Change Management Lecture Notes PDF 2024-2025

Academic Year: 2024-25 Lecturer: Kristien Govers 7/10/2024  7/10/2024 1. Introduction 2. Change – Perception of the world – Interpretation is your perception – What might make challenges difficult 3. Change Management –...

Academic Year: 2024-25 Lecturer: Kristien Govers 7/10/2024  7/10/2024 1. Introduction 2. Change – Perception of the world – Interpretation is your perception – What might make challenges difficult 3. Change Management – Historical perspective – Importance 4. Challenges & Opportunities  7/10/2024 Change is a shared process. That might be new. Let’s embrace it! “It always seem impossible until it’s done” Nelson Mandela “If you can dream it, you can do it” Walt Disney  7/10/2024 Presence in the course We’re here to learn Interaction makes you grow faster Collaboration An opinion is always right. How you share your opinion matters We are allowed to make mistakes Failure is feedback  7/10/2024 1. Stand up if you hit the snooze button at least once this morning. 2. Stand up if you needed an extra coffee (or tea) to make it to this 8:15 class! 3. Stand up if you believe that people generally resist change at first. 4. Stand up if you’ve ever had to adapt quickly to a sudden change. 5. Stand up if you think managing change would be easier if it started after 10 AM! 6. Stand up if you’ve ever experienced a change that made you feel uncomfortable. 7. Stand up if you think that communication is key to managing change successfully. 8. Stand up if you’ve ever experienced a change that brought unexpected benefits. 9. Stand up if you’ve ever been part of a change that was handled poorly and led to confusion. 10. Stand up if you’ve ever tried to change a habit but ended up eating ice cream instead!  7/10/2024 What is change and the management of it and what might be The intertwin of the challenges and change management opportunities(for in a company and Obtaining insights sustainability):histor sustainability from organization The role of ical perspective, part :(timeframe, strategic systems to stakeholders to of the entire impact, accelerate change: facilitate change an organization stakeholders, What is culture in an Knowing and how to do so (in (business, culture, budget), role of organization, how to understanding your pretty transformative Change organization), why do sustainability read and unravel it, competitive field as changes): who are Management is an we experience 'manager', change is what is needed to a result of choices they, value map, iterative process: Guiding change: differently, what is a process (as is and break culture, what made in resistance to change, what models exist, Circle of change and resistance,e to be and all steps in are the challenges an sustainability will how to influence, how to set 360 degrees verybody their model between) and a opportunities, circle impact your reason to innovation as goals/define KPI's, leadership, of the world continuum of influence be. stakeholder who to involve when communication  7/10/2024 What retained your attention when you entered the class room. What does it tell? We all observe the world differently We all live in a ‘different’ world We all look at the world differently Business X NLP Method 2023. (n.d.). Perception is just one thing https://www.nlpacademy.co.uk/articles/ view/making_sense_of_the_world_nlp/  7/10/2024 A few people go out of They come in and ask 1- What did you remark? the room for a minute by-1 and discover what has changes 5’ 1’ 10’  7/10/2024 Per minute we receive 2 billion parts of When you hear people information/second talking you see what Did you know we could only retain 7 +/-2, or they say and sometimes maximum nine. can almost taste it. It might happen you smell the flowers and tend to embrace their fragility  7/10/2024 Discuss by 2 Share what it learns you To what conclusion in 1 sentence does it lead A recent change you encountered 5’ 5’ How did you feel about initially What helped to overcome the change 10’  7/10/2024 We all have our own frame of reference Based on our beliefs, values, previous experiences Perception is influenced by our Business X NLP Method 2023. (n.d.). internal frame of reference https://www.nlpacademy.co.uk/articles/ view/making_sense_of_the_world_nlp/  7/10/2024 Discuss in groups by 4 1 person speaks back to What did you remark? the group 10’ 5’ 10’  7/10/2024 We are influenced by past experiences in our conscious and unconscious mind The way we react to change is more than than reacting to current reality  7/10/2024 Filter Delete Words, reaction 7 +/- 2 we consciously remember 2 billion impulses/second Preference in senses Past experiences Believes, values Distort 7/10/2024  7/10/2024 We all have a different and ‘preferred’ way of observing the world Disabled Adventurer. (2022, April 5). NLP Communication The interpretation of what we hear, see, taste, Model [Video]. feel and smell is influenced by our ‘own world’ YouTube. https://www.youtube.co m/watch?v=HsL6yPhp1SU Our verbal and non-verbal reactions a result of this https://www.youtube.c Change might be difficult as it is more than the om/watch?v=HsL6yPhp result of the here and now. 1SU  7/10/2024 Resistance to change: a threat or an opportunity Resistance is a sign of emotional connection Embrace it! 7/10/2024  7/10/2024 ARNOLD VAN GENNEP (1909) Van Gennep was a cultural anthropologist studying rites of passage around the globe. He introduced change as happening in three states: separating from our current state, moving through a transition, and reincorporating into a future state (examples include adolescence, marriage, parenthood). KURT LEWIN (1948) A social psychologist, Lewin introduced three states of change – unfreezing, moving, and refreezing – as well as force field analysis. RICHARD BECKHARD (1969) Beckhard was a pioneer in organizational development and defined the discipline as “an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s ‘processes,’ using behavioral-science knowledge.” WILLIAM BRIDGES (1979) Speaker, author, and consultant, Bridges described the states of a transition as the ending, the neutral zone, and the new beginning.  7/10/2024 Moved out of the academic and exploratory space and into concepts discussed at project meetings, in C-Suites, and around boardroom tables. Guiding principles that still guide the discipline were articulated during this time Importance of the human aspect and how you can influence this  7/10/2024 GENERAL ELECTRIC (EARLY 1990) As a recognized world leader, GE introduced the Change Acceleration Process as part of its larger improvement program. DARYL CONNER (1992) In his work, Managing at the Speed of Change, Conner provided invaluable insights on numerous change concepts and topics. TODD JICK (1993) Jick’s Managing Change: Cases and Concepts included topical case studies and a chapter titled “Implementing Change” in which he shed light on the common pitfalls and introduced his Ten Commandments of Implementing Change.  7/10/2024 JEANENNE LAMARSH (1995) LaMarsh’s work, Changing the Way We Change, developed concepts around the importance of the ability to change, the mitigation of resistance, and the enabling frameworks for supporting change. JOHN KOTTER (1996) First in a Harvard Business Review article and later in his book, Leading Change, Kotter described eight change failure modes and subsequent steps to address them. SPENCER JOHNSON (1998) Johnson’s Who Moved my Cheese? presents readers with a parable that addresses how people can deal with the changes happening around them and to them.  7/10/2024 Formalization of the discipline Growing out of a need for greater repeatability and structure, the change management discipline began adding formal structure and discipline on a number of fronts Eg Prosci ADKAR Model, an individual change model, provided an outcome orientation to change management work. Kanter, R. M. (2018, 26 september). Ten reasons people resist change. Harvard Business Review. https://hbr.org/2012/09/ten- reasons-people-resist-chang  7/10/2024 Discuss in groups by 4 1 person speaks back to What did you remark? the group 10’ 10’ 10’  7/10/2024 Loss of control Excess uncertainty Surprise, surprise! Everything seems different Loss of face Concerns about competence More work Ripple effects Past resentments Kanter, R. M. (2018, 26 september). Ten reasons people resist change. Harvard Business Sometimes the threat is real Review. https://hbr.org/2012/09/ten-reasons-people- resist-chang  7/10/2024 Promoters:individuals who embrace change Observers: who adopt a wait-and-see approach to enthusiastically and are often the early change. They are neither strongly for nor against the adopters of new ideas or processes. They see change and may prefer to observe how it unfolds before the potential benefits and opportunities that making a decision. They need information and change can bring and actively support and opportunities to voice their concerns, and help them advocate for it. become more comfortable with the change. Acceptors: individuals who may not be as Opponents: who are strongly against the proposed enthusiastic as promotors, but generally open change. They may be resistant due to fear of the to the idea of change. They want to see the unknown, concerns about how the change will affect rationale behind it. Supporters may need some them, or a belief that the current way of doing things is reassurance or information to fully get on board better. Effectively managing resistance is crucial, and it with the change. often involves addressing concerns, providing clear communication, and involving resisters in the change process to mitigate their opposition.  Problem 7/10/2024 never solved You can’t Multivaria do it ble alone Solutions are never Crosses right/ organizat wrong, ion just structure Wicked better/wo Problem rse Many No stakehold instant ers solutions Connecte d to Context other is unique challenge s  7/10/2024 Towards sustainability Own beliefs and values You are working, going to work in a ‘different’ company  7/10/2024 Often requires a cultural change People in the organization might not understand - What it is about - What the benefit is - How it will impact their job Change in mission and vision  7/10/2024 Lifecycle analysis Overconsumption to right consumption Responsibility span  7/10/2024 Fundamentally different way of thinking Different business models Longer term Organization wide  7/10/2024 It’s not a threat, it is an opportunity The value it brings The ROI  7/10/2024 Part 1: individual assignment By December 20th Part 2: Written, closed book exams – online – Quiz format During the Exam Period in P2 7/10/2024