1. Section 1 Processes for Change
   1. Intro
      1. Charles Handy book - Age of unreason
      2. Change is always happening in various ways
      3. Will look at the process approaches
   2. Topic 1: Process Models of Change
      1. Synopsis
         1. Various approaches over the years
         2. Will review a selection of those
         3. Leaders can apply as they make sense to situations
      2. 1.1 Unfreeze, Change, Refreeze
         1. Developed by Charles Lewin in 1940s
         2. Need to break down the initial status quo
         3. Actions could include changing reporting structures and so forth
         4. At the end, need to make sure the change is codified in regular work
         5. Ensure people follow the new approaches
      3. 1.2 Present, Transition and future states
         1. Very similar to lewin's approach
         2. Calls out the transition period for attention
         3. Will be a period of uncertainty and flux
         4. Productivity is likely to be low during transition
         5. Have to address those that tries to oppose change
      4. 1.3 The Change Equation
         1. The equation - D * V *F > R
         2. The factors on the left need to be greater than the expected resistance
         3. Need to account for all factors to help successful change
         4. Final equation is
         5. Works in four ways
            1. A process to plan a change
            2. Need to account for dissatisfaction to drive change
            3. Useful for diagnostics to help build a change story
            4. Have to steps to reduce the resistance to change
      5. 1.4 Kotter's Eight-stage Process
         1. Intro
            1. Has the 8 stages for change
            2. The Steps are
            3. Create a sense of urgency
            4. Build a guiding coalition
            5. Form a strategic vision and initiatives
            6. Enlist a volunteer army
            7. Enable action by removing barriers
            8. Generate short-term wins
            9. Sustain acceleration
            10. Institute change
         2. Stage 1: Create a sense of urgency
         3. Stage 2: Build a guiding coalition
            1. Find the right people
            2. Create Trust
            3. Development of common goals
         4. Stage 3: Form a strategic vision and initiatives
         5. Stage 4: Enlist a volunteer army
         6. Stage 5: Enable action by removing barriers
         7. Stage 6: Generate short-term wins
         8. Stage 7: Sustain acceleration
         9. Stage 8: Institute change
   3. Topic 2: Organizational Context for Change
      1. Intro
         1. Having looked at the various change models
         2. How does the leader make choices for change
         3. Look at the context for Change
      2. 2.1 The Change Kaleidoscope
         1. Intro
            1. produced by Hope Hailey & Balogun (2002)
            2. Each context of change is unique
            3. Analyze each change situation
            4. Helps to make the right change strategy per situation
            5. Diagram of the change analysis
         2. key questions per area (second ring)
            1. Time
            2. How rapidly is change required?
            3. There short term results required from the change
            4. Is there an urgent need or longer term need for the change?
            5. Power
            6. Scope
            7. Readiness
            8. Preservation
            9. Capacity
            10. Diversity
            11. Capability
         3. Summary
            1. The answers are not directly quantitative
            2. Balance the negatives and positives qualitatively
            3. Here is an example with Glaxo
            4. Provides a better picture of things affecting the culture
      3. 2.2 The cultural Web
         1. Intro
            1. Research work done by Johnson and Scholes
            2. Culture requires a lot more qualitative analysis then other change areas
            3. The make up of the web
            4. Each element focuses on each aspect of the culture
            5. The elements are
            6. Stories
            7. What are people talking about the company
            8. How does customer speak about the business
            9. Rituals and Routines
            10. What actions are considered to be normal on a daily basis
            11. Routines can also be understood as expectations, which could include what an employee can expect coming into work every day
            12. Symbols
            13. Symbols play their role in the cultural web model as part of employer branding, or organizational branding, more generally.
            14. How to company is seen
            15. Organizational Structure
            16. Written influence
            17. The first is as simple as an organizational chart.
            18. Typically shows the reporting structure
            19. Unwritten influence
            20. people who have incredible amounts of influence that are not reflected in an organizational chart
            21. mapping out both written and unwritten influences in your organization can be an especially productive exercise
            22. Control Systems
            23. how control is exerted in an organization.
            24. think about this in terms of performance management
            25. the way poor performance is handled, corrected, and dealt with
            26. Power Structures
            27. what some call ‘real power’ within an organization.
            28. It could be one person, a handful of executives, an entire group, or a department that has influence over the entire company.
            29. the key here is knowing which people have the greatest say
         2. Using the cultural web
            1. The first step is to look at the current culture
            2. How does it relate to the intended change
            3. What needs to be changed to make things work with new approach
            4. Look at possible future state and do Gap analysis
            5. Ask the key questions for each area
            6. An example of the data collected
         3. Analyzing the required changes in Culture
            1. What elements to be addressed to ensure change is smooth
            2. Some elements maybe critical to help the change
            3. Cultural change can be difficult and complex - Change beliefs, behaviors and values
            4. These tools all help to frame how the change will happen - The context
   4. Topic 3: Approaches to Implementing Change
      1. Intro
         1. Understand the change challenges
         2. What are some choices the leader can use to make changes
         3. Look at the 5 choices along with relevant tools
      2. 3.1 Five Design Choices
         1. Synopsis
            1. The center of the Kaleidoscope are design choices
            2. This will look at the date collected from the previously mentioned tools
         2. Choice 1: Change Path
            1. On the surface this seems simple
            2. Could be evolutionary or revolutionary
            3. If urgent needs, the leader has to go the revolutionary path
            4. In urgent situations they use the TiNA principle
            5. This may go out on the news as major changes at the given company
            6. Example was with 2008 credit challenges and even now with Covid
            7. If there is time then the evolutionary approach is preferred
            8. Look at the Politics of change Matrix
            9. Look at the model
            10. How to make the right choice of change
            11. Paul Strebel researched the politics
            12. There are cases where both approach could be blended
            13. In research - Evolutionary is called Theory O and Revolutionary called Theory E
            14. Beer and Nohria did similar research work as Strebel on the integrated approach
         3. Choice 2: Change Start Point
            1. Deciding on bottom up versus Top Down approach
            2. Top down seems preferred when less time available to change
            3. When scope is broad and path less clear, bottom up could be better
            4. Good approach is to integrate the best of both options
            5. More empowerment will help motivation and support for change
            6. Some situations for bottom up
            7. Group or sub-group being ready for change
            8. A group where the previous system causing challenges
            9. New teams brought for different approach and style
            10. Selected team of employees who are known to embrace change
            11. Some specialist team that can support the change process
            12. The goal is to show some early success by finding receptive groups
            13. Members of this group develop expertise and can act as change agents
         4. Choice 3: Change Style
         5. Change 4: Change Interventions
         6. Change 5: Change Roles
2. Change Management Overview
   1. Introduction
      1. The rate of change is fairly fast nowadays
      2. The 2008/2009 financial crisis created many changes then
      3. The current pandemic in 2020-2022 is causing many changes
      4. New technology is also driving changes
      5. Product lifecycles are becoming even shorter
      6. People working longer hours and more stress at work
      7. Companies want to make change more effective
      8. Less changes for employees give them time to catch up
      9. We will focus on how to balance business and people needs for better change
   2. Introduction to Change Management
      1. CM is a collection of strategies for changes
      2. Several drivers of change including technology, habits etc.
      3. OCM looks at the full organization in planning change
      4. Touches on a variety of disciplines (Social science etc.) to achieve good results
   3. History
      1. Started out as grief studies - worry about employee challenges from change
      2. Everett Rogers did research on change
      3. Was important to put people at the center of change
      4. Develop the change adoption cycle to plan better
      5. Julien Phillips published paper in 1982
      6. More success has been seen with agile approaches in recent times
      7. ACMP is a lead organization in the field
   4. Approach
      1. Uses a structured a approach to change
      2. Ensures that the change is long lasting
   5. Reasons for Change
      1. The business environment is always changing - Globalization, innovation and so forth
      2. Technologies such as social media, mobile drives need for change
      3. Availability of information puts pressure on management for performance issues
      4. The ability manage change effectively becomes important
      5. Major changes can be very difficult to do - people hold on to old ways of doing things
      6. Most changes are driven by external factors - Technologies, demographics etc.
      7. Those who can change fast will get competitive advantages, leaving others behind
      8. The whole company needs to have some ways to change
   6. Change Models
      1. There are several change models
      2. Will be reviewing each model
      3. 1. John Kotter's 8 Step Model
         1. Has 8 stages for change
         2. Broken down as
            1. 1. Creating the climate for Change
            2. 2. Engaging and Enabling the organization
            3. 3. Implementing and Sustaining for Change
      4. 2. Change management Foundation and Model
         1. This is shaped like a pyramid
         2. The steps are
            1. 1. Determine need for change
            2. 2. Prepare and plan for change
            3. 3. Implement the Change
            4. 4. Sustain the Change
      5. 3. The Plan-Do-Check-Act Cycle
         1. Came from the Deming Circle/Cycle
         2. Focuses a lot on continuous improvement
         3. The process
            1. Plan
            2. Assessment of the current processes
            3. Look at what a new process will do
            4. What are some desired outcomes or outputs
            5. Plan to do things in smaller steps and monitor
            6. Do
            7. Implement the planned changes
            8. Generally do them in increments
            9. Look at each step and get feedback on effectiveness
            10. Check
            11. Look at the outcome of changes
            12. Check actual versus expected outcomes
            13. Having a test process to evaluate things
            14. Charts can be useful to show trends etc.
            15. Act
            16. The things that work becomes the baseline
            17. If change not working then stick with old baseline
            18. General some level of learning comes out of the process
            19. If change is needed then go back to planning
   7. Choosing Which Change to Implement
      1. Consideration for where to make changes
      2. Which techniques to consider
      3. Four major factors to consider
         1. Levels, Goals and Strategies
         2. Measurement System
         3. Sequence of Steps
         4. Implementation and Organizational changes
   8. Managing the Change Process
      1. There are many reasons for change
      2. The key is getting employees to accept the changes
      3. The four step process for good change
         1. 1. Recognize the changes in the broader business environment
         2. 2. Developing the necessary adjustments for the company's needs
         3. 3. Training employees on the appropriate changes
         4. 4. Winning the support of the employees with each change
      4. Starts with a diagnostic of the current situation
      5. All elements of change should be captured in the change management plan
      6. Change management will align across various business activities
      7. Creative marketing to the various groups on the change process and factors
      8. Leverage various performance metrics to track its success - Finance etc.
   9. Factors of Successful Change Management
      1. Intro
         1. Include important factors for success
         2. Define measurable aims and have business case
         3. Monitor assumptions, risks and dependencies
         4. Effective communications to inform stakeholders of change its reasons
         5. Devise a good education and training program for the organization
         6. Counter the resistance from employees as they relate to the business strategy
         7. Provide personal counseling to address any fear
         8. Monitor implementation and fine tune as needed
      2. Challenges
         1. Issues with Navigation and Integration
         2. Also consider the human factors
         3. Have to consider the emotions and handling of people
      3. Integration
         1. Need to evaluate how technology is introduced
         2. Look at interaction of various skill sets
         3. Alignment across areas - social, strategic, technical etc.
      4. Navigation
         1. Considering the time factors in change
         2. This involves changing context etc.
         3. Ensure employee empowerment is factored in
      5. Human Factors
         1. People will resist change, so important to consider
         2. Some executives may not want to accept responsibilities for failing strategies
         3. People are comfortable with the current approach, so have issues to change
         4. Executives wanting to save face could affect changes
         5. One model to help readiness for change is ADKAR
3. Section 2: Exploring Change
   1. Synopsis
   2. Topic 1: Drivers for Change
   3. Topic 2: Creativity and Improvement
   4. Topic 3: A new paradigm for Change
4. Section 3: Impact of Change on People
   1. Synopsis
   2. Topic 1: Surviving Change
   3. Topic 2: Leading Change
   4. Topic 3: Tackling Resistance to Change
5. Section 4: Evaluating Strategy Change Initiatives
   1. Synopsis
   2. Topic 1: Start with the End in Mind
   3. Topic 2: Gathering Evaluation Data
   4. Topic 3: Evaluating change Success and promoting Learning