Q.2 Explain change management process?
Ans:
Change management process is a part of change management. Change management is a process, tool and technique for managing people’s side of change. It is not a separate process for designing a business solution.
Tools or components of change management include:
• Process of change management.
• Assessment of readiness.
• Communication and communication planning.
• Coaching and manager training for change management.
• Development of training and employee training.
• Sponsor activities and sponsor roadmaps.
• Management of resistance.
• Collection of data, analysing feedback and remedial action.
• Celebrating and recognising success.
But before going into change management process, it is important to know what change management is and what change management is not.
Change management is not a process improvement method, but it is a method for reducing and managing resistance to change while implementing process, technology or organisational change.
Change management is not a separate technique for improving organisational performance. It is a necessary component for any organizational performance improvement process to succeed.
For example programs like Six Sigma, Business Process Reengineering, Total Quality Management, Organisational Development, Restructuring and continuous process improvement. It is all about managing change to get best business results.
There are nine elements which contain the areas or components of the change management program. They along with change management process help in managing change. Good project managers apply these components successfully to bring about project success, avoid the loss of valued employees, and minimise the negative effect of the change on productivity and customers.
The nine elements are:
• Process of change management.
• Assessment of readiness.
• Communication and communication planning.
• Coaching and manager training for change management.
• Development of training and employee training.
• Sponsor activities and sponsor roadmaps.
• Management of resistance.
• Collection of data, analysing feedback and remedial action.
• Celebrating and recognising success.
These nine elements can be explained as follows:
Process of change management
The change management process is the series of steps or activities that a change management team or project leader follow to apply change management to a project or to a change. The change management process allows an organisation to deal with both the human and technical aspects of change.
Assessment of readiness
Assessments are tools that are used by change management team to assess the organisation’s readiness to change. This assessment can include organisational assessments, culture and history assessments, employee assessments, sponsor assessments and change assessments. Each tool provides an insight into the challenges and the opportunities that the project team may face during the change process.
Communication and communication planning
Many managers believe that if they communicate clearly with their employees, their job is done. However, there are many reasons why employees may not understand what their managers are saying at the first time. That is because each employee’s readiness to hear is based on many factors. Effective communicators consider three components: the audience, what is said, and when it is said.
For example, the first step in managing change is to build awareness about the need for change and create a desire among employees. Therefore, initial communications are naturally designed to create awareness about the reasons for change and the risk of not changing. Like this, at each step in the process, communications should be designed to spread the right message at the right time.
Therefore, communication planning starts with a careful analysis of the audiences, the key messages and the timing for those messages. The change management team must design a communication plan that addresses the needs of front-line employees, supervisors, and executives. Each of the audience has particular needs for information that is based on their role in the implementation of the change.
Coaching and manager training for change management
Supervisors play a major role in managing change. Ultimately, the supervisor will have direct influence over an employee’s motivation to change than any other person at workplace. Unfortunately, it is difficult to convince supervisors about the need for change and they even become the source of resistance. It is essential for the change management team and executive sponsors to increase the support of supervisors and to build change leadership. Use of individual change management activities will help these supervisors to understand and implement the change process.
When managers and supervisors are into the project, the change management team must prepare a coaching plan. They should provide training for supervisors including how to use individual change management tools with their employees.
Development of training and employee training
Training is the foundation for building information about the change and other skills required. Project team develops training requirements based on the skills, the knowledge, and the behaviours that are necessary to implement the change. These training requirements will be the foundation for the project team to develop training programs.
Sponsor activities and sponsor roadmaps
Business leaders and executives play a major role as sponsors in change management. The change management team develops a plan for sponsor activities and help key business leaders to carry out these plans. Sponsorship should be seen as the most important success factor. Avoid confusing the idea of sponsorship with support. The CEO (Chief Executive Officer) of the company may support your project, but that doesn’t mean that they sponsor your initiative.
Sponsorship involves energetic and visible involvement by senior business leaders throughout the process. Unfortunately many executives will not be aware of what this sponsorship looks like. A change management agent’s or project leader’s role here is to help senior executives to do the right things to sponsor the project.
Management of resistance
Resistance from employees and managers at early stage is a normal behaviour. However, continuous resistance can threaten a project. So, the change management team must identify, understand and manage resistance throughout the organisation. The processes and tools used by managers and executives along with the support of the project team to manage employee resistance is called resistance management or management of resistance.
Collection of data, analysing feedback and remedial action
Employee involvement is essential and integral part of change management. Managing change can not happen from one side. Feedback from employees is a key factor of the change management process. Analysis and remedial action based on this feedback aids in implementing change.
Celebrating and recognising success
Success at early stage and long-term must be recognised and celebrated. Individual and group appreciation is also a necessary component of change management in order to strengthen and support the change in the organisation.
After-action review is the final step of the change management process. At this point you can stand back from the entire program, calculate successes and failures, and categorise process changes for the next project. This is part of the ongoing, continuous improvement of change management for your organisation and ultimately leads to change proficiency.
Ans:
Change management process is a part of change management. Change management is a process, tool and technique for managing people’s side of change. It is not a separate process for designing a business solution.
Tools or components of change management include:
• Process of change management.
• Assessment of readiness.
• Communication and communication planning.
• Coaching and manager training for change management.
• Development of training and employee training.
• Sponsor activities and sponsor roadmaps.
• Management of resistance.
• Collection of data, analysing feedback and remedial action.
• Celebrating and recognising success.
But before going into change management process, it is important to know what change management is and what change management is not.
Change management is not a process improvement method, but it is a method for reducing and managing resistance to change while implementing process, technology or organisational change.
Change management is not a separate technique for improving organisational performance. It is a necessary component for any organizational performance improvement process to succeed.
For example programs like Six Sigma, Business Process Reengineering, Total Quality Management, Organisational Development, Restructuring and continuous process improvement. It is all about managing change to get best business results.
There are nine elements which contain the areas or components of the change management program. They along with change management process help in managing change. Good project managers apply these components successfully to bring about project success, avoid the loss of valued employees, and minimise the negative effect of the change on productivity and customers.
The nine elements are:
• Process of change management.
• Assessment of readiness.
• Communication and communication planning.
• Coaching and manager training for change management.
• Development of training and employee training.
• Sponsor activities and sponsor roadmaps.
• Management of resistance.
• Collection of data, analysing feedback and remedial action.
• Celebrating and recognising success.
These nine elements can be explained as follows:
Process of change management
The change management process is the series of steps or activities that a change management team or project leader follow to apply change management to a project or to a change. The change management process allows an organisation to deal with both the human and technical aspects of change.
Assessment of readiness
Assessments are tools that are used by change management team to assess the organisation’s readiness to change. This assessment can include organisational assessments, culture and history assessments, employee assessments, sponsor assessments and change assessments. Each tool provides an insight into the challenges and the opportunities that the project team may face during the change process.
Communication and communication planning
Many managers believe that if they communicate clearly with their employees, their job is done. However, there are many reasons why employees may not understand what their managers are saying at the first time. That is because each employee’s readiness to hear is based on many factors. Effective communicators consider three components: the audience, what is said, and when it is said.
For example, the first step in managing change is to build awareness about the need for change and create a desire among employees. Therefore, initial communications are naturally designed to create awareness about the reasons for change and the risk of not changing. Like this, at each step in the process, communications should be designed to spread the right message at the right time.
Therefore, communication planning starts with a careful analysis of the audiences, the key messages and the timing for those messages. The change management team must design a communication plan that addresses the needs of front-line employees, supervisors, and executives. Each of the audience has particular needs for information that is based on their role in the implementation of the change.
Coaching and manager training for change management
Supervisors play a major role in managing change. Ultimately, the supervisor will have direct influence over an employee’s motivation to change than any other person at workplace. Unfortunately, it is difficult to convince supervisors about the need for change and they even become the source of resistance. It is essential for the change management team and executive sponsors to increase the support of supervisors and to build change leadership. Use of individual change management activities will help these supervisors to understand and implement the change process.
When managers and supervisors are into the project, the change management team must prepare a coaching plan. They should provide training for supervisors including how to use individual change management tools with their employees.
Development of training and employee training
Training is the foundation for building information about the change and other skills required. Project team develops training requirements based on the skills, the knowledge, and the behaviours that are necessary to implement the change. These training requirements will be the foundation for the project team to develop training programs.
Sponsor activities and sponsor roadmaps
Business leaders and executives play a major role as sponsors in change management. The change management team develops a plan for sponsor activities and help key business leaders to carry out these plans. Sponsorship should be seen as the most important success factor. Avoid confusing the idea of sponsorship with support. The CEO (Chief Executive Officer) of the company may support your project, but that doesn’t mean that they sponsor your initiative.
Sponsorship involves energetic and visible involvement by senior business leaders throughout the process. Unfortunately many executives will not be aware of what this sponsorship looks like. A change management agent’s or project leader’s role here is to help senior executives to do the right things to sponsor the project.
Management of resistance
Resistance from employees and managers at early stage is a normal behaviour. However, continuous resistance can threaten a project. So, the change management team must identify, understand and manage resistance throughout the organisation. The processes and tools used by managers and executives along with the support of the project team to manage employee resistance is called resistance management or management of resistance.
Collection of data, analysing feedback and remedial action
Employee involvement is essential and integral part of change management. Managing change can not happen from one side. Feedback from employees is a key factor of the change management process. Analysis and remedial action based on this feedback aids in implementing change.
Celebrating and recognising success
Success at early stage and long-term must be recognised and celebrated. Individual and group appreciation is also a necessary component of change management in order to strengthen and support the change in the organisation.
After-action review is the final step of the change management process. At this point you can stand back from the entire program, calculate successes and failures, and categorise process changes for the next project. This is part of the ongoing, continuous improvement of change management for your organisation and ultimately leads to change proficiency.
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