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Change Management – Key Notes:

Basic Concepts

 Why Change ‘Management’?

 To survive and thrive the VUCA world
V - Volatility
U - Uncertainty
C – Complexity
A – Ambiguity
 Change Management increases the likelihood of success
 Success of an organization depends upon how its individuals embrace and adopt
the changes
 Higher the effectiveness of change management, higher the success of the
project
 Change Management is a key factor to project management
 Change affects the following aspects of an individual’s day-to-day work and their
job:
 Processes
 Tools
 Location
 Attitude
 Belief
 Compensation
 Reporting Structure
 Roles in Job
 Mindset
 Systems
 Measures
 Performance
 Critical Behaviours

 What is ‘Change Management’?

 Application of a structural process and set of tools for leading the people side of
change to achieve a desired business outcome
 Change Management is both a process and a competency

 Change Management as a Process:

Effective Change Management

follows

Repeatable Process
&
Use a holistic set of tools

To drive successful change

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 Change Management as a Competency:

As a competency for leaders

Is a set of skills

Enables change

Creates strategic capability

For increasing organizational effectiveness

 Change Management happens at three levels:

Across an enterprise
(Organization)

On a project

Individual
 Individuals:
 Enable people success by supporting them through their personal
change journey
 On a Project:
 Increase outcomes and return on investment by driving adoption and
usage
 Across an Enterprise:
 Deliver strategic intent, mitigate saturation, improve ability by
embedding change management

 Prosci’s Model of Individual Change – Prosci ADKAR Model

 5 Milestones of Change
i. A – Awareness of need for change
ii. D – Desire to participate and support change
iii. K – Knowledge on how to change
iv. A – Ability to demonstrate new skills & behaviours
v. R – Reinforcement to sustain change
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 Change Management on Project:

 Facilitate change of individuals across groups
 Prosci 3-Phase Change Management Process
i. Phase 1 – Preparing for change
o Why are we making this change?
o Who is impacted and in what way?
o Who are the sponsors to make this successful?
ii. Phase 2 – Managing Change
o Creating communication, sponsor, training, coaching & resistance
management plans
o Integrate change management & project management
o Execute plans to drive adoption and usage
iii. Phase 3 – Reinforcing Change
o Measuring performance and celebrating success
o Identifying and addressing root causes of resistance
o Transitioning the project to day-to-day operations

 Change Management for Organization:

 To be successful in an environment of rapid, concurrent and continual change
 Organizations must grow their change capability
 For effective Change Management & Change Capability:
o Change Management should be the norm in projects & initiatives
o Common change management processes and tools to be applied
consistently and constantly
o People from the top to front line should know and fulfil their role in
leading change

 Change Management Models:

 Understanding Change –
1) The Change Curve:
o 1960
o Elizabeth Kubler – Ross

Stage 1 Stage 2 Stage 3

Shock
Performance

Denial
Integration
Anger
Acceptance
Depression

Time
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2) Kurt Lewin’s Change Management Model:

o 1950
o Kurt Lewin
o Three Stage

Unfreeze Change Freeze

(Transition) (Refreeze)
3) Beckhard – Harris Change Equation:
o 1977
o Richard Beckhard & Rubin Haris
o Dissatisfaction x Desirability x Practicality > Resistance to change

 Planning Change –
1) Impact Analysis:
o Prepare
o Brainstorm high-level & risk areas
o Brainstorm affected Elements

2) Burke – Litwin Change Model:

o 1992
o George H Litwin & W Warner Burke
o 12 Elements
i. External Environment
ii. Mission & Strategy
iii. Leadership
iv. Organizational Culture
v. Structure
vi. Systems
vii. Management Practice
viii. Working Climate
ix. Tasks & Skills
x. Individual Vales & Needs
xi. Motivation Level
xii. Individual & General Performance

3) McKinsey 7-s Framework:

o 1970
o Tom Peters & Robert Waterman
o McKinsey & Company
o Seven Elements

Hard Elements Soft Elements

Strategy Shared Values
Structure Skills
Systems Styles
Staff

4) Leavitt’s System Model: (Leavitt’s Diamond)

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o 1965
o Harold J. Leavitt
o Four Components

Structure
Task Technology
People
 Change in tasks
 Change in structure
 Change in technology

5) Organizational Design:
o Human centred approach
o Improve people working in teams
o Improve how company responds to changes
o Involves activities such as coaching, research, facilitation &
training
o Business Climate
 Market/ Industry Changes
 Business Acquisitions
 Business Diversities
o Set the Stage
 Vision & Values
 Business Rationale
 Establish Design Team
 Customer Requirements
 Focus on Excellence
 Draft preliminary change plan
o Gather Data
 Assess current structure
 Assess key work-flows, measures & performance
 Roles
 Gap Analysis
 Change readiness
o Implement & Evaluate
 Develop Selection Process
 Selection Staff
 Change Plan
 Training
 Evaluate, Pre/ Post measures
o Process of Organization Design
 Prepare
 Align
 Prototype
 Trial
 Adopt
o Principles of Organizational Design
 Serve change
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 Anticipate change
 Surrender the past
 Chase fit, not fads
 Do no harm
 Design by doing
 Play your zone
 Advocate for the individual
 Delay drawing boxes
 Keep work simple
 Make change a habit

6) SIPOC Diagrams:
o SIPOC is a part of the “Measure” phase of Six Sigma Core DMAIC
Sequence –
D – Define
M – Measure
A – Analyse
I – Improve
C – Control
 S – Suppliers
 I – Inputs
 P – Process
 O – Outputs
 C – Customers

 Implement Change:

1) Kotter’s 8 – Step Change Model

o 1996
o Kotter
o 8 Step Process (1996) - Leading Change
o 8 Step Process (2014) – Accelerate
o 8 Steps (8 Accelerators)
 Create a sense of urgency
 Build a guiding coalition
 Form a strategic vision & initiatives
 Enlist a volunteer army
 Enable action by removing barriers
 Generate short-term views
 Sustain acceleration
 Institute change
o 4 Change Principles
 Leadership + Management
 Head + Heart
 Select few + Diverse many
 “Have to” + “Want to”

2) Training Needs Assessment (TNA):

o Who needs training?
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o What training do they need?

o Why is it important?
o How will you deliver the training?
3) Change can fail:
o Change is complex
o It’s not compelling
o It’s not required
o It’s not communicated

 Communicating Change –

1) Stakeholder Analysis: (Project Stakeholders)

o Formal Method
o Identifying, Prioritizing & Understanding

2) Stakeholder Management:
o A process for planning stakeholders communications
o Ensures to give the right message to the right people at the right time
to get support for the project

3) Vision & Mission Statements:

o Clearly crafted vision & mission statements
o Motivate & inspire the stakeholders

Knowledge Management – Key Notes:

Concepts & Meaning

 Knowledge Management is key to an organization to remain dynamic

 Knowledge Management involves all activities involved with the generation,
dissemination & maintenance of knowledge
 HR Management is central to Knowledge Management:
 Promote knowledge contribution
 Identify source of knowledge
 Appropriately replenish knowledge
 Protect and reserve knowledge
 Knowledge value
 Knowledge market place
 Knowledge identification
 Knowledge Evaluation & Training
 Knowledge Protection
 Knowledge:
 Data – A record of a change
 Information – Data organized with a purpose; A message
 Knowledge – Literally what people know
 Knowledge Management provides a framework for connecting people to people and
people to information
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 Hierarchy of Information:

 W Wisdom
 K Knowledge
 I Information
 D Data

Types of Knowledge

 Explicit Knowledge – Formal Knowledge

 Can be articulated (visible)
 Available in the form of books, video tapes, audio tapes, reports
 Tacit Knowledge – Informal Knowledge
 Difficult to articulate (highly invisible)
 Confined in the mind of a person

Impact of Knowledge Management in Organization

 Build competitive advantage

 Create greater values
 See the opportunities and explore them
 Increase organizational effectiveness and returns

Essence of Knowledge Management

 Leverage & reuse knowledge resources that already exists

 Enabling the people to seek the best practices rather than reinventing the wheel

Why Knowledge Management

 Replace informal knowledge with formal methods while reductions in staffing/

manpower downsizing
 Early retirements & increasing mobility of the workforces
 Diminishing time availability to experience and acquire knowledge
 Rate of innovation is rising
 Marketplaces are increasingly competitive
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Process of Knowledge Management

Identify Stage

Collect Stage

Select Stage

Store Stage

Share Stage

Apply Stage

Customer Acceptance

Create Stage

Benefits of Knowledge to Enterprise

 Unleash new ideas and creativity

 Improve and accelerate, learning
 Enhance Team Collaboration & Coordination
 Improve the Flow of Knowledge
 Attract and retain motivated, loyal and committed talent

Barriers for Implementing KM

 Conceptual/ Mindset related issues

 Operational issues

Role of HR in KM

 Talent Management
 Competency Development
 Performance Management
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 Training & Development

 Skill Development

Emerging Roles of HR in KM

 Human Capital Steward

 Knowledge Facilitator
 Relationship Builder
 Rapid Deployment Specialist

HR processes & practices impacting knowledge sharing in a firm

 Job rotations
 Networked organizations
 Training
 Knowledge Management
 E-learning
 Culture Change

Steps HR to initiate for Cultural Change

 Performance Development Planning (PDP)

 Learning from experience
 Team commitment
 Developing others
 Develop mechanism to communicate effectively
 Collaborative effort and knowledge
 Make Knowledge Management part of company Training Module
 Hold visible knowledge sharing events
 HR should be the catalyst
 Develop “Knowledge Pull”