Course 15 vo1 Chapter 7 Change Management

ability to adjust to changed, unexpected, or ambiguous situations by actively seeking information and by demonstrating openness and support of different and innovative change ideas

ability to use different thinking strategies and mental framework

ability to vary your approach to dealing with your own emotions and those of others

ability to remain optimistic and at the same time realistic

initiate change because they have the power to determine why, when, and how changes occur

responsible for implementing change initiated by the change sponsor

key players and stakeholders who actually undergo the change, ones most affected by the new policies, procedures, etc

• Comfort: things are routine
• Denial: when forced to confront external change, you go through a state of resistance where you’d just as soon as not deal with the new, but stay with the old
• Confusion: one accepts change and begins to grapple for ways to proceed from the known to the unknown
• Renewal: accept the change whether you like it or not

• Knowledge: easiest change to bring about, occurs as a result of reading or hearing something new from a person with information
• Attitude: more difficult to change because people are emotionally charged
• Individual Behavior: significantly more difficult, people must put their knowledge and attitude changes into action through their behavior and typically are inhibited by habits
• Group Behavior: most difficult level to change because you’re attempting to change many customs and traditions that have developed over many years

imposed by some external force, such as a commander, superintendent, or supervisor upon a group or organization

implemented when new knowledge is made available to the

recognize the need for change by creating a felt need for the change and dealing with resistance to the change, intended to motivate your subordinates and help them get ready for change

involves actual modification of technology, tasks, structure, or people from the old state into the new state, monitoring and adjusting as necessary to keep the change moving forward

locking in the desired outcomes and new procedures so that they become a permanent fixture to daily operations

deliberately eliminate the previous way of doing things after a change is implemented to avoid regression

provide a steady stream of evidence to demonstrate that the change has happened and is successful

make changes stick by building them into the formal fabric of the organization

maintain interest in a change by giving them new challenges that stimulate and keep them looking for more in the future

immediately embrace new ideas

see competitive advantage in adopting new ideas early

tend to represent mainstream thinking, slowly follow with calculated willingness but tend to deliberate beforehand

hampered by feelings of insecurity and skepticism which prevents them from taking risks, wait too long to adopt change

last people to embrace new ideas and influence no one