1. Name: Dr. Cathal Doyle Email: cathal.doyle@umail.ucc.iecathal.doyle@umail.ucc.ie Twitter: @Cathal_Doyle@Cathal_Doyle Website: cathaldoyle.comcathaldoyle.com

2. MondayTuesdayWednesdayThursdayFriday 9-10am 10-11am 11-12am 12-1pm 1-2pm 2-3pm 3-4pm 4-5pm 5-6pm 6-7pm 7-8pm 8-9pm 9-10pm

3.  “When the rate of change outside exceeds the rate of change inside, the end is insight” Jack Welch  Here’s an interesting blog post about this comment Here’s an interesting blog post about this comment

4.  “Organizational change is about reviewing and modifying management structures and business processes. Small businesses must adapt to survive against bigger competitors and grow. However, success should not lead to complacency. To stay a step ahead of the competition, companies need to look for ways to do things more efficiently and cost effectively. There is no need to fear change. Instead, small businesses should embrace change as a way to lay the foundations for enduring success.” Source

5.  “Company or organization going through a transformation. Organization change occurs when business strategies or major sections of an organization are altered. Also known as reorganization, restructuring and turnaround.” Source

6.  “A ​ process in which a large ​ company or ​ organization ​ changes its ​ working ​ methods or ​ aims, for ​ example in ​ order to ​ develop and ​ deal with new ​ situations or ​ markets:  Sometimes ​ deep ​ organizational ​ change is necessary in ​ order to ​ maintain a ​ competitive ​ edge.” Source

7.  What is Organisational Change? What is Organisational Change?  People  Process  Technology  But why is Organisational Change so hard? But why is Organisational Change so hard?

8. Resistance to Change 20%40%60%80%100% Source: Information Week, June 20, 1994 Limitations of Existing Systems Lack of Executive Commitment Lack of Executive Champion Unrealistic Expectations Lack of Cross-Functional Team Inadequate Team and User Skills Technology Users Not Involved Project Charter Too Narrow

9.  From the videos and chart, it is evident that People are the hardest part about organisational change  Why do you think this is?

10.  Some reasons include:  People have their own systems, beliefs, and values  People change at different speeds  People will only change if they believe in the vision Source  This is why leadership is critical in enabling change, where nurturing people through a change curve can prove to be effective

11. Denial ResistanceExploration Commitment Reaction Time

12.  A good read here that explains some of the phases above, and adds some more to the model A good read here that explains some of the phases above, and adds some more to the model

13. “How good things were in the past” “It can’t happen here” Numbness Everything-as-usual attitude Refusing to hear new information Denial Anger Loss and hurt Stubbornness Blaming others Complaining Getting sick Doubting your ability Resistance

14. ExplorationCommitment “What’s going to happen to me?” Seeing possibilities Chaos Indecisiveness Unfocused work Energy Clarifying goals Seeing resources Exploring alternatives “Where I am headed” Focus Teamwork Vision Cooperation Balance

15.  To be able to effectively enable Organisational Change, we should focus on the concept of Change Management  “Change Management (CM) refers to any approach to transitioning individuals using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization.” Wikipedia  For example For example