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RECOMMEND FLIP-BOOKS
SIRXCHA002
LEAD THE CHANGE PROCESS
WORKBOOK
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CONTENTS
1. PLAN FOR CHANGE 12 13
1.1 – Identify need for, or likelihood of change by reviewing internal and external drivers of change
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The Nature of Change
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Change Management Process
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Change Management Models
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Hussey’s EASIER Model
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Lewin’s 3 Step Model
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Kotter’s Eight Steps
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Drivers for Change
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Strategic Change Needs
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Internal and External Change Drivers
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PESTLE Analysis
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Activity 1A
1.2 – Assess options to drive change in line with delegated authority and organisational policies and procedures
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Key Variables in Organisational Change
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Four Types of Organisational Change
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Fine-tuning
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CONTENTS
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Quick Fix
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Incremental Change
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Fundamental Change
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Options for Driving Change
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Activity 1B
1.3 – Identify and analyse potential risks and barriers to change
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Analysing Potential Risks and Barriers
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Risk Analysis
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Barriers to Change
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Mitigation Strategies
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Dealing with Barriers
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Activity 1C
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CONTENTS
1.4 – Consult with relevant stakeholders and review feedback on change requirements
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Stakeholders in a Change Program
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Involving Stakeholders
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Stakeholder Power Grid
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Consulting with Stakeholders
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Activity 1D
1.5 – Develop a change plan that outlines key metrics for evaluation and ensures risks are mitigated and processes and timelines are achievable
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Change Management Plan
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Gantt Charts
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Key Metrics for Evaluation
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Risk Management
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Realistic Planning
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Activity 1E
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CONTENTS
44 2. IMPLEMENT AND EMBED THE CHANGE
2.1 – Communicate purpose and benefits of change to relevant team members and
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prepare them for change Communicating the Change
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Preparing People for Change
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Communicating with Relevant People
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Promoting the Benefits of the Change
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Handling Resistance to Change
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Activity 2A
2.2 – Communicate roles, responsibilities and requirements to team members and stakeholders to facilitate implementation
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Importance of Communication
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Consequences
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Communicating Effectively
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Activity 2B
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CONTENTS
2.3 – Provide and promote opportunities for team member and stakeholder input and seek feedback to refine processes
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Opportunities for Input and Feedback
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Providing Opportunities for Input and Feedback
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Activity 2C
2.4 – Support team members as required to ensure successful implementation of change
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Supporting Team Members
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Training for Change
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Activity 2D
2.5 – Monitor and maintain adequate resources required for change implementation
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Monitoring Resources During Implementation
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Activity 2E
2.6 – Monitor the change to ensure new practices are adopted on a consistent basis
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Embedding the Change
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Activity 2F
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CONTENTS
69 3. EVALUATE OUTCOMES OF CHANGE
3.1 – Evaluate outcomes of the change against key metrics
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Evaluating Change
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Evaluation Methods
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Activity 3A
3.2 – Critically evaluate management of change process identifying areas for future improvements
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Evaluating the Management of the Change Process
Methods for Evaluating the Management of the Change Process
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Activity 3B
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CONTENTS
3.3 – Seek input from stakeholders and team members on the management of the change process Stakeholder and Team Member Input
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Seeking Feedback and Input
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Activity 3C
3.4 – Document outcomes of change and lessons learnt
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Documenting the Outcomes and Lessons Learnt
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Activity 3D
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Summative Assessments
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References
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ELEMENT 01 Plan for change
Performance Criteria
1.1 Identify need for, or likelihood of change by reviewing internal and external drivers of change 1.2 Assess options to drive change in line with delegated authority and organisational policies and procedures 1.3. Identify and analyse potential risks and barriers to change 1.4. Consult with relevant stakeholders and review feedback on change requirements 1.5. Develop a change plan that outlines key metrics for evaluation and ensures risks are mitigated and processes and timelines are achievable
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Identify need for, or likelihood of change by reviewing internal and external drivers of change Criteria 1.1
By the end of this chapter, the learner should be able to:
• Use a change management model to guide the planning process. • Identify internal factors which may drive change (e.g. operational objectives; customer needs; financial pressures; etc.). • Identify external factors which may drive change (e.g. trends and developments in the industry; new legislation; etc.). • Use an analysis tool to assess the need for change (e.g. PESTLE Analysis). The Nature of Change Change is all around us, all the time. Organisations which stand still and resist change are at risk of being overtaken by their competitors. Organisations which were successful 20 years ago are unlikely to maintain their success without adapting and evolving to the changing nature of the world around us. For example, when ordering a product for delivery, customers used to be told they could expect their delivery in a particular week, and if they were lucky, they would be told which day it would be delivered. Nowadays, many delivery companies commit to a delivery date (sometimes the next day) at the time of ordering, and they contact the customer on the delivery date giving them an estimated delivery time within a one-hour window. This wasn’t possible even five years ago, but now it is becoming the norm and what customers expect as a minimum standard. Delivery companies which have not invested in the infrastructure and technology to enable them to meet this new standard are at risk of being overtaken by their competitors.
Change Management Process Managing change is a complex process involving many different factors.
Well-managed change usually has the following features:
• There is a clear vision of the change – the nature of it, the driving forces behind it, its objectives and expected impact. • There is good planning and communication with everyone who is affected by the change. • Support is provided for people throughout the change process via encouragement, reassurance, training and other practical support. • Implementation of the change is planned and controlled well. • There is good monitoring and evaluation to ensure that the change is embedded and achieves its objectives.
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Change Management Models There are many models in existence which capture the essence of good change management.
The following models will be explored further below: • Hussey’s EASIER Model. • Lewin’s Three-Step Model. • Kotter’s Eight Steps.
Hussey’s EASIER Model A useful overarching model to follow when managing change is represented by D.E. Hussey’s EASIER Model which he described in his 1995 book, How to Manage Organisational Change.
E Envisión
E Ensure R Recognition
A Activate S Support
I Implement
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The steps of the model are outlined below:
• Envision: have a coherent view of the future and what it looks like. • Activate: ensure that others understand and commit to the change. • Support: inspire others to produce the necessary effort to implement the change. • Implement: use plans and schedules to control the activity needed to make the change a reality. • Ensure: monitor and control the implementation to ensure that the change is on track. • Recognition: reinforce the desired behaviour and recognise people’s efforts.
Lewin’s 3 Step Model
The three steps are described below:
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Drivers for Change There are many factors which drive the need for change. One of the key drivers is a change in the organisation’s objectives. For example, if the organisation’s business plan is to break into a new territory with new products, using new equipment, in a new location, then there is clearly a need for change on a number of different levels. This will impact on personnel; skills; resources; procedures; etc. The organisational objectives are the first place to look when identifying opportunities for, and the requirements of, change. The objectives set out what the organisation is aiming to achieve over the next period, usually three to five years (but increasingly, organisations are setting objectives for 10 – 20 years, or even longer). A comparison between the or - ganisation’s current position and its future aims will identify the change that needs to take place. John P Kotter is a Harvard Business School professor and leading thinker and author on organisational change management. In his books, ‘Leading Change’ (1995) and ‘The Heart Of Change’ (2002), he describes a model for understanding and managing change effectively. Kotter’s Eight Steps Kotter’s eight step change model can be summarised as: • Create a sense of urgency: analyse the current position and have very clear drivers for change. • Build the guiding team: get the right people in place with the right level of commitment, and the right mix of skills and levels of seniority. • Develop a vision: get the team to establish a simple vision and strategy for achieving that vision. • Communicate the vision: involve as many people as possible; communicate the essentials in clear and simple terms; use appropriate methods of communication; listen and respond to people’s fears and concerns. • Empower action: remove barriers to change; enable constructive feedback and support from leaders; reward and recognise progress and achievements. • Create short-term wins: keep people motivated by setting aims that are easy to achieve in small steps; have manageable numbers of initiatives; complete one step before starting the next one; etc. • Consolidate improvements: encourage ongoing progress reporting; highlight achieved and future milestones; change systems and policies which don’t fit the vision; etc. • Embed the change: reinforce the value of successful change via recruitment and promotion strategies; weave change into the culture.
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This might involve changes such as: • Reducing/increasing number of personnel.
• Developing staff skills and knowledge. • Changing the organisational structure. • Developing or providing new products or services.
• Operating in a new territory. • Implementing new technology. • Developing new ways of working.
Strategic Change Needs It is important to analyse organisational objectives as part of the process of identifying strategic change needs. The objectives drive the future direction of the organisation, and it is important that any change programmes support that direction. successfully. All change programmes should follow the same direction as the organisation’s objectives. Otherwise, they will conflict and compete with each other. All these changes require careful planning and management for them to be successful, so having a good understanding of the organisation’s aims is crucial to managing change
Change needs may involve: • People.
• Processes. • Technology.
• Structure. • Financials. • Customer service.
All these factors play an enormous role in the success of the organisation, and it’s import- ant that any changes in these areas are in the right direction and at the right time. The external environment has a major part to play in any organisation’s life. Organisations do not exist in a vacuum. They are affected by: • Competitors. • Government policy. • Legislation. • Technological developments. • Trends in people management practices. • Environmental developments. • Social trends.
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For example, an organisation which fails to adopt environmentally friendly practices might find itself at a disadvantage when tendering for contracts if such practices are a requirement of the contract. One training organisation failed to progress in the tendering process with a retail company when its representative wrote only on one side of the paper in their notepad. The retailer noted this and felt that it demonstrated a lack of awareness of environmental issues. Environmental awareness was high on the retailer’s agenda. The lack of up-to-date awareness cost the training organisation the contract. Internal and External Change Drivers There are several factors which can drive change in an organisation.
These factors include:
• Organisational operations. • Organisational objectives. • Organisational procedures. • Trends in the external environment. • Trends in consumer behaviour. • Political, economic, social, technological, environmental and legal factors. PESTLE Analysis There is a widely used tool for ensuring that trends in the external environment are monitored.
The code covers areas such as: • Political. • Economic. • Sociological. • Technological. • Legal. • Environmental.
Political: This is concerned with what is happening politically in the environment in which you operate. It includes areas such as tax policy; employment laws; environmental regulations; trade restrictions and reform; tariffs and political stability; etc. Economic: This is concerned with what is happening within the economy both within the organisation and outside it. It includes economic growth/ decline; interest rates; exchange rates and inflation rate; wage rates; working hours; unemployment (local and national); credit availability; cost of living, etc.
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Sociological: This is concerned with what is occurring socially in the markets in which you operate or expect to operate; cultural norms and expectations; health consciousness; population growth rate; age distribution; career attitudes; emphasis on safety; etc. Technological: This is concerned with what is happening in the area of technology and how it impacts on your organisation. It includes areas such as mobile phone technology; internet; social media; etc. Legal: This is concerned with what is happening with changes to legislation. This may impact on employment; access to materials; quotas; resources; imports/ exports; taxation; etc. Environmental: This is concerned with what is happening with respect to ecological and environmental issues. Many of these factors will be economic or social in nature and may include areas such as waste management; recycling; corporate social responsibility; global warming; society attitudes to environmental matters; etc. By monitoring each of these areas on a regular basis, it is possible to identify any trends or events that may impact the achievement of the organisation’s objectives. This need not be an onerous task. It can be achieved by the following methods: • Regularly read publications and websites which are concerned with your industry and others associated with it. • Join relevant special interest groups and associations, either in person or online. • Maintain a network of contacts who can notify you about emerging trends and events affecting your industry. • Encourage specialists within the organisation to keep up-to-date with trends and developments in their particular areas of interest (e.g. human resources; environment; finance; etc.). • Follow the national and local press to identify any developments or events that are useful to know about. The rest of completing a PESTLE analysis should be a >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71
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