1. A Classroom Discussion

3. Session Coverage Change: An inevitable phenomenon of life Change in organizational context Managing change: What Why, and How? Considerations

4. Forethought “It is not the strongest of the species that survive, nor the most intelligent but, the one most responsive to change” Charles Darwin

5. Change in organization People TechnologyStructure

6. Forces for change Nature of the workforce Technology Economic shocks Competition Social trend World politics

7. Change: Common terms Change: Making things different Planned change: Activities that are intentional and goal oriented First- order change: linear and continuous change Second- order change: change that is multidimensional, multilevel, discontinuous and radical

8. Change: Common terms Change agents: Persons who act as catalysts and assume the responsibility for managing change activities Driving forces: forces that direct behavior away from the status quo Restraining forces: forces that hinder movement away from the status quo

9. Strategic change

11. Group Exercise 1. Identify a situation that needs significant improvement/change in your organization 2. Envision the situation after change occurs successfully 3. Identify few major driving forces and restraining forces for moving away from the status quo 4. Analyze the degree of influences of such factors

12. Group Exercise 5. Discuss and devise few major ways how to reduce the restraining forces, increase the driving forces or both for successful change efforts 6. Develop implement/action plan for managing change efforts 7. Outline major considerations to institutionalize the change efforts

13. CHANGE Management Process C Create Tension H Harness Support A Articulate Goals N Nominate Roles G Grow Capabilities E Entrench Change

16. Managing Change

17. Approaches to managing change Lewin’s three step model Action Research Organizational Development

18. Why transformation efforts fail? Not establishing a great enough sense of urgency Not creating a powerful enough guiding coalition Lacking a vision Under-communicating the vision

19. Why transformation efforts fail? Not removing the obstacles to new vision Not systematically planning for and creating short term wins Declaring victory too soon Not anchoring changes in organization’s culture Source: John P.Kotter, Leading Change: Why transformation efforts fail?, HBR

20. Remember the ‘Driving Path’

21. Blockade of learning culture 1. I am my position 2. The enemy is out there 3. Illusion of taking charge 4. Fixation of events 5. Delusion of learning from experiences 6. Myth of the management team - Peter Senge

22. “Maybe pushing on that wall to the right will give some space.” System Thinking is crucial

23. 23 “Oops!”

24. M&E of change interventions

25. Conclusion Change is inevitable in personal as well as organizational life Creating and communicating vision, getting people support, commitments and competencies of change agents are crucial for successful change management

26. The story continues… brsigdel@nasc.org.np