The Human Side of Organizational Change

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1 The Human Side of Organizational Change Incorporating the Human Element to the Bottom Line Software Process Improvement Conference September 11, 2008 Le Angela Ingram Facilitator

2 Learning Objectives Identify elements of the human side of change Explore phases of organizational transitions Examine principles for managing change Review strategies for transitioning from old to the new Examine common assumptions about change in organizations. 2

for managing change Review strategies for transitioning from old

3 Spectrum of Reactions to Change Denial/Disbelief Anger/Attack Bargain/Strike a Deal Depression/Sadness Acceptance/Resolution Problem Solving/Adaptive Behavior 3

4 Factors to Consider in the Change Product Process People Process 4

5 THINKING OF A TIME YOU HAVE EXPERIENCED A CHANGE IN YOUR LIFE: 5

6 The Human Side of Change People can view the prospect of Change as providing Opportunities and/or Threats. For people to support change, they must perceive more Incentives than Disincentives. 6

7 Transition Phases in Organizations Phase Signs/Symptoms Management Ideas 7

8 Principles for Managing Organizational Change Commitment Impacted Planned and Managed Interdependencies Feedback Management Support Perseverance 8

9 Strategies for Transitioning From The Old To The New 9

10 Things to Avoid: 10

11 Change Imposed is Change Opposed Spencer Johnson 11

12 Some Assumptions About Change in Organizations About Individuals About Organizational System About Change Efforts 12

13 A Change Checklist 13

14 A Transition Communication Checklist 14

15 The C.U.S.P. of Change 15

16 Eight Steps to Transforming Your Organization Establishing a Sense of Urgency Forming a Powerful Guiding Coalition Creating a Vision Communicating the Vision Empowering Others to Act on the Vision Planning for and Creating Short-Term Wins Consolidating Improvements and Producing Still More change Institutionalizing New Approaches Source: Leading Change: John P. Kotter 16

Act on the Vision Planning for and Creating Short-Term Wins Consolidating Improvements and

17 About Le Angela Ingram Le Angela Ingram brings more than two decades of experience in a variety of private, public and academic organizations in the areas of Change Management, Staff Training and Development, organization Development, Human Resource Assessment, workforce Diversity, Selection and Management. Her work efforts focus on improved organization effectiveness, ectiveness, staff skills and employee commitment, and increased employee sensitivity sitivity to individual and cultural differences: reduction in cycle time and d cost; and increased effectiveness and efficiency of workflow. As a trainer and organization development consultant, Ms. Ingram conducts change management design and interventions for corporations, provides leadership training, process consulting, organizational assessment and diagnosis, coaching, management development and instruction aimed d at achieving increased productivity and quality improvement in change management programs. She designs, develops and launches customized seminars and conferences in diversity, leadership skills, change management and team building yielding high ratings in content and quality. 17

Her work efforts focus on improved organization effectiveness, ectiveness, staff skills and employee commitment, and increased employee sensitivity sitivity to individual and cultural differences:

18 About Le Angela Ingram (CONT.) Selected clients include: : US Census Bureau, US Attorney s s Office, USDA Graduate School, US Department of Urban Development, US Department of Health and Human Services, DC Superior Courts, Anne Arundel Community college, Montgomery Community College, Howard University, Johns Hopkins University, and the Washington Hospital Center. Ms. Ingram earned a Bachelor of Business Administration-Marketing from Howard University. She also holds a Master of Science in Applied d Behavioral Science/OD-HRD from Johns Hopkins University where she also completed Fellowships in Change Management and women, Leadership and Change. She holds certificates in Transition Management by William Bridges, Myers Briggs Type Indicator and The Leadership Process from Harvard University. Contact Le Angela at The Ingram Consulting Group [email protected] Web: 18

Arundel Community college, Montgomery Community College, Howard University, Johns Hopkins University, and the Washington Hospital Center. Ms.

Kotters Eight Steps of Change

Kotters Eight Steps of Change We are often asked the question, What should I do to improve our staff engagement? Culture change is a difficult task to achieve for any leader. Leaders we work with to help transform their organizational