Sie sind auf Seite 1von 21

Change Management

How to work in difficult circumstances


Kevin Camilleri Urska Mali

Session Structure
Part 1
Introductions - expectations Change Management in an Hour

Part 2
Difficult Situations Evaluation

Why is Change Necessary ?


Do we need to change ? How do we know ? To be able to compete To remain relevant in our changing environment
Economic Technological Social

Why is Change Necessary ?

Planning Change
Where are we now ? Where do we want to go ? What changes are required ? Who are the allies are required ? What resources are required ? What timeframes are required ? What communication is required ? What is the action plan ? How will we make the change permanent ? How will we measure change and its effects ? How will we review change ? Can we involve an external perspective like Mentoring/Tailored Support ?

Why does Change fail ?


Not enough sense of urgency Change team is not powerful enough Underestimating the power of vision Under-communicating the vision in words and deeds Letting obstacles stop your progress Failing to create short-term wins to keep morale high Declaring Victory too soon Neglecting to make the change permanent in the organisations culture

The Stages of Change

Unfreezing
(create the momentum to change) Reason for change Urgency for change (Burning Platform) A powerful coalition The change formula: Knowledge x Dissatisfaction x Vision > Costs Effective communication

Moving
(making the change happen) The Change Roller Coaster Emotional Responses to Change The options for change: Collaboration vs Consultation vs Communication

Re-Freezing
(making the change stick) Anchoring change in:
The organisations structure The organisations recognition & reward system The organisations culture

Why people resist change


Lack of communication Lack of will to change change Lack of acceptance of the change process Lack of incentive to change Disadvantages of the new change Threats of change

Managing Change - Scenario 1


The organisation has lost the main financial sponsor and the organisations funding has been reduced by 45% as from 1st January. (from 100K to 55K) The organisation can no longer afford the rent of the present premises (12K), the 4 full time employees (80K) and its present monthly newsletter mailed to all Groups (6K) Staff are demoralised, and the 4 volunteers that help out at the office are not comfortable. There is talk that many members will move to a rival organisation that has more funding. Your team are assigned to plan the changes necessary.

Managing Change - Scenario 2


The Organisations very well-known President is caught up in an embarrassing personal legal problem that has shed a very bad light on the organisation. Sponsors, Partners and Parents are threatening to withdraw support. The press are making very uncomfortable insinuations. The Board of the organisation refuses to make any public comments. Your team is assigned to fix the problem.

Managing Change - Scenario 3


The country is under economic pressure and Scouting/Guiding is seen as a waste of time and money. The image of your organisation is very poor and public opinion is low, evern though the work at local level is of good quality. Internally it is recognised that the National Leadership is responsible for this situation, but local leaders are afraid to do anything because they fear they will be kicked out. Your team is assigned with the task of planning the necessary changes.

Presentations and Discussion

Evaluation

Change Management
How to work in difficult circumstances
Kevin Camilleri Urska Mali

Das könnte Ihnen auch gefallen