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A Classroom Discussion

A Classroom Discussion. Forethought. “It is not the strongest of the species that survive, nor the most intelligent but, the one most responsive to change”. Charles Darwin. Session Coverage. Change: An inevitable phenomenon of life Change in organizational context

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A Classroom Discussion

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  1. A Classroom Discussion

  2. Forethought “It is not the strongest of the species that survive, nor the most intelligent but, the one most responsive to change” Charles Darwin

  3. Session Coverage • Change: An inevitable phenomenon of life • Change in organizational context • Managing change: What and Why? • Considerations

  4. Change in organization

  5. Forces for change • Nature of the workforce • Technology • Economic shocks • Competition • Social trend • World politics

  6. Change: Common terms • Change: Making things different • Planned change: Activities that are intentional and goal oriented • First- order change: linear and continuous change • Second- order change: change that is multidimensional, multilevel, discontinuous and radical

  7. Change: Common terms • Change agents: Persons who act as catalysts and assume the responsibility for managing change activities • Driving forces: forces that direct behavior away from the status quo • Restraining forces: forces that hinder movement away from the status quo

  8. Strategic change

  9. Why transformation efforts fail? • Not establishing a great enough sense of urgency • Not creating a powerful enough guiding coalition • Lacking a vision • Under-communicating the vision

  10. Why transformation efforts fail? • Not removing the obstacles to new vision • Not systematically planning for and creating short term wins • Declaring victory too soon • Not anchoring changes in organization’s culture Source: John P.Kotter, Leading Change: Why transformation efforts fail?, HBR

  11. Managing Change

  12. Stakeholder mapping LEVERAGE Build Capacity MOBILIZE Assign Roles and Coordinate For LEVEL OF SUPPORT PERSUADE Communicate CO-OPT Inform and Consult Against Low High INFLUENCE

  13. CHANGE Management Process

  14. Approaches to managing change • Lewin’s three step model • Action Research • Organizational Development

  15. Conclusion • Change is inevitable in personal as well as organizational life • Creating and communicating vision, getting people support, commitments and competencies of change agents are crucial for successful change management

  16. THANK YOU Basanta Raj Sigdel NASC Tel. 5522160 Ext. 275 Cell: 9841310840 Email: brsigdel@nasc.org.np

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