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INSTITUTE FOR STRATEGIC COMMUNICATIONS & CHANGE

INSTITUTE FOR STRATEGIC COMMUNICATIONS & CHANGE. A framework for Change management. www.continue.uOttawa.ca.  Ingenium Communications 2017/18. DO WE NEED CHANGE MANAGEMENT?. CHANGE. BEHAVIOUR. MINDSET. INCREMENTAL. DISRUPTIVE. PREPARE. PROJECT MANAGEMENT. CONSULTATIONS. RESEARCH.

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INSTITUTE FOR STRATEGIC COMMUNICATIONS & CHANGE

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  1. INSTITUTE FOR STRATEGIC COMMUNICATIONS & CHANGE A framework for Change management www.continue.uOttawa.ca  Ingenium Communications 2017/18

  2. DO WE NEED CHANGE MANAGEMENT? CHANGE BEHAVIOUR MINDSET INCREMENTAL DISRUPTIVE

  3. PREPARE PROJECT MANAGEMENT CONSULTATIONS RESEARCH CHANGE READINESS ASSESSMENT

  4. Activities Mon Tue Wed Thu Fri Sat Sun YOUR PROJECT IS NOT YOUR GANTT CHART

  5. TOP10QUESTIONS IN CHANGE MANAGEMENT • WHY ARE WE CHANGING? • WHAT DOES SUCCESS LOOK LIKE? • WHAT IS THE IMPORTANCE OF THE CHANGE? • WHAT IS THE ESSENTIAL INTENT OF THE CHANGE? WHAT DOE IT MEAN? • WHAT IS THE RISK OR COST OF NOT CHANGING? • WHO IS THE CHANGE SPONSOR? • WHO IS AFFECTED BY THE CHANGE? • WHAT STRUCTURES, PROCESSES, TECHNOLOGIES ARE IMPACTED? • WHAT ARE EMPLOYEES GAINING? WHAT ARE THEY LOSING? • WHAT SUPPORT IS NEEDED (FOR SPONSORS, LEADERS, AGENTS, EMPLOYEES)?

  6. CHANGE READINESS CHECKLIST LEADERS TEAMS PROCESSES CULTURE

  7. PLAN STRATEGIC FRAMEWORK RISK ASSESSMENT GOVERNANCE RESOURCE ALLOCATION

  8. STRATEGIC FRAMEWORK FOR CHANGE

  9. CLARIFY ROLES & RESPONSIBILITES: SPONSOR CHANGE LEADERS AGENTS

  10. ONLY SPONSORS CAN CREATE THE CONDITIONS REQUIRED FOR CHANGE SUCCESS. IT TAKES COURAGE&DISCIPLINE

  11. R ASSESSMENT I K

  12. RESOURCES CAPACITY CAPABILITY

  13. IMPLEMENT COMMUNICATIONS ENABLEMENT SUSTAINMENT ENGAGEMENT TRAINING

  14. COMMUNICATIONS ENGAGEMENT COMMUNITY

  15. FOCUS ON THE FROZEN MIDDLE

  16. ENABLEMENT • ORGANIZATIONAL STRUCTURE • PROCESSES • TECHNOLOGY AND TOOLS • PERFORMANCE MANAGEMENT

  17. TRAINING 70 PEER LEARNING 20 COACHING 10 FORMAL TRAINING

  18. SUSTAINMENT • MANAGE RESISTANCE • SHOWCASE SUCCESS STORIES • ACTIVATE SOCIAL PROOF • EMBED IN CULTURE CHANGE

  19. EVALUATE REALIZATION RISK MITIGATION EMPLOYEE ENGAGEMENT

  20. RISK MITIGATION PROJECT DELIVERY BUSINESS CONTINUITY

  21. EMPLOYEE ENGAGEMENT ALIGNMENT SATISFACTION ENABLEMENT RETENTION

  22. REALIZATION BENEFITS IMPACT

  23. PRINCIPLES OF CHANGE LEADERSHIP

  24. ATTENTION & RESOURCE ALLOCATION IS DICTATED BY THE DEGREE OF DIFFICULTY OF THE CHANGE

  25. COMMUNICATIONS AND CONSEQUENCES

  26. OPEN FORUM

  27. WORKING WITH RESISTANCE

  28. PEOPLE DON’T RESIST CHANGE LOSS THEY RESIST

  29. STRATEGIES FOR BUILDING RESILIENCE

  30. RESILIENCE THE ABILITY TO DEMONSTRATE BOTH STRENGTH AND FLEXIBILITY IN THE FACE OF FRIGHTENING DISORDER. - DARYL CONNER

  31. FOR THE CHANGE AGENT 1 ACCEPT EMERGENT NATURE OF CHANGE 2 BE CLEAR ON THE NORMAL COST OF CHANGE 3 GET COMFORTABLE WITH THE UNCOMFORTABLE 4 MANAGE YOUR ENERGY, NOT JUST YOUR TIME

  32. FOR THE EMPLOYEE 1 PRESENT THE CHANGES IN A WAY THAT RELATES TO THEIR REALITY 2 REINFORCE THAT THE STATUS QUO IS MORE COSTLY THAN THE REMEDY 3 BUILD COMMUNITY 4 NORMALIZE THE CHANGE

  33. IT’S NOT THE STRONGEST THAT SURVIVE, BUT THE MOST ADAPTABLE Charles Darwin

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