improvement in:
    • Our lives
    • Our society.
    • Our workplaces,
  • The pace of change is accelerating.
  • This can often bring about major enhancements to our lives.
  • Many changes, from email to cell phones, from employee empowerment to Lean Six Sigma, have altered our workplaces dramatically, and forever.
What’s the change management?
  • The process, tools and techniques to
    manage the people-side of change to achieve the required business outcome(s)

Thursday, July 21, 2011

The Key Successful Factors Of Change

  1. The change agent.
  2. Determination of what to change.
  3. The type of change to be made.
  4. Individual affected.
  5. Evaluation of change.

Types Of Organizational Change

  • Planned :
    • Change resulting from deliberate decision to alter the organization.
  • Unplanned :
    • Change that is imposed on the organization and is often unforeseen.

Managers must be prepared to handle both.

Sources Of Change

  • Internal forces :
    • Decline effectiveness.
    • Company crisis.
    • Changing expectation.

  • External forces :
    • Workforce diversity.
    • Ethical Behaviors.
    • Globalization.
    • Changing technology.

Scope Of Change

  • Incremental :
    • change of a relatively small scope, such as making small improvement.
  • Strategic :
    • change of large scale, such as organizational restructure.
  • Transformational :
    • change in which the organization move to a radically different and sometimes unknown, future state.

Change Agents

The individual or groups who undertakes the task of introducing and managing a change in an organization.

 

Internal Change Agents

  • Advantages :
    • Know past history, political system, and culture.
    • Must live with results of change so will move carefully.
  • Disadvantages :
    • May be associated with factions, accused of favoritism.
    • May be too close to situation to be objective.

External Change Agents

  •  Advantages :
    • Outsider’s objective view.
    • Neutrality.
  • Disadvantages :
    • Limited knowledge of the organization’s history.
    • May be view with suspicious

To succeed they must be perceived as trustworthy, be experts with proven track records, be similar to those they are working with.

People’s Readiness For Change

For corporate process improvement involving systems investments:
  • 28% are abandoned
  • 41% come in behind schedule and/or over budget
  • 80% are NOT used in the way they were intended, or NOT USED AT ALL, 6 months after completion of installation

Resistance To Change

    People will resist change, but not because they are being contrary

  • For Employees :
    • Fear of the unknown ( Comfort with the current state) المرء عدو مايجهله
    • Fear of loss(lay- offs).
    • Fear of failure (Unsure if they had the skills needed for success in the future state)
    • Not aware of the business need for change.
    • Disruption of interpersonal skills.
    • Personality conflict.
    • Politics.
    • Cultural assumptions and values.
    • Believed they were being asked to do more with less, or do more for the same pay
  • For Managers :
    • Loss of power and control.
    • Overloaded with current responsibilities.

Three Phases of Change: How people experience change

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Current State :
  • Employees (including management and executives!) generally prefer the current state, because that is where they live.
“better the devil you know is better than the devil you don’t”
Future State :
  • The future state is unknown to the employee; will it be better, or worse?
  • This is where Project teams “live”
Transition State :
  • The transition state creates stress and anxiety




Resolve Resistance For Change

  • Communication :
    • Details.
    • Rationale.
  • Participate in the process :
    • Ownership.
    • Commitment.
  • Empathy and support.

Lewin’s Three Steps Change Model

1-Unfreezing : involve and encourage employees to discard their old behaviors by shaking up the equilibrium state that maintain the status quo.

2-Moving : new attitudes, values and behaviors are substituted for old ones.

3-Freezing : involve the establishments of new attitudes, values, and behaviors as the new status quo.

Unfreezing

  • Tell employees about a change as soon as you learn about it.
  • Make sure employees understand what the change is and how it is likely to affect them.
  • Be positive about the change
  • Describe how the organization will help employees cope
  • Allow employees to express concerns and ask questions.
  • Answer as many question as you can and get the answer to rest A.S.A.P
  • Keep alert to your company’s status in the marketplace and let your employees know about it.
  • Listen to the expressions of employees sadness or anger without argument.

Moving

  • The key to implementing change is building on successes.
  • As employees see the change achieving desirable results, they are more likely to go long with it and even embrace it.
  • To induce change in behavior, the change effort should include tangible or intangible rewards for the desired behaviors.
  • Establish reasonable deadlines for the change.
  • Identify individuals and groups that will begin with a positive attitude.

Refreezing

  • The change process is complete only when employees make the new behavior part of their routine.
  • Backsliding is a natural response, therefore supervisors need to keep everyone on track.
  • An important part of refreezing is for employees to be rewarded for behavior that shows they have made the desired change.

 

Proposing Change

  • To propose a change effectively, the manager should begin by analyzing it.
  • How will it help the organization better achieve its goal?
  • Will it improve quality or productivity?
  • What steps are required to carry it out?
  • How much will it cost?
  • Who will carry it out?
  • What training will be required?
  • Except for simple change, a manager should make proposal in writing.
    • Begin with a brief summary of what the change is and why is desirable?
    • Provide details about the procedure for change and the costs and benefits involved.

A 6 Steps Process Of Effective Change

A Guide For Leading Change

  1. Establish a clear direction – a sense of urgency.
  2. Clear ownership and leadership.
  3. Communicate the case of change early and often.
  4. Create and maintain a workable change plan.
  5. Empower broad – based action, maintain and measure progress.
  6. Anchor new approaches.

1) Establish a Clear Direction–a Sense of Urgency

  • A clear case of change, approved at the appropriate level.
  • A compelling and reasonable argument, laid out in the form of a directional paper or memo.
  • The right climate for change – the ground work with stakeholders to create an initial sense of involvement and engagement with the challenge.
  • An understanding of the timescale involved, even if it is not fully define.
  • An understanding of the urgency for change,and the consequences of not changing.

2) Clear Ownership and Leadership

  • Who is responsible and approves changes?
  • Who is responsible as leader of the change process?
  • How will stakeholders be involved?
  • Clear difference  between responsibility and support.
  • Identifying and involving “ change champions “

RACI

  • Responsible : who is responsible? What are they responsible for?
  • Accountable: Who is accountable? Do people understand this?
  • Consulted: Who will be consulted ( before decisions are made )
  • Informed: Who will be informed ( after decisions are made )

3) Communicate The case For Change Early and Often

“ The greatest problem in communication is the illusion that it has been accomplished “

(Bernard Shaw )

  • Recognize that everything you say and do is part of communication process.
  • Develop a communication plan.
  • Be open as you can and tell the truth.
  • Communicate on a regular basis.
  • Seek feedback at every opportunity to encourage involvement.
  • Consistency in everything.