change ppt for 27th nov 2009
TRANSCRIPT
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CHANGECHANGE
RDRD 27/11/200927/11/2009
Shift Happens.flv
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Change HappensChange Happens
What are your reactions when you
hear the word change?
Negative Perceptions
Positive Perceptions
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Types of OrganisationalTypes of Organisational
ChangeChange Anticipatorychanges: planned changes based on
expected situations.
Reactivechanges: changes made in response to
unexpected situations.
Incrementalchanges: subsystem adjustments required
to keep the organization on course.
Strategicchanges: altering the overall shape or
direction of the organization.
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Individual Reactions toIndividual Reactions toChangeChange
How People Respond to Changes They Like:
Unrealistic optimism
Reality shock
Constructive direction
How People Respond to Changes They Fear andDislike:
Getting off on the wrong track Laughing it off
Growing self-doubt
Destructive direction
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Why do we resist change?Why do we resist change?
Surprise Unannounced significant changes threaten our
sense of balance in the workplace.
Inertia We have a desire to maintain a safe, secure,
and predictable status quo.
Misunderstanding and lack of skills Without introductory or remedial training,
change may be perceived negatively.
Poor Timing Other events can conspire to create resentment
about a particular change.
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Why do we resist change?Why do we resist change?
Emotional Side Effects Forced acceptance of change can create a
sense of powerlessness, anger, and passiveresistance to change.
Lack ofTrust Promises of improvement mean nothing if we
do not trust management.
Fear of Failure
We may be intimidated by change and doubtour abilities to meet new challenges.
Personality Conflicts Managers whom we dislike are poor conduits
for change.
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Why do we resist change?Why do we resist change?
Threat to Job Status/Security
We worry that any change may threaten ourjob or security.
Breakup of Work Group Changes can tear apart established on-the-job
social relationships.
Competing Commitments
Change can disrupt our working patterns in ourpursuit of other goals.
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Three Phases of ChangeThree Phases of Change
CurrentCurrentStateState
TransitionTransitionStateState
FutureFutureStateState
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Current StateCurrent State Employees generally prefer the
current state
CurrentCurrent
StateState
TransitionTransition
StateState
FutureFuture
StateState
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Future StateFuture State
The future state is unknown to theemployee.
CurrentCurrent
StateState
TransitionTransition
StateState
FutureFuture
StateState
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Transition StateTransition State
The transition state creates stressand anxiety
CurrentCurrent
StateState
TransitionTransition
StateState
FutureFuture
StateState
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FourStages Of ChangeFourStages Of Change
1.1. DenialDenial
2.2. ResistanceResistance
3.3. Consideration/ExplorationConsideration/Exploration
4.4. AcceptanceAcceptance
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Managing TheStages OfManaging TheStages OfChangeChange
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Want to hear a storyWant to hear a story
from a TOP guy whofrom a TOP guy whowas really totallywas really totally
WRONGWRONGabout his idea onabout his idea on
change?change?
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""IthinkthereisIthinkthereisa worldmarketa worldmarket
formaybe fiveformaybe fivecomputerscomputers."."
Thomas Watson,Thomas Watson,chairmanofIBM, 1943chairmanofIBM, 1943
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Bill GatesBill Gates
640 Kbyte640 Kbyte
should be enoughshould be enoughmemory formemory foranybodyanybody
19811981
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What do these 3items have in
common?
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All can be boughtAll can be bought @ eBay@ eBay
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Successful Innovation NeedsSuccessful Innovation NeedsSillinessSilliness
Sounds like a strange advice?Sounds like a strange advice?RememberRemember
FedEx was silly
World Wide Web was silly.. Way back in 1995
.. And so was
PostPost--it Notes were sillyit Notes were silly..
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"Everyonethinks ofchanging the world, but noone thinks of changing himself.
Leo Tolstoy
Team Buildi
g Video.fl
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How AttitudesandHow AttitudesandFeelings ChangeFeelings Change
Self-esteem
Time
1.Immobilisation as rumours of thechange circulate, theindividual feels somesense of shock andpossible disbelief so much so that they
deem it worthy ofdoing nothing.
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2.Minimisation:As thechange becomes clearer,people try to fit in thechange with their ownpersonal position and maytry to believe that it willnot affect them.
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3. Depression:as realitybegins to dawn staff mayfeel alienated and angry,feelings of a lack of controlof events overtake peopleand they feel depressed asthey try to reconcile whatis happening with their own
personal situation.
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4.Acceptance/lettinggo:The lowest point in self-esteem finally sees peoplestarting to accept theinevitable. Fear of thefuture is a feature of thisstage.
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5. Testingout:Individuals begin tointeract with the change,they start to ask questionsto see how they mightwork with the change.
66.Search formeaning:Individuals begin to workwith the change and see
how they might be able tomake the change work forthem self esteem beginsto rise.
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7.Internalisation:the change isunderstood andadopted within theindividuals own
understanding they now know howto work with it andfeel a renewedsense of confidenceand self esteem.
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This is a story about four people: Everybody,
Somebody, Anybody and Nobody.
There was an important job to be done and
Everybody was asked to do it.
Everybody was sure that Somebody would do it.Anybody could have done it, but Nobody did.
Somebody got angry about that because it was
Everybody's job.
Everybody knew that Anybody could do it, butNobody realised that Somebody wouldn't do it.
So Everybody blamed Somebody because Nobody
did what Anybody could have done.
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Thank you for your attentionThank you for your attention
The Org iz ion Need A ' CHANGE '.fl