CHANGE MANAGEMENT Week 1 1. Provide a definition of Change Management and explain what is involved.

A structure approach to transitioning individuals, teams and organizations from a current state to a desired future state. It is used to ensure that the human aspects of introducing new processes and technology are addressed: * creating an organizational structure aligned with new strategies and processes; * having jobs and skills sets that support the new organizational direction; * employing effective communications strategies; * ensuring customers, suppliers and other stakeholders to understand an support effort: * minimizing resistance to change. 2. Describe the importance and benefits of Change Management. Importance: Change is an inevitable part of personal and business life. The Speed and Magnitude of change is increasing all the time. To remain competitive and survive, organizations must adapt to change. To excel, they must embrace change, Benefits: * greater organizational effectiveness * improved work quality and morale * enhanced collaboration and communication * higher retention rate for employees * better customer service 3. Describe the role and importance of communication in Change Management. Effective Communication is crucial to the success of any Change Management process or strategy. Successful Change Management enhances Communication. 4. Explain why personal change is often painful and describe relevant theories on how people cope with this transition.

Why is it painful? It is human nature to avoid problems and the emotional suffering connected with them. Theories: Fishers Transition Curve Useful reference for: * individuals dealing with personal change * managers and organizations helping staff to deal with personal change It can be seen that the transition curve is important for an individual to understand the impact that the change will have on their own personal construct systems; and for them to be able to work through the implications for their self perception. Kellys Personal Construct Psychology: We must understand how the other person sees their world and what meaning they attribute to things in order to effectively communicate and connect with them. Understanding the individual from within their own world view- that is by understanding how they see the world not how we interpret their picture of the world.

M. Scott Peck Life is Difficult: Life is difficult. This is the great truth, one of the greatest truths- it is a great truth because once we see this truth, we transcend it. Once we truly know that life is difficult- once we truly understand and accept it- then life is no longer difficult. Because once it is accepted, the fact that life is difficult no longer matters. 5. Discuss the relevance of psycho-analysis to personal change and mention its recent origins/originators. Sigmund Freud and Jung Freuds Psychoanalysis Applications of psychoanalysis: * a method of investigation of the mind and the way one thinks * a systemized set of theories about human behavior * a method of treatment of psychological or emotional illness 6. Explain the relevance of Pecks theory of Discipline and Emotional Growth to personal change. The theory starts with a fact that life is full of difficulties and it is not meant to be easy. Thus, Peck has set 4 disciplines that help people to get through their changes of life, or in other words difficulties of life. The disciplines are: delaying gratification (sacrificing present comfort for future gains); acceptance of responsibility (accepting responsibility for ones own decisions); dedication to truth (honesty, both in word and deed); balancing (handling conflicting requirements). These are the techniques of suffering by which people experience the pain of problems in such a way as to work through them and solve them successfully. Through the process, people grow emotionally. Most people avoid problems because of the pain involved, yet tackling them is the only way that a life has its meaning. They avoid the discipline and since it requires suffering and willingness, this road is less traveled. 7. Describe the concept of Worldview/Roadmap in a personal and business context and provide specific examples. The framework of ideas and beliefs through which an individual interprets the world and interacts with it. It is also deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action. (Senge). Examples: Detroit Car Industry (Senge), Escape from Freedom (Study of Nazism by Erich Fromm). 8. Describe the similarities between personal and organizational change based on Pecks and Senges theories. * the transition is painful * it requires effort and discipline * it is necessary to grow and succeed * to accept change as part of life, you must be a life-long learner or a Learning Organization 9. Explain the concept of Systems Thinking and its importance to organizational learning and success. Senges Systems Thinking is a conceptual framework, a body of knowledge and tools that emphasize people to see the interrelationships rather than linear cause-effects and to see the processes of change rather than snapshots. In other words, it forces people (in an organization) to work harder and work together at their best. It is extremely important for organizations success because it is a discipline for seeing structures that underlie complex situations.

10. Describe the basic goal and elements of the Beer game and the usefulness of business games to change management. The Beer Game has three players in the game: retailer, wholesaler, brewery. A customer orders beer from the retailer; the retailer from the wholesaler; the wholesaler from the brewery; the brewery from factory. As seen, each player is depending on each other. When there is lack of beer, each member orders more and more beer creating a vicious cycle that increases the problem even more. That is the basic goal of the beer game: players must understand that in order for them to succeed, each and every one part of the cycle needs to succeed. The Beer Game shows the principles of Systems Thinking: * structure influences behavior; * human systems interrelationships; * change comes from New Ways of Thinking Business games are very useful to change management because they: * assess the skills required to act through change process * develop personal strategies to deal positively with the change * develop patterns that help to successfully implement the change. Week 2 1. Provide examples of Systems Thinking from real life and describe systems archetypes. Balancing Process with Delay: in a sluggish system, aggressiveness produces instability, either be patient or make the system more responsive. Example: The Tiananmen Square Massacre in China, 1989. There was a protest in the Peoples Republic of China which was broken up by the Government forces. During the interruption, thousands were killed during the demonstration (estimation of 1000 to 4000 people). If the forces would have not interrupted, the protest would have calmed down on its own. Shifting the Burden: people start solving easier solutions, by so doing, leave the real problem untouched which starts to grow bigger and bigger. If you are under a stress, you start drinking, but actually drinking doesnt solve any problems, it is only the mask for the real problems that will come back. Example: Live Aid Concert in 1985 to relieve starvation in Ethiopia. Of course it helped to relieve the starvation, but does provide long-term-solutions. Actual problems lie in Bad Governance, Trade Issues, Aids etc. 2. Identify Systems Thinking as the Fifth Discipline and explain why Senge called it so. Systems Thinking is the core discipline that integrates the other disciplines (such as personal mastery, mental models, building shared vision and team learning) fusing them into a coherent body of theory and practice. That is why it can be identified with the Fifth Discipline, because this is what it is all about- see the connections between the whole and achieve the interconnectedness. 3. Describe Learning Disabilities and provide real life examples. * I am my position: when people in organizations focus only on their position, they have little sense of responsibility for the results produced when all positions interact. Thus, when the results are disappointing, it can be difficult to know why. And it is easy to assume that someone else screwed up. Example: 23 employees in France Telecom took their lives in 18 months. Working under pressure and often, people were blamed for nothing. * The enemy is out there: finding someone or something to blame, example (marketing blames manufacturer): The reason we keep missing sales targets is that our quality is not competitive. * The illusion of taking charge: the illusion of being active is frequently being reactive- waiting until a situation gets out of hand before taking a step.

* The fixation of events: we are conditioned to see life as series of events, and for every event, we think there is one obvious cause. example: I started crying because he played a dick at me., I played a dick at her because she broke my heart., I broke his heart because I was afraid of losing you. * The parable of the boiled frog: we need to slow down and see the gradual processes that often pose the greatest threats. example: in 1960s, North American sales dominated automobile industry. In 1962, Japanese had a market share under 4% which made it a not competitive market. Nor was it competitive in 1974, when the share was under 15%. Americans did not see it as a competition and did not pay any attention to it. Japanese on the other hand, developed with each year. By 2005, their market share was 40%. * The delusion of learning from experience * The myth of the management team 4. Define the four Disciplines of organizational learning and identify which are personal and which are organizational. * systems thinking (conceptual cornerstone that integrates the following others) * personal mastery * mental models * building shared vision * team learning personal: systems thinking, personal mastery, mental models organizational: building shared vision, team learning Week 3 1. Describe each Core Discipline and provide examples from real life. * Personal mastery: discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. Organizations learn only through individuals who learn. But individual learning does not guarantee organizational learning. And without it, no organizational learning occurs. Example: Toyotas business characteristics (listen and learn from others; comfort with working in teams; interest in coaching other employees etc) * Mental Models: discipline of managing mental models: surfacing, testing and improving our internal pictures of how the world works. Examples: Shell, Harley-Davidson Motorcycles. * Shared Vision: discipline of sharing pictures of the future that foster genuine commitment and enrollment rather than compliance. Example: * Team Learning: discipline of aligning and developing the capacities of a team to create the results its members truly desire. Example: 2. Explain the difference between Dialogue and Discussion. In a discussion, different views are presented and defended, and as explained earlier this may provide a useful analysis of the whole situation, and this may provide a useful analysis of the whole situation. In a dialogue, decisions are made. 3. Explain the connection between the disciplines and leadership within a learning organization. Team Learning and Shared Vision: those who excel in these areas will be the natural leaders of learning organizations. 4. Describe Senges New Vision of Leadership as opposed to the traditional view of Leadership. Senges New Vision of Leadership sees that Leaders are Designers, Teachers and Stewards.

* Leader as Designer: designing the purpose, vision and core values. The idea is to bring the halfbaked-pie to the members and let them work out the details. Members are included in the process. Its not what the vision is, its what the vision does. The great leaders are the ones of whom the people say, We did it ourselves! Example: Al-Aydh and Cafe 03. * Leader as Teacher: fostering learning for everyone. Often, the experts do all the work and shifting the burden dynamic will develop. Thus, members lose the motivation. To be a good teacher, you must be a good learner. * Leader as Steward: leaders are the stewards of the vision. It is all about serving a larger purpose. There are two sides: genuine commitment and fanatic. Genuine commitment is good because it lack certainty and we always keep questioning in the causes of our decisions (which is again, life-long learning); fanatic on the other side is so certain about everything and sees everything black and white. The traditional view, on the other hand, sees the leader as someone who sets the directions, makes the key decisions and derives thoughts from on individualistic and non-systemic worldview. 5. Provide real life examples of Learning Organizations and explain why they deserve this label. * Plug Power. A company that had never made a profit and within five years, is now setting a standard for sustainable zero-to-landfill product design (reusable fuel cells). Their work is sustainable and living in a learning environment. I.e giving the people something new and more sustainable. * Oxfam-Unilever cooperation to fight against poverty. Stepped out of their core-business not only to earn money but think about more sustainable world. Week 4 Describe the 8 step change model by John Kotter and how this relates to the internal communication strategy. Step 1: Create Urgency: Develop a sense of urgency around the need for change, open an honest and convincing dialogue about whats happening. Step 2: Form a Powerful Coalition: convince people that change is necessary, find effective leaders throughout the company. Step 3: Create a Vision for Change: when people see what youre trying to achieve, it is much easier to cope with the process. Step 4: Communicate the Vision: when you keep the vision fresh, it will stay on everyones minds; + walk the talk (actions speak louder than words). Step 5: Remove Obstacles: this helps to empower the people you need to execute your vision, and it can help the change to move forward. Step 6: Create Short-term Wins: give your company a taste of victory early in the change process; after a period of time show the results the staff wants to see. Step 7: Build on the Change: each success provides an opportunity to build on what went right and what needs to improve; let them learn from the experience. Step 8: Anchor the Changes in Corporate Culture: make continuous efforts to make sure the change is seen in every aspect of your organization. 1. Create a sense of urgency, recruit powerful change leaders, build a vision and effectively communicate it, remove obstacles, create quick wins, and build on your momentum. If you do these things, you can help make the change part of your organizational culture. That's when you can declare a true victory. then sit back and enjoy the change that you envisioned so long ago.

It relates to IC because IC is all about effective communications among the participants of the organization. The Kotters models goal is to provide the most effective and easy way how to manage change in an organization. 2. Summarize the recommendations by Larkin&Larkin on communication change and how these influence the internal communication plans. Larkin and Larkin suggest two measures: * The Communication should change behavior, that is improve performance. * The Communication should be receiver-oriented. ... and provide three principles for Success: * conveying the message through supervisors * communicating face-to-face * making the changes relevant to each work area 3. Explain how Change Management theory relates to communication (Internal and External). Based on Change Management benefits: * greater organizational effectiveness * improved work quality and morale * enhanced collaboration and communication * higher retention rate for employees * better customer service. In every way, CM is beneficial for organizational communication.

Week 5 1. Describe the basics of Risk Communication and how this influences the methods for communicating change. Risk Communication is a resolution of high concern, high stress or emotionally charged issues and have a profound impact on an organizations success. Examples: environmental risk, public health and safety, organizational change, crisis and emergency situations. Through risk communication we develop specific tools and tactics how to tackle the communication change. The most important thing to remember: risk communication needs to prioritize the personal needs of the receiver! 2. Explain how Change Management can impact an Internal Communication Plan Change Management usually impacts on the organizational structure and many of the employees personally. Therefore, many employees perceive it as a high threat because change is always painful and causes a lot of stress. According to the change, right tools and tactics need to be chosen for the right internal communication to survive the change or even better, become more successful through it. 3. Describe the process of coherence between organizational change, internal and external communication.