Change Management

Change Management

Resistors against Change

active verbal nonverbal

(Attack) (Talk) (Behave)

passive Contradiction Excitement
Counter-Arguments Restlessness
(Escape)
Allegations Dispute
Threats Intrigue
Polemic Rumors
Cliques
Stubborn Formalism
Listlessness
Avoidance inattention
Silence
fatigue
Belittlement absence
Trivialization inner emigration
unimportant disease

debate

Change Management Effect

Measures for the treatment of resistors  Identification with the project
 Strengthening of the will to change
Instruments  Realignment of staff skills
 Ensuring motivation and identification
 Participation of employees  Stabilization of new behaviors
 Coaching of management  Hedge features & capacity building
 Training of employees
 Professional team building
 Compensation and reward systems
 Recruiting and staff development

Change Management

To overcome obstacles all three levels have to act

Individual Level Group Level Organization Level

Gain understanding Display dangers of group Determination of Guidelines
(Why? For what?) thinking and encourage of Changing Process. Poor
Support of Skills and criticism. Forming of sub centralization of information
Willingness through groups to create solution suggestions. and decision processes. Poor
training and company standardization of internal
Consult tasks and processes. Support
culture. external observer.
of a company structure
Step 1 Step 2 with focus in change.

Step 3

Change Management Inertia

Resistance on the Organization Level Group norms and regulations prevent
individual willingness for change
Devaluation of Expertise
Threat of existing
Changed Organizational patterns can Power relations
devaluate expertise of specialized Groups
Reassignments of responsibilities
Threat of existing resources and power of decision
assignments
Alternations limited
Insecurity with resource responsible to sub systems
concerning the change
Change of sub systems also requires
Structural inertia and a change of the overall system (dependency)
formal obstacles

By formalizing such as job descriptions,
selection, trainings and socialization methods

Change Management

Acceptance matrix

Estimation of Skeptic Promoter Involve This is a placeholder text.
personal Risks first
approx. 40% approx. 5% This text can be replaced with your own text.
high low Involve
later The text demonstrates
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Objector Breaksman

approx. 40% approx. 40%

high low

Estimation of
factual Risks

Change Management

Use of a change agent

Tasks of the change agents during the process

 Shows the need for changes
 Selection of the instruments to support decisions
 Support and consults in communication and information throughout the process
 Reduction and prevention of conflict and opposition
 Ensuring transparency during the change process
 Keeps neutrality
 Monitor the rate of change
 Strengthen the solidarity
 Manage the criticism and reflecting the sequence of events

Change Management Processes  Organisation
 Performance
Iceberg-Model Company Objectives  Infrastructure
 Processes
HIGH Structures Products
Figures  Employee /
Hard Factors Lead
Speed of change Power Influence Relationship
(rational level)
Management/ Cooperation
Soft Factors Leadership
Convictions
(emotional level)
Wishes Realtionships
LOW Emotions

Habits

Privileges

Ethics

WORK SHEETS

Change Management – Tips The strategic process of
change needs to be managed
Benefits of a systematic change management
professionally throughout
Qualitative benefits all phases.

 Increasing motivation among employees and partners Consolidate
 Increasing creativity and innovation performance
 Flexible organizational structures Change
 More flexible processes
Structure
Outcome evaluation
Analyze
 Optimized use of available resources
 Achieving goals and benefits
 Sustainable performance improvement
 Less coordination effort

Change Management

Checklist - Responsibilities

Project name Date
Project leader Project leader
Last updated (employee) 15.10.2015 (Jan Smith)

Responsibilities

Topic Status Remarks

Does the project manager obtain the overall responsibility for the project? OPEN

Does the project manager regularly communicate with stakeholders? COMPLETE

Is there a change manager who plans the changes and monitors the effectiveness? COMPLETE

Do the executives realize that they need to take a positive role within the company? NOT RELEVANT

Placeholder Placeholder

Change Management

Checklist - Results

Project name Date
Project leader Project leader
Last updated (employee) 15.10.2015 (Jan Smith)

Results

Topic Status Remarks
Are new schedules, plans, concepts and standards implemented? COMPLETE

Is the analysis of the affected structures and processes completed? OPEN

Is the analysis of the expected changes and the expected obstacles completed? OPEN

Is there a plan for the effected training and development? NOT RELEVANT

Placeholder Placeholder

Change Management

Checklist - Processes

Project name Date
Project leader Project leader
Last updated (employee) 15.10.2015 (Jan Smith)

Processes

Topic Status Remarks
Were all parties identified who will be affected by the project processes? OPEN
Is the change schedule for the processes defined?
Are all the effects on the organizational structure identified? OPEN
Placeholder
Placeholder OPEN

NOT RELEVANT

Placeholder

Change Management

Checklist – Processes: Communication measures

Project name Date
Project leader Project leader
Last updated (employee) 15.10.2015 (Jan Smith)

Processes - Communication measures

Topic Status Remarks

Are the planned communication activities actually taking place? COMPLETE

Is there a communication flow and feedback loop? OPEN

Is there a system to review if the content was submitted successfully? OPEN

Placeholder Placeholder

Placeholder Placeholder

Change Management

Checklist – Processes: Strengthen awareness of role model

Project name Date
Project leader Project leader
Last updated (employee) 15.10.2015 (Jan Smith)

Processes – Strengthen awareness of role model

Topic Status Remarks

Is there an action plan to strengthen the role models? COMPLETE

Are the planned measures implemented? COMPLETE

Placeholder Placeholder

Placeholder Placeholder

Placeholder Placeholder

Change Management

Checklist – Processes: Development schedule

Project name Date
Project leader Project leader
Last updated (employee) 15.10.2015 (Jan Smith)

Topic Processes – Development schedule Remarks
Is the schedule actual and regularly adapted?
Status

COMPLETE

Is the quality of the training monitored regularly? OPEN

Are surveys provided to the participants? NOT RELEVANT

Is the content of the classes verified and transmitted at the right time? COMPLETE

Placeholder Placeholder

Change Management

Excellence in Change-Matrix (EiC-Matrix)

40 This is a placeholder text.

Willingness to Adapt Skill deficits Excellence This text can be replaced with your own text.
in Change
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Reformation Will barriers
pile-up

10 25 40
10
Adaptability

Change Management ─ Action Research

Five steps of the action research

Diagnosis Analysis Feedback Act Evaluation

Collection of information Organization of all information Discussion of results and action Execution of specific measures Comparisson with initially
through and Definition of core concerns planning with Employees. for problem solving together collected data and evaluation of
and main problem reports with
„Change Agent“ and diagnosis with Change Agent and change development.
through survey of Employees possible counter measures. Employees.
(Problems, Concerns, Change

Requests)

Advantage: Problem oriented Method with strong involvement of employees
 Targeted reduction of the resistance against change

Change Management Factors for Failure

Success and Failure Factors  Imprecise, unclear Vision
 Lack of grasp of problem
Factors for Success  Insufficient Communication
 Only partial optimization attempts
 Clear Vision and forward-looking conception  Missing courage and missing conviction
 Concrete Target values and consequent implementation  Short time horizon
 Broad Employee participation
 Integrative Approach
 Introduction of Cultural Change
 Top Management-Commitment
 Enough time

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EXIT 1A

CHANGE

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