Booklet-Change Management, 26-29 Nov, 2023 QR 2

Change Management with
Interactive Simulation
26-29 November, 2023 – Doha, Qatar (Qatar Airways)

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Change Management
with
Interactive Simulation
1 © 2023 Copyright IATA
1
John Flett – Background
Experience
- 26 years with Air New Zealand
Management and Operational
- Senior Lecturer/Course Leader in Aviation Operations
- Panellist Heathrow Community Trust
Education
- Masters Degree (Distinction) in Airline and Airport
Management
- Dissertation: ‘Change Management in Airline Strategic
Initiatives’
3
- Postgraduate Certificate in Academic Practice
© 2023 Copyright IATA
2
Getting to know you…
Please share with us the
following information:
• Your name
• Your current occupation
• What ‘learnings’ would you

like from this course?
5 © 2023
© 2023 Copyright
Copyright IATA
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Change Management Experience
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3
Course Aims and Objectives
1. Help managers understand that change is
happening constantly, with various levels of
complexity, and that it needs to be paid
attention to.
At the end of 2. Increase awareness of the typical

dynamics encountered in change situations
this course and how the practical as well as the
emotional factors impact performance
you will be
able to: 3. Acquire a change management toolkit to
actively and proactively support change to
achieve the best possible results and
maintaining a positive, productive
environment
4. Increase comfort level in driving and

supporting change
Course Structure
Modules Title Steps Tools
Mod. 1 Defining Change – Levels, 5 Key Factors / Practical Resources
Roles & Dynamics
Mod. 2 Dynamics of Change Success formula
The Emotional Change curve
Mod. 3 The Key Systemic Intro to 8 Tool 1 CCMI
Challenges and the Strategic Steps – Tool 2 In/Out Scope
“Strategic Steps” Steps 1 and 2 Tool 3 Force Field Analysis
Mod. 4 Create the Change Step 3 Tool 4 The Change Message
Message
Mod. 5 Stakeholder Identification Steps 4 and 5 Tool 5 - Stakeholder constellation
and Management analysis
Tool 6: Influencing stakeholders –
communication strategy
Mod. 6 Implementation, monitoring Steps 6 and 7 Tool 7 – Manage Resistance
and controlling Tool 8 – Personal Change Action Plan
Tool 9 - Assess organisational readiness
Tool 10 – Reporting and Measuring and
KPIs
Mod. 7 Evaluation, lesson’s learned Step 8
and making it stick
4
Agenda
Day 1 – Context and Day 2 – Conditions for Day 3 – Leading Change
Dynamics in Change Success
• Learning Review
• Objectives & Overview • Learning Review
• Making the scope of the
• Introduction to participants’ • Case Study, cont’d
change explicit
own change projects • Mobilizing commitment and
• Conducting a Force Field
• Types of change sustaining the momentum
analysis
• Roles in change • The role of change agent,
• Stakeholder analysis
• Successful change change facilitator
• Case Study, cont’d
• Dynamics of change • Participants as change
• Stakeholder Management
• Understanding the facilitators of their own
• Practicing stakeholder change project
Emotional responses to
interviews
change • Measuring the impact of
• Communication Strategies
• Eliciting a different set of change
+ work on own change
human reactions • Best practice in change
project
• Case Study + work on own management
• Case Study, cont’d
change project • Wrap up and evaluations
Day 4 – Interactive Simulation
Performance and Assessment

30% Instructor’s assessment Results
Group work & Certificate – Pass with
30% contribution to others’
90% - 100% Distinction
learning (recorded)
70% - 89% Certificate – Pass
Individual Change
30% Project, Prework & Daily
Self-Assessment
10% Individual Participation
10
5
Schedule
Course commences at 0900 Local
Two main sessions per day
1-hour Meal Break at 1200 Local
Comfort breaks during each session
11
Code of Conduct
12
6
13
13
Defining Change –
Levels, Roles and
Dynamics
Module 1
14
7
Learning Objectives
1. Understand the different levels of and
approaches to managing change
2. Recognize the leadership behaviours

At the end of required to manage change effectively
this module 3. Identify change complexity and

you will be change impact of own work projects
able to:
4. Define the key roles in change
5. Identify success factors for

change
15
The rationale for investing in

Change Management
16
8
““Everything is in flux and nothing
abides; everything flows and
nothing stays fixed;
everything is constantly changing
and nothing stays the same.”
Heraclitus, Greek Philosopher
17
“Constant change is
the essence of life.”
Fu-Xi, Chinese
Sovereign
18
9
Change management: Definitions
“Change management is
a structured approach to
transitioning individuals,
teams, and organizations
from a current state to a
desired future state”
19
Change management: Definitions

“Change management
accelerates the successful
and sustainable
implementation of change
by applying a process, tools
and techniques to manage
the people-side of change”
20
10
Leadership behaviours for
Managing Change
21
Leadership behaviours
for managing change
22
11
Communicating
passionately about the
present and the future
23
Bringing others with

them
24
12
Building strong
relationships at all
levels
25
Injecting pace and

urgency into decision-
making
26
13
Manage conflicts
27
Challenge status quo
28
14
Levels of organisational change
29

High
Visionary
Change impact
change
Strategic
change
Medium
Operational
change
Tactical
change
Low Medium High
Change complexity
30
15
Tactical
Change
31
Operational
Change
32
16
Strategic
Change
33
Visionary
Change
34
17
High
Visionary
Change impact
change
Strategic
change
Medium
Operational
change
Tactical
change
Low Medium High
Change complexity
35
Place your own most pressing projects

in this matrix (workbook page 8)
High
Change impact
Medium
Low Medium High
Change complexity
36
18
Change management begins with the
Why, Who, What and how questions
…to build clarity
Question
for…
Why is the change necessary? Vision (motives)
Who is responsible? Leadership
What do we want to achieve? Objectives
Who needs to be involved? Commitment
How do we want to involve people? Project management
How will we be able to measure progress? Assessment, control
How can we sustain the change? Coaching, learning
37
Change Management
…begins with…
Why,
Who,
What,
How.
38
19
WHY
is the change
necessary?
…to build clarity for…
VISION (Motives)
39
Start with Why – Simon Sinek
40
20
WHO
is
Responsible?
LEADERSHIP
41
WHAT
do we want to
achieve?
OBJECTIVES
42
21
WHO
needs to be
involved?
COMMITMENT
43
HOW
do we want to
involve
people?
PROJECT
MANAGEMENT
44
22
HOW
will we be able
to measure
progress?
ASSESSMENT,
CONTROL
45
HOW
can we sustain
the change?
COACHING,
LEARNING
46
23
Roles in change (see workbook page 10)
Who is involved in change?
Change sponsor(s)
Team members
Project managers
Change champions
Other stakeholders = anyone with a legitimate interest in the outcome

of the change
47
Roles in change
48
24
Change sponsors
- Communicate the business

reasons for change,
- Gather a group of leaders to
drive the change,
- Manage resistance
49
Project managers
- Create work breakdown

structures,
- Estimate time and schedules,
- Assign and assure
availability of resources,
- Build detailed budget
50
25
Team members
- Manage workload,
- Learn new skills and
procedures
- Maintain motivation
51
Change champions
- These are the people clearly

benefiting from the change
- Communicate « how to’s »
as well as enthusiasm
- Provide support to those
lagging behind in the change
52
26
Other stakeholders
- There are many more ways

of contributing to change
53
Discuss in your group the

Roles & Responsibilities in your
organization of: GROUP
(divide group and assignment as per group size) WORK
Task Time
What is each group expected to
10 minutes
contribute?
Define who will debrief 5 minutes
Be prepared to share your

2 min per team
summary with the class
54
27
Debrief Roles in change
What is each group expected to Discussion
contribute?
• Change sponsors:
• Project managers:
• Team members:
• Change champions:
• Other stakeholders:
55
Roles in change
• Change sponsors:
– Communicate the business reasons for change,
gather a group of leaders to drive the change,
manage resistance
• Project managers:
– Create work breakdown structures, estimate
time and schedules, assign and assure
availability of resources, build detailed budget
• Team members:
– Manage workload, learn new skills and
procedures and maintain motivation
• Change champions:
– These are the people clearly benefiting from the
change – communicate « how to’s » as well as
enthusiasm, provide support to those lagging
behind in the change
• Other stakeholders:
– There are many more ways of contributing to
change.
56
28
Root Causes of Unsuccessful Change
Wrong
Strategy
17%
Ability
40% Other
8%
Will
35%
Source: McKinsey & Company
100 % = 340 replies
57
5 Key factors for change
Vision Skills Incentives
Action
Resources
Plan
58
29
Assessment chart – Aligning the 5
practical resources for successful
change
Vision Skills Incentives Resources Action plan
What outcome
Skills Incentives Resources Action plan
can we expect
with just ONE
Vision Incentives Resources Action plan
element of
these 5
Vision Skills Resources Action plan
missing?
Vision Skills Incentives Action plan Work through the

6 scenarios
Vision Skills Incentives Resources
59
Discuss in your group the 5 practical

resources for successful change:
(divide group and assignment as per group size)
GROUP
WORK
Task Time
Answer the question in the blue box as
10 minutes
per assigned subject

2 min per team
60
30
Debrief – Aligning the 5 practical resources
for successful change
61
1. What are the 4 levels of changes in an

organisation in growing order of increased
change impact and complexity?
A. Visionary, Tactical, Operational, Strategic

B. Tactical, Operational, Strategic, Visionary
C. Operational, Strategic, Visionary, Tactical
POLL
D. Strategic, Tactical, Operational, Visionary
62
31
2. Who are the people benefiting from the
change – who communicate « how to’s » as well
as enthusiasm, provide support to those
lagging behind in the change?
A. The Change Managers

B. The Sponsors
POLL
C. The Steering Committee Members
D. The Change Champions
63
Learning Objectives
1. Understand the different levels of and
approaches to managing change
2. Recognize the leadership behaviours

At the end of required to manage change effectively
this module 3. Identify change complexity and

you will be change impact of own work projects
able to:
4. Define the key roles in change
5. Identify success factors for

change
64
32
What
questions
do you
have?
65
Reflection
- What is one thing that you

have learned?
- How will you apply this

learning into your work
practice?
- What do you foresee as any

challenges to applying the
learning?
66
33
Dynamics of Change
Module 2
67
Learning Objectives
1. Differentiate potential impact of imposed
vs self driven change
2. Analyse the Change Impact Model and

At the end of identify the emotional reaction to change
this module
3. Identify the Change Facilitator Role
you will be
able to: 4. Work on the case study “Speedy
Airlines”
5. Or work on your own project
68
34
Scenario 1: Self-driven change
Success Formula
𝑫×𝑽
If…Dissatisfaction with status quo

× Vision of the better future
× Knowledge of the first concrete steps
is equal/greater than
the perceived Cost of Change
then… there is an Action
69
Scenario 2: Imposed change
Self-chosen Action
Change
Examples:
• Organizational change
Imposed • Merge & Acquisition
Changes Re-
• Change of technology
Action
• Loss of job or change of role
• Separation (divorce, death)
70
35
Why a Re-Action?
71
Group discussion
Instructions
What are some predictable reactions to change?
5 mins
72
36
The Natural impact on performance at
times of change…
High End of Change Event

Onset of Change Event
Average performance
Onset of next
change
Low
Time
73
Change happens in three stages:

High Moving through End of
Onset of the transition state… Change
Average performance
Change Event Event

Onset
Leaving the of next
current state… change
Low
Time
74
37
The leader’s challenge is to raise
performance and to shorten
transition…
High Onset of Change Event Transition state
End of Change Event
Average performance
Onset of
next change
Current state Future state
Low
Time
75
Cascading the change down the

organisation – The “Phased Impact” of
change
Executives
Are initiating and involved in
the change before anyone else
and move through the curve
earlier
Managers
Then the change is cascaded down,
managers are informed first and begin
to move through the curve
Employees
When employees are informed and involved, executives
and managers have already moved ahead toward
engagement and ownership of the change
76
38
Understanding the Emotional
Responses to Change …
…by Eliciting a Different Set of Human Reactions
High
Satisfied
Average performance
(completion)
Hopeful
Renewed optimism
optimism
(understanding/confidence)
(benefit of doubt)
Emerging
pessimism
(confusion/worry)
Renewed hope
(hope/energy)
Public
resistance
Low (fear/anger)
77 © 2023 Copyright IATA Privately checking out (sadness/resignation) Time
77
Some fears, concerns,

anxiety-inducing thoughts
• There is more radical change to
come
• This change is imposed -
eventually there would be less buy-
in
• Even higher expectations regarding
performance, profits
• How fast will I integrate physically,
emotionally into the new scheme of
things?
• Will there be outplacement?
• Negativity in one group having a
knock-on effect on other groups
78
39
What are the “Clues” for each set of emotional phases?
Public
Hopeful
Resistance,
Optimism,
Privately
Emerging
Checking
Pessimism:
Out:
Renewed
Hope, Satisfied
Renewed Completion:
Optimism:
79
Discuss in your group clues for each

set of emotional phases: (divide group and assignment as per group size)
Task Time
GROUP
Answer the question in each box DISCUSSION
13 minutes
(workbook page 18)
Be prepared to share
2 min per
your summary with the
team
class
80
40
…By eliciting a different set of human
reactions
Readiness
(Assimilation)
Ownership
Anticipation Private concern (Commitment)
High (clarity) (understanding/
Public
concern)
challenge
(doubt/ Engagement
Satisfied
Average performance
openness) (Action)
(completion)
Hopeful
Renewed optimism
optimism
(benefit of doubt)
Emerging
pessimism
(confusion/worry)
Renewed hope
(hope/energy)
Public
resistance
Low (fear/anger)
Privately checking out (sadness/resignation) Time
81
Speedy Airlines Case Study – 20 Minutes

Self reading and notes – read the case study and take notes in your workbook on page 18)
82
41
The role of the change facilitator:
«making bread by hand» metaphor
Stretching, folding, waiting for the rising - the influence of a change facilitator
After the bread dough is mixed, stretch the dough on a table and fold it back on itself.
A little flour is added if the dough is sticky…. and the whole process is repeated many times
(kneading the dough)
The kneading process breaks up and makes uniform the carbon dioxide bubbles from the yeast.
Put the dough aside to let it rise… and then punch, knead, pat the dough again.
Place the dough in bread pans, let it rise some more
Put it into the oven…then…
Stretching in many directions at the same time, involving all stakeholders
Folding back on itself – feedback, enfolding new information, enabling transformative exchanges
Waiting for rise – patience required to allow system to create new pathways, learn from
interaction
83
The role of the Change Facilitator

(Change Champion)
Phase Actions Outcome
“Contracting” Contract with multiple stakeholders. Learn about First-hand experience of the entangled
styles, motives, readiness for change. system; confidence in leader support.
“Assessing” Observe interactions; identify communication Patterns of connections among parts of system;
and transformation patterns/ distribution of leadership
“Intervening” Help leaders give up expectations of control. Adaptation of leaders and others to new patterns.
Expand or constrain connections, as appropriate.
“Evaluating” Track changes over time. Evaluate actions. Smoother, more productive Interactions; make
Use reflection. leadership patterns evident to system.
84
42
1. What is this formula?
𝑫 × 𝑽 × 𝑲 =≥ 𝑪
POLL
A. Success criteria: Dissatisfaction x Vision x Knowledge equal

or greater than Cost of Change
B. A formula that works only for self-chosen change
C. A mathematical formula for calculating cost of change
D. A mnemotechnic for Sponsors and Committees to manage
their staff
85
2. What are some of the emotional responses

when facing an imposed change?
A. Hopeful Optimism
B. Emerging Pessimism
C. Sadness / Resignation
D. Renewed Optimism POLL
E. A, B, C and D
F. Only B, C and D
G. Only A, B and D
86
43
Learning Objectives
1. Differentiate potential impact of imposed
vs self driven change
2. Analyse the Change Impact Model and

At the end of identify the emotional reaction to change
this module
3. Identify the Change Facilitator Role
you will be
able to: 4. Work on the case study “Speedy
Airlines”
5. Or work on your own project
87
What
questions
do you
have?
88
44
Reflection
have learned?

practice?

learning?
89
The Key Systemic

Challenges and the
“Strategic Steps”
Module 3
90
45
Learning Objectives
1. Understand how to make the scope of a

change explicit – Comprehensive Change
Impact Model (CCIM) – Tool 1
At the end of
this module 2. Know how to do a In/Out of Scope analysis
– Tool 2
you will be
able to: 3. Know how to do a Force Field analysis with
a team – Tool 3
4. Introduction to the 8 Strategic steps (first 3

will be covered here in more details)
91
The Key Systemic

Challenges and the
“Strategic Steps”
92
46
Key Systemic Challenges
93
Cautious Leadership
94
47
The Comfort Zone
95
Change Overload
96
48
Lack of Walk-the-Talk
97
The Phased Impact of Change
98
49
Short Attention Span
99
8 Strategic Steps for Successful Change
100
50
8 Strategic Steps for Successful Change
1 Increase urgency
2 Get the vision right
3 Walk the talk
4 Build leading teams
5 Empowering action
6 Create short term wins
7 Build on the change
8 Keep it going
101
8 Strategic steps for successful change

mapped onto the change curve
Initiate and Sustain Communication
Readiness
(Assimilation
Ownership
High )
Anticipation Private concern (Commitment
(clarity) (understanding/ )
concern) Public 8. Keep it going Satisfied
Average performance
1. Increase challenge Engagement (completion)

urgency (doubt/ (Action)
2. Get the vision openness)
right 7. Build on
Hopeful
the change Renewed optimism
optimism
(benefit of doubt) 3. Walk the talk
6. Create short-term
Emerging wins
pessimism 4. Build
(confusion/worry) leading teams
5. Empowering Renewed hope
action (hope/energy)
Public
resistance
Low (fear/anger) Time
102
51
Working on
the first 2
steps
103
Step 1
Increase Urgency
104
104
52
Key Objectives in Step 1
1 Increase urgency • Identify potential threats and develop
scenarios showing what could
2 Get the vision right happen in the future
• Examine opportunities that should be
3 Walk the talk – or could be – exploited
• Start honest discussions and give
dynamic and convincing reasons to
get people talking and thinking
5 Empowering action
• Request support from customers,
6 Create short term wins outside stakeholders and industry
• People to strengthen the argument
7 Build on the change (especially for strategic change)
• Potential threats and develop
8 Keep it going
scenarios showing what could
happen in the future
105
Why increase urgency?
106
106
53
Step 2
Get the vision right
107
1 Increase urgency Key Objectives in Step 2

• Determine the values that are
2 Get the vision right central to the change
3 Walk the talk • Develop a short summary (one to

two sentences) that captures what
4 Build leading teams you “see” as the future of your
organisation
5 Empowering action • Create a strategy to execute that
vision
6 Create short term wins • Ensure that your change coalition
can describe the vision in five
7 Build on the change minutes or less. Practice the vision
speech often!
8 Keep it going
108
54
Tool 1: Comprehensive Change Impact
Model (CCIM)
What What tools can How do I bring What practical
challenges support me in in my resources do I
do I need to be leadership need to put in
managing
aware of when place so the
change behaviors to
implementing successfully? outcome matches
create the the vision?
change? change?
COMPREHENSIVE CHANGE
IMPACT MODEL
(CCIM)
109

Model (CCIM)
What challenges do I What tools can

need to be aware of support me in
when implementing managing change
change? successfully?
What practical
How do I bring in my resources do I need
leadership behaviors to put in place so the
to create the change? outcome matches
the vision?
110
55
Model (CCIM)

What practical
the vision?
111

Model (CCIM)

What practical
the vision?
112
56
Model (CCIM)

How do I bring in What practical

my leadership resources do I need
to put in place so the
behaviors to create outcome matches
the change? the vision?
113

Model (CCIM)

What practical
resources do I need
How do I bring in my
the vision?
114
57
Table for next exercise
Steps No Activities Tools Leadership Skills
Step 1 – Increase
Urgency
Step 2 - Get the

Vision Right
Notes
115

116
58
Discuss in your group (Using the CCIM
- 4 questions) for each strategic steps,
the activities, tools and leadership skills
Task Time
Using Tool 1 - Work on 2 steps and GROUP
define the strategic activities which DISCUSSION
enable the successful management of 15 minutes
the change, the tools and leadership
skills they should use for each step

2 min per team
117
Making the Change Explicit with a

Diagnosis
TOOLS 2 & 3
• In/Out of Scope analysis applied to
real change project
• Force Field analysis applied to real
project
118
59
Tool 2: In/Out scope analysis
•Which elements are

part of the change?
•Which are outside the
scope - at least for this
change project?
119
In/Out scope analysis

Which elements are part of the change?
Which are outside the scope - at least

for this change project?
Clearly identify the elements where

Stakeholders are unsure if they are
In or out of scope (on the borderline)
Typical elements:
• Departments
• Business functions
• Business processes
• Geographical locations
• Job roles
• Job grades
• Stakeholders
• Project interfaces
120
60
Tool 3: Force field analysis
‘IS’ ‘TO BE’

Current Situation Future, Desired State
Driving Forces Hindering Forces
Moving from IS to TO BE,

what are the driving and hindering forces affecting us?
121

122
61
Using the Case Study Create an in/out
scope analysis and a Force Field Analysis:
Task Time
GROUP
Using slides or white boards create
DISCUSSION
your 2 tools (or 1 as assigned by your 15 minutes
instructor)

2 min per team
123
1. What are the first 2 steps of the 8 steps?
POLL
A. Increase Urgency and Build Leading Teams

B. Empower Action and Get the Vision Right
C. Increase Urgency and Get the Vision Right
D. Build Leading Teams and Empower Action
124
62
2. What are some of the tools that can help you
build your diagnosis?
A. Stakeholder Analysis
B. In/Out Scope Analysis
C. MS Project Tool
D. Force Field Analysis POLL
E. A and D
F. B and D
G. Only A, B, C and D
125
Learning Objectives
1. Understand how to make the scope of a

change explicit – Comprehensive Change
Impact Model (CCIM) – Tool 1
At the end of
this module 2. Know how to do a In/Out of Scope analysis
– Tool 2
you will be
able to: 3. Know how to do a Force Field analysis with
a team – Tool 3
4. Introduction to the 8 Strategic steps (first 3

will be covered here in more details)
126
63
What
questions
do you
have?
127
Reflection

have learned?

practice?

learning?
128
64
Create the Change
Message
Module 4
129
Learning Objectives
1. Write a Change Message routed in

Values
At the end of
this module 2. Using the results of Tools 1 to 3 Create a
Change message
you will be
able to: 3. Review/ Validate change messages and
discuss what can be improved
130
65
Step 3
Walk the talk
131
1 Increase urgency
2 Get the vision right • Talk often about your change vision
• Openly and honestly address
3 Walk the talk people’s concerns and anxieties
4 Build leading teams • Apply your vision to all aspects of

operations – From training to
performance reviews
5 Empowering action
• Tie everything back to the vision
• Lead by example!
8 Keep it going
132
66
Tool 4: The Change Message
What are we trying to Why we are doing it:
achieve:
(Brainstorm)
(Brainstorm)
Circle the 15 key words and Identifying the SHARED NEED.
craft them into a phrase.
What we are doing NOW / How you can help us –
where we are at: What we need to do:
Brainstorm) (Brainstorm)
NOW focus. Getting them on board. Specific NEXT STEPS
133

134
67
Create the Change Message:
Task Time
GROUP
Using the Tool 4 and the results of
DISCUSSION
previous analysis write an Elevator 15 minutes
Pitch type of Change Message

2 min per team
135
Opportunity to Reflect
CHAT
How to communicate a change

with consistency and clarity?
How to make the change

message simple to retain and
pass on?
136
68
1. What do we mean by “Walk the Talk”?
Open
Q&A
Open discussion
137
Learning Objectives
1. Write a Change Message routed in

Values
At the end of
this module 2. Using the results of Tools 1 to 3 Create a
Change message
you will be
able to: 3. Review/ Validate change messages and
discuss what can be improved
138
69
What
questions
do you
have?
139
Reflection

have learned?

practice?

learning?
140
70
Identifying and
Managing Stakeholders
Module 5
141
Learning Objectives
1. Understand what worsens stakeholders’

resistance
At the end of 2. Create the communication climate to

gain buy-in
this module
you will be 3. Identify stakeholder positions
able to:
4. Manage resistance with appropriate
strategies
5. Use the appropriate tools to successfully

implement Step 4 and 5
142
71
Circumstances that can worsen
resistance to change
There is a long period of uncertainty about what is going on
People do not understand the reasons for the change
Change has been ongoing, with little „peace and quiet“ in-between
Many changes are going on at the same time
The effect of the change is personal (pay, benefits, job
responsibilites, role, title, office space, ...)
Management is not trusted
Important expectations about the future are not going to be met
Some people are affected more adversely than others
143
Five Levels of Communication

Reactions when received
Walk the talk «I am learning the new

Altering behavior behaviors needed for this
change… I am open to receive
feedback and coaching…»
«I personally want this change

Gaining commitment Feelings/choices – to succeed and am willing to
acknowledge contribute so it does»
«this change means X for

Identifying Introspection –
my department and Z for my
implications questions job»
«having explored my concerns

Building and tested this, I now understand
Dialogue – two way the focus of the change and why
understanding
it is needed»
«thank you for telling me

Information sharing Telling – one way
this information»
144
72
Step 4
Build leading teams
145

2 Get the vision right • Identify the true leaders of your
organization
3 Walk the talk • Ask for an emotional commitment from
these people
• Work on team building within your
change coalition
5 Empowering action
• Check your team for weak areas and
6 Create short term wins ensure that you have a good mix of
people from different levels within the
7 Build on the change company
8 Keep it going
146
73
How can we mobilise DISCUSSION

commitment?
How can we sustain the
momentum?
How can we facilitate change when
emotions are running high?
How can we deal with resistance?
147
Tool 5 - Stakeholder constellation

analysis: two dimensions
What is each
stakeholder’s level of:
1. Stake / interest
2. Influence/ power in
relation to this
change?
148
74
Types of reactants to change
149
Enthusiast
150
75
Followers
151
Underground
152
76
Objectors
153
Question List for

Stakeholder Involvement
• What excites you about this project / these • What are in your view the risks for this project? What
changes? would make you nervous?
• What do you consider the key benefits of doing this • How will you recognize progress in making the change?
now? To the organization? To you? Your group?
• What suggestions do you have regarding the way we are
• What for you would be the best possible outcome? going about it? The composition of the team?
• How will this project / change fit into your business • Are there other things I should know about that might
strategy? affect the outcome of the project / change?
• Is there anything you still need to understand that • What role would you like to take in this project / change?
you do not understand yet?
• How often would you like to be informed about progress?
• Why should we work on this now?
• What have I not asked you that I should have?
• What suggestions would you have for the
sequence of the activities? • Anyone else I should speak to?
• What obstacles do you see in the way of

completing this project?
154
77
Stakeholder constellation analysis:
two dimensions and four attitudes
High Power
Low impact Highly

or concerned Impacted
Low power
155

156
78
Do a Stakeholder Analysis:
Task Time
GROUP
Using the stakeholder constellation
DISCUSSION
analysis tool do an analysis of the Case 15 minutes
Study stakeholders

2 min per team
157
Step 5
Empower Action
158
79
1 Increase urgency
2
• Identify, or hire, change leaders
3 Walk the talk whose main roles are to deliver the
change
4 Build leading teams • Look at your organisation structure,
job descriptions and the way the
5 Empowering action performance system (Danisco
Dialogue) is carried out – ensure
6 Create short term wins that all of these systems are in line
with the vision
7 Build on the change • Take action quickly to remove
barriers (physical or emotional)
8 Keep it going
159
Tool 6: Influencing change stakeholders –

building a communication strategy
What is my objective?
Whom do I How to
Attitude
need to influence When? Plan B
towards project
influence? him/her?
160
80
Tool 6: Influencing change stakeholders
Example
What is my objective?
Whom do I How to
Attitude
need to influence When? Plan B
towards project
influence? him/her?
Very positive, but Convince him it is Fix a meeting Find another

Mr Sponsor not visible enough the right time now ASAP, before Nov executive to
about it to be visible 27th sponsor the project
Spreading the Through his own Meeting ASAP with Convince one of
Mr Saboteur rumor he does not manager his manager before his «friends» to
like the project (he respects him) Dec 1st speak to him
Inform her that we

Not committed Ask her for more
Ms Trainer Tomorrow are considering
enough help
other trainers
161

162
81
Complete a communication strategic
plan for 3 stakeholders’ profile:
Task Time
GROUP
Each group work on a comms plan –
15 minutes DISCUSSION
don’t forget short term wins

2 min per team
163
DISCUSSION
Identifying all the Stakeholders
and their legitimate expectations
Clarifying the Scope of the

Change
Listening, involving and

empowering Stakeholders
164
82
1. What is an Underground Stakeholder?
POLL
A. Compliant who prefers to take the path of least resistance

B. Use outdated systems and processes when others already
adopted the new system
C. Keep their resistance secret and discuss it only with close
colleagues
D. Models for the new behavior
165
2. What are some of the strategies that can help

you manage resistance?
A. Education
B. Build Awareness
C. Active Involvement
D. Coercion POLL
E. All of the above
F. B and D
G. Only A, B, C
166
83
Learning Objectives
1. Understand what worsens stakeholders’

resistance
At the end of 2. Create the communication climate to

gain buy-in
this module
able to:
strategies

167
What
questions
do you
have?
168
84
Reflection
have learned?

practice?

learning?
169
Implementing the Plan,

Monitoring and
Controlling
Module 6
170
85
Learning Objectives
1. Understand the need to check Change

Readiness
At the end of 2. Activate quick wins and communicate

this module
able to:
strategies

171
Four criteria that facilitate

readiness for the change
1. Control
.
2. Caring
3. Choice
.
4. Competence
172
86
Control
People are more likely to

accept change if they
have some input into how
it will be implemented.
Ask for opinions or
suggestions but never
ask for input that you
don’t plan to consider.
173
Caring
People need to feel that

their superiors care
about their concerns and
will listen to them.
174
87
Choice
Where possible, give

people options. The
more choices people
have, the more they feel
in control.
175
Competence
People are more likely to

adapt when they feel that
they have the skills,
knowledge, and abilities
to succeed. Provide
access to resources and
support to learn quickly.
176
88
Step 6
Create short-term wins
177

1 Increase urgency
• Nothing motivates more than
2
success! Look for projects you can
implement easily without the help
from the strong critics of the change
3 Walk the talk
• Do not choose “early targets” that
4 Build leading teams are expensive – make sure you are
able to justify the investment in
each project
5 Empowering action
• Thoroughly analyze the pros and
6 Create short term wins cons: if you do not succeed with an
early goal, the whole change
7 Build on the change initiative could be hurt
• Reward/show recognition to people
8 Keep it going who help meet the targets
178
89
Identifying quick wins
High Effort
Low Impact High Impact
QUICK WINS!
Low Effort
179
Sources of change stakeholder

issues – dealing with resistance
Beginning
Unclear responsibilities in
communication:
Initial unclear • open feedback missing
Ignoring cultural
”in/out of scope” • next steps not explicit
differences , work
and communication
Scope styles
extends during
The WHY of the change is not clear
project
Different interpretations and rumours
Kick-off sessions, Lack of enlightened buy-in

Buy-in without active Lack of dedicated
meetings and
support resources
follow-through
to implement
perceived as
Lack of priority the change strategy
time-consuming
Lack of speedy decision making
causing unnecessary delays and
Focus on signalling questionable priority
Information only Lack of continuous
stakeholder
Not addressing the management
(emotional ) dynamics Lack of tracking, measuring and
celebrating outcomes Unidentified and
unaddressed
Lack of learning approach to change resistance
leads to knowledge loss.

Closure
180
90
Tool 7: Managing resistance with appropriate
strategies
PULL approaches Avoid PUSH
approaches
Context: Context: Context: Context: Context: Context:

People are People have not If not involved When someone When someone When someone
affected by the fully bought into physically and is not easily refuses the refuses the
change, willing the change due intellectually, persuaded. change and the change and
to collaborate, to lack of people are Offering messengers of negatively
but may be understanding. unlikely to be something they change, but influences
struggling to Explain why it’s involved want in order to could be others.
adjust to the needed and emotionally. Let receive what convinced by
situation and what is needed. them « get their you want from someone else Make a clear
achieve their Train new hands dirty » to them. they trust. request for them
goals. concepts and persuade to comply or
skills. themselves that Work out Lobbying. else bear the
they want to do common ground consequences
it and that it is and mutually of refusal.
© 2023 Copyright IATA feasible. workable
solutions.
181
What are the Success Criteria DISCUSSION
related to the desired Change?
How can we effectively plan for

action so that the changes are
accepted?
How do we get Stakeholders to

buy-in?
182
91
Tool 8: Personal Change Action Plan
(personal reflection for your own change projects)
1. Critical business priorities 2. Impact areas that must be

related to the change improved to produce the priority
results
3. Systemic (organizational) dynamics requiring attention
183
Step 7
Build on the change
184
92
1 Increase urgency
2 Get the vision right • After every win, analyze what went
right and what needs improving
3 Walk the talk
• Set goals to continue building on the
4 Build leading teams momentum already achieved
5 Empowering action • Learn about continuous

improvement (keep people involved)
8 Keep it going
185
Tool 9: Status Reporting (continued reporting to be

used throughout the project)
186
93
Tool 9: Status Reporting (example from a sample project)
187
Mapping the 5 practical resources

Vision Skills Incentives Resources Action plan
Initate and sustain communication
High Anticipation Readiness
(clarity) Private concern
(understanding/ Ownership (Assimilation)
concern) (Commitment)
1. Increase
urgency Public
2. Get the vision challenge Engagement 8. Keep it going
right (doubt/ (Action)
Average performance
Hopeful openness) 7. Build on

Satisfied
optimism 3. Walk the talk the change (completion)
(benefit of doubt)
Emerging 6. Create short-term Renewed optimism
4. Build wins
pessimism leading teams (understanding/confidence)
(confusion/worry) 5. Empowering
action
Public
resistance Renewed hope
(fear/anger) (hope/energy)
Low
Privately checking out
(sadness/resignation) Time
188
94
1. What are the four ”C” that facilitate
readiness?
POLL
A. Compliance, Control, Choices and Competences

B. Confidential, Compliance, Control and Claims
C. Control, Care, Choice, Competence
D. Confidential, Confidence, Control, Claim
189
2. What is the seventh steps and example of

what you should do in this step?
Open discussion
Open
Discussion
190
95
Learning Objectives
1. Understand the need to check Change

Readiness
At the end of 2. Activate quick wins and communicate

this module
able to:
strategies

191
What
questions
do you
have?
192
96
Reflection
have learned?

practice?

learning?
193
Keep the momentum
Module 7
194
97
Learning Objectives
1. Identify Change Management Skills

Development Required
At the end of 2. Develop gamification to keep motivation

this module
you will be 3. Know how to Celebrate winners / plan
awards /create success stories
able to:
4. Plan integration for newcomers
5. Perform an Impact Analysis and perform

a ‘Lesson’s Learned’
195
Step 8
Keep it going
196
98
• Talk about progress every chance you
2 Get the vision right get
• Tell success stories about the change

3 Walk the talk
process and repeat other constructive
stories you hear
• Include the change ideals and values
when hiring and training new staff
5 Empowering action
• Publicly (where appropriate) recognise
key members of your original leading
teams and make sure that the rest of
the staff – new and old – remember
7 Build on the change their contributions
• Create plans to replace key leaders of

8 Keep it going change as they move on
197
Tool 10: Impact of Change Survey
Impact of change on… Unfavorable Favorable

Quality of communication 1 2 3 4 5 6 7 8 9 10
Job Workload 1 2 3 4 5 6 7 8 9 10
Image in Business Community 1 2 3 4 5 6 7 8 9 10
Clarity of Goals and Objectives 1 2 3 4 5 6 7 8 9 10
Problem-Solving and Decision Making 1 2 3 4 5 6 7 8 9 10
Working Relationships 1 2 3 4 5 6 7 8 9 10
Employee Productivity 1 2 3 4 5 6 7 8 9 10
Job Satisfaction 1 2 3 4 5 6 7 8 9 10
Effectiveness of Management 1 2 3 4 5 6 7 8 9 10
Clarity of Guidelines/ Policies / Procedures 1 2 3 4 5 6 7 8 9 10
Ability to Do Your Job 1 2 3 4 5 6 7 8 9 10
Company Loyalty 1 2 3 4 5 6 7 8 9 10
Overall Operating Effectivenes 1 2 3 4 5 6 7 8 9 10
Morale 1 2 3 4 5 6 7 8 9 10
Reaction of Clients / Customers 1 2 3 4 5 6 7 8 9 10
198
99
Communication throughout the change is key
Initiate and sustain communication
High Anticipation Readiness
(clarity) Private concern
(understanding/ Ownership (Assimilation)
concern) (Commitment)
1. Increase
urgency Public
2. Get the vision challenge Engagement 8. Keep it going
right (doubt/ (Action)
Average performance
Hopeful openness) 7. Build on

Satisfied
optimism 3. Walk the talk the change (completion)
(benefit of doubt)
Emerging 6. Create short-term Renewed optimism
4. Build wins
pessimism leading teams (understanding/confidence)
(confusion/worry) 5. Empowering
action
Public
resistance Renewed hope
(fear/anger) (hope/energy)
Low
Privately checking out
(sadness/resignation) Time
199
Celebrate achievements
200
100
Performance
Celebrate assessment & grading
achievements
In groups discuss:
- What ideas do you have for rewards
and celebrations?
Short-term wins
Recognizing past achievements
Milestones reached
Individual contributions
Group contributions
201
1 Increase urgency

UNFREEZE
3 Walk the talk
5 Empowering action
6 Create short term wins TRANSITION

8 Keep it going REFREEZE
202
101
Learning Objectives
1. Identify Change Management Skills

Development Required
At the end of 2. Develop gamification to keep motivation

this module
you will be 3. Know how to Celebrate winners / plan
awards /create success stories
able to:
4. Plan integration for newcomers
5. Perform an Impact Analysis and perform

a ‘Lesson’s Learned’
203
What
questions
do you
have?
204
102
Reflection
have learned?

practice?

learning?
205
Summary
206
103
Successful 1 Increase urgency
Implementation
Proceed sequentially 3 Walk the talk

AND consider that it
may be necessary to 4 Build leading teams
re-iterate some steps
5 Empowering action
8 Keep it going
207

Implementation
Jumping to stages 5, 6, 3 Walk the talk

and 7 can seem
appealing. However, 4 Build leading teams
when you neglect any
of the previous 5 Empowering action
“warming up” and
“defrosting” activities, 6 Create short term wins
you rarely establish a 7 Build on the change

sufficiently solid base.
8 Keep it going
208
104
Implementation
One normally operates 3 Walk the talk

in several phases at
once; but initiation of 4 Build leading teams
action should follow
the sequential model. 5 Empowering action
8 Keep it going
209
Successful Implementation
If you ensure that the

eight stages are
covered and worked
through you have a
good chance to get to
the finish line and make
the changes stick.
210
105
Leadership behaviours for managing change
• Communicating passionately about the

present and the future
• Bringing others with them through change
• Building strong relationships at all levels
• Injecting pace and urgency into decision-

making
• Manage conflicts
• Challenge status quo
211
Summary
A New Success formula: C x L x A x F x P =/> C

If…you apply the Change Management toolkit
x Leadership behaviours
x Awareness of the key systemic challenges
x Follow the 8 strategic steps
x Provide the 5 practical resources
then …Successful Change will happen.
212
106
Thank you!
See you tomorrow for
the Simulation
215
Change Management
with Interactive Simulation
Course Conclusion
216
107
Course Aims and Objectives
1. Help managers understand that change is
happening constantly, with various levels of
complexity, and that it needs to be paid
attention to.
At the end of 2. Increase awareness of the typical

dynamics encountered in change situations
this course and how the practical as well as the
emotional factors impact performance
you will be
able to: 3. Acquire a change management toolkit to
actively and proactively support change to
achieve the best possible results and
maintaining a positive, productive
environment
4. Increase comfort level in driving and

supporting change
217
Performance and Assessment

30% Instructor’s assessment Results
Group work & Certificate – Pass with
30% contribution to others’
90% - 100% Distinction
learning (recorded)
70% - 89% Certificate – Pass
Individual Change
30% Project, Prework & Daily
Self-Assessment
10% Individual Participation
218
108
Your Thoughts…
What is ONE piece of knowledge or skill you will VERBAL or
take from the training and apply straight away in WRITTEN
CHAT
your practice?
219
Thank You
Please complete
the feedback
survey sent by
IATA at your
earliest
convenience.
220
220
109
221
110

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Change Management with

26-29 November, 2023 – Doha, Qatar (Qatar Airways)

1 © 2023 Copyright IATA

2 © 2023 Copyright IATA

© 2023 Copyright IATA

• Your current occupation

• What ‘learnings’ would you

Indicate Your Current

Developing Competent Advanced

Place your WebEx Pointer onscreen, then type your feedback

At the end of 2. Increase awareness of the typical

4. Increase comfort level in driving and

7 © 2023 Copyright IATA

8 © 2023 Copyright IATA

Day 4 – Interactive Simulation

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Performance and Assessment

10% Individual Participation

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Two main sessions per day

1-hour Meal Break at 1200 Local

Comfort breaks during each session

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12 © 2023 Copyright IATA

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2. Recognize the leadership behaviours

this module 3. Identify change complexity and

5. Identify success factors for

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The rationale for investing in

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Heraclitus, Greek Philosopher

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Change management: Definitions

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Bringing others with

Injecting pace and

Challenge status quo

Levels of organisational change

Low Medium High

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Low Medium High

Place your own most pressing projects

Low Medium High

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38 © 2023 Copyright IATA

…to build clarity for…

Start with Why – Simon Sinek

40 © 2023 Copyright IATA

…to build clarity for…

…to build clarity for…

…to build clarity for…

…to build clarity for…

Who is involved in change?

Other stakeholders = anyone with a legitimate interest in the outcome

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