introduction to change management i
TRANSCRIPT
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Introduction to Change Management I
“Introduction to e-governance for Institutional Development”
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The Change …
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VIDEO
THE EAGLE
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Why do We Resist Change
• Sense of loss, confusion • Mistrust and a “me” focus • Fear of letting go of that which led to success • People hold onto & value the past • High uncertainty, low stability, high emotional
stress • Perceived high levels of inconsistency • High energy — often undirected • Control becomes a major issue • Conflict increases — especially between groups
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The Changed Approach
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Success Stories
• Bhoomi Project ( Karnataka) : Online Delivery of Land Records
• eSeva (Andhra Pradesh): Front-end Citizen Service Delivery – One Stop Shop
• IRCTC - Indian Railways Reservation System
• Passport
and more
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Some Maharashtra e-Governance Initiative
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…
• Implementation of e-Governance programs bring along drastic changes in routine functioning
• Service delivery through the electronic media-
EDI, Internet and other IT based technology
• It creates impact on Environment Variables –
Social, Political, Legal and Economic
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Impacts of e-Governance Implementation
- Procedural and Legal Changes
- Decision management
- Processes
- Report structuring
- Delegation of Powers
- Administrative set-up
- Roles and Responsibilities of the Employees
and so on …
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e-Governance Implication is Complex
• Long implementation Cycle
• Lack of Clarity on Vision
• Support of Top Management
• Fear of Unknown
• Work Overload / Additional Responsibilities
• Complicated Guidelines and Reports
• Changes in Job Profile
• Fear of Loss of Power
• Past failures , etc
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…
• All changes in the system may not be welcomed by the stakeholders
(govt., citizens, unions etc)
• changing the mindsets of the people
• Change management – encourages individual to make successful changes
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Definition - Change Management
• It’s the methodology that integrates change and the ability to adapt into the organization
• It’s an organized, systematic application of knowledge, tools
and resources of change • Provides organizations with a key process to achieve their
basic business strategy
• Enables an organization in transition from its current state to a desired future state
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Need for Change Management • Any e‐Governance project will bring in tremendous change, in
terms of processes, people, departmental structures and use of technologies
• It targets leadership within all levels of an organization including executives, senior leaders, middle managers and line supervisors
• Change management emphasizes the “people side” of change
• When change management is done well, people feel engaged in the change process and work collectively towards a common objective, realizing benefits and delivering results
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When to start Change Management
• Mostly taken as a reactive measure than pro-active measure
• Should be included as part of the project plan
• During project feasibility and conceptualization
•
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Managing Change with ‘ADKAR’
• diagnose employee resistance to change
• helps in transition of the change process
• action plan for personal and professional advancement
• identifies why changes are not working
• helps to address the point which is impacted
• works on both dimensions of change
- Business
- People
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ADKAR Model
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Pha
ses o
f a
pro
ject
Awareness Desire AbilityKnowledge Reinforcement
Post-implementation
Implementation
Concept and Design
Business need
Success
Required elements of change for employees
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Organizational Dimension:
• Business need or opportunity is identified
• Project is defined (scope and objectives)
• Organizational structure is designed
• New processes and systems are developed
• Solutions are implemented
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People Dimension:
• It’s the most critical success factor
• Five key goals for change from ADKAR model
1. Awareness
2. Desire
3. Knowledge
4. Ability
5. Reinforcement
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© 2012 Prosci and Bill Cigliano
Prosci® ‘ADKAR’ Model
Awareness Awareness of the need to change
Desire Desire to participate and support
Knowledge Knowledge on how to change
Ability Ability to implement required skills and behaviors
Reinforcement® Reinforcement to sustain the
change
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Communication in Change Management
• organizational change can not happen without communication
• It must be parallel and integrated with the change process
• Its more deeper than just a strategic planning
• It’s a two way process, focused on dialogue
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Communication process
it’s a rigorous planning process which includes ..
- assessing stakeholders needs
- creating and coaching message delivery
- building feedback loops
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Activity
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… Some common errors in Communication Process
- no clear identification of key stakeholders
- failure to listen to stakeholders (attitudes, concerns, information needs, suggestions)
- insufficient faith in stakeholders
- concentrate on the “what” at the expense of “why”
and so on …
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Why Change Initiatives Fail
• No prioritization
• Voice of customer is absent
• Employees are not involved
• Benefits at individual level are not demonstrated
• No urgency is created for change
• Continuity of team not ensured
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Essential Elements of Change Management
• Stakeholder Management
• Communication Management
• Capacity Building/Training
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Stakeholder Management
• all stakeholders are identified
• relationships are managed
• stakeholder gets information about process
• program needs
• benefits tracking
• their feedback received and incorporated in the process
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Communication Management
• planned communication throughout the organization
• execute the plan through effective means and channels
• reaching the target audience in time
• providing just enough information
• excited about the change and effectively implement it
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Capacity Building
• Training of the personnel at all levels is imperative to build capacity and sustain change in e-Governance projects
• Identifying key skills required to drive and implement the change
• Must begin at the planning stage
• Training plan for identified groups and targeted training must be conducted
• Leadership training to equip the leaders with the necessary skills to drive the change
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Training
• Provide training materials
• Trainers and logistics
• Ensure the target audience are trained in the new ways of working
( including data, processes, system tools and governance)
• Just in time and just enough
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Guiding Principals for Change Planning
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…Change Planning
• Formulate Change Vision-
bridge between the current state and the desired future state
• Assess Environment-
legal, political, social
• Leadership Engagement-
set the tone for change
• Stakeholder Engagement –
engage and collaborate with stakeholders
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…Change Planning
• Communication Strategy and Plan-
needs to be assessed by why, what, how and when?
• Capacity Building –
training personnel at all level for the skills required
• Monitoring and Evaluation-
system to measure progress of the change initiative
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e-Governance Issues
• Insufficient funds
• Infrastructural issues
• Inadequate manpower
• Citizen readiness
• Data backlog
• Legal framework readiness
• Maintenance …
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Key issues to be addressed …
• Redefine responsibilities and other dimensions of jobs
• Redesigning the recruitment and selection process
• Identification of competencies of technological environment
• Performance management program
• Educating employees about their new responsibilities and obligations
• Faster decision mechanisms
• Changes in department structure
• Flatter organisation
• Higher delegation of authority
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Major Obstacles
• Employee or stakeholders resistance at all levels
• Lack of knowledge about project and its benefits
• The ineffective management of the people side of change
• One size doesn’t fit all when it comes to change management
It should be planned by taking organization’s culture, values and business model and project requirements.
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Key Components of Successful Change Management
i. Leadership i. Focused and Coherent Strategy, Defined objectives and
implementation plans i. Buy-In from stakeholders - Consultation - Incentives - Training - Monitoring and Evaluation
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Benefits of Change Management
• Projects and initiatives that are delivered on time, on budget and with the intended results
• Improved employee and stakeholder engagement
• Trust and credibility for the next change
• Reduce resistance to change
• Ability to innovate and move forward
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