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Basic introduction to management of change lmc

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Please contact lmcteam@lmcuk.com if you have any questions, we would love to hear your thoughts

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Basic introduction to management of change lmc

  1. 1. london management centre® www.lmcuk.com® ® lmc ® Basic introduction to Management of Change 2nd November 2016
  2. 2. london management centre® www.lmcuk.com® ® lmc ® Managing Change It has to be appreciated that a great deal of change creates uncertainty, instability and chaos for organisations. It is disruptive and confusing for employees, who feel insecure and threatened by it.
  3. 3. london management centre® www.lmcuk.com® ® lmc ® Managing Change Ineffective leadership and management of change will lead to poor morale, a loss of commitment, and creates the conditions for conflict to emerge.
  4. 4. london management centre® www.lmcuk.com® ® lmc ® Triggers for Change Change can be initiated internally by managers who wish to introduce new ideas to improve current systems, or processes or it can be imposed by specific changes to policies and procedures, or indirectly through external pressures.
  5. 5. london management centre® www.lmcuk.com® ® lmc ® Internal Triggers • New goals and strategy • New product and design innovations • Poor performance and efficiency leading to restructuring and new processes • Changing personnel, especially at the top • Need for new knowledge and skills leading to training programmes.
  6. 6. london management centre® www.lmcuk.com® ® lmc ® The Change Management Process • Change is essentially a process of transition. It is moving from an existing situation or state to a new situation. • Probably the most famous of all the change models depicting this process of transition is Lewin’s. • The majority of the approaches to change are based on the Lewinian model. It consists of three stages (see Figure 1):
  7. 7. london management centre® www.lmcuk.com® ® lmc ® The Transition Model Unfreezing Figure 1 Changing Freezing
  8. 8. london management centre® www.lmcuk.com® ® lmc ® The Transition Model • Unfreezing the existing situation: The need to alter the present condition of stability or equilibrium in the organisation that supports existing attitudes and behaviours. • This often means disconcerting the organisation by making it feel it must change if it is to survive.
  9. 9. london management centre® www.lmcuk.com® ® lmc ® The Transition Model • Moving or Changing: The organisation implements actions to move it to a new position or state. • This often requires the services of a change agent, i.e. somebody who has the skills and expertise to manage change.
  10. 10. london management centre® www.lmcuk.com® ® lmc ® The Transition Model • Freezing: The new state is stabilised and consolidated by introducing values, policies, rules, procedures, new behaviours etc.
  11. 11. london management centre® www.lmcuk.com® ® lmc ® Anticipating Reactions • Change will always meet with some resistance. You can, however, pre-empt resistance to a large extent by anticipating and understanding people’s reservations. • Take steps to accommodate some objections in your plans for change, and gather evidence to counter others.
  12. 12. london management centre® www.lmcuk.com® ® lmc ® Anticipating Reactions • Try to see change from other peoples point of view and anticipate their fears. – Will they feel inadequately informed? – Will they fear workload increases, loss of control, loss of status, or loss of jobs? • Allow time for these reactions to take their course, and plan presentation and concessions accordingly.
  13. 13. london management centre® www.lmcuk.com® ® lmc ® More to follow • Times have changed and people have developed more strategies and tactics since Lewin but the basic premise has its origin from these 3 stages. If followed it still works! • Please contact lmcteam@lmcuk.com if you have any questions, we would love to hear your thoughts 

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