Climate change by Md. shamsul Arefin

1
CHANGE MANAGEMENT

• Md. Shamsul Arefin
• Joint Secretary
• Ministry of Public Administration
• Email s2arefin_at_yahoo.com

2
Why Change?
3
THERE IS NOTHING PERMANENT EXCEPT CHANGE
4
Learning Objectives

• Forces for Change
• Why is managing change difficult?
• Key success factors in change management
• Critical task in change management
• Leadership roles in Change Management

5
What is Change Management?

• Change management is the methodology that
  integrates change and the ability to adapt into
  the organization.
• Change Management is an organized, systematic
  application of the knowledge, tools, and
  resources of change that provides organizations
  with a key process to achieve their goal

6
Two types of Change

• Internalstructured shifts or programs that are
  an ongoing phenomenon within an organization.
• Externalenvironmental changes that come from
  outside the organization, and the organization
  exercises little or no control over them.

7
Forces for Change...
Knowledge economy
Products and Services
Structure
Mergers acquisitions
Market Segment
Technology
A-2
8
Why is managing change difficult?

• Change management involves managing four complex
  activities
• Inadequate management of any one of these can
  result in failure to achieve change objectives
• Each activity requires different leadership
  capabilities

9
Change management process
Leading Change
Making change last
Creating a shared need
Monitoring Progress
Shaping a vision
Changing Systems Structures
Mobilizing Commitment
10
Leading Change who is responsible?

• Do we have a leader?
• Who owns the change?

11
Shaping a vision

• See the outcomes of change in behavioural terms
  of what they will do differently as a result of
  the change
• Understand how the change will benefit you.

12
Mobilizing commitment who else needs to be
involved?

• Recognize who else needs to be committed to the
  change to make it happen
• Have the ability to enlist the support of key
  individuals in the organization
• Have the ability to build a environment to make
  the change happen

13
Making it last how will it get started and last?

• Recognize the first steps in getting started
• Have short and long term plans to keep attention
  focused on the change
• Have a plan for adapting the change over time

14
Four critical tasks in change management
15
Appreciating change

• Initiate change in an organization
• Expose yourself to variety

16
Mobilising support

• Influence people to actively participate in a
  change process
• Participation, involvement and ownership are
  crucial for effective change
• It involves changing mindsets
• Involves influencing, inducing, negotiating,
  persuading and winning
• Effective communication strategies

17
Approaches to change

• Leader-driven Approach

Team-driven Approach
Process-driven Approach
18
Leader-driven Approach

• Who leads the change effort? Leader or CEO
• How is change communicated? CEO announces
  change after consulting with advisers
• How is change executed? Leader uses his/her
  power to drive change
• When is the approach suitable? Centralized
  structure, Leader have the knowledge and power

19
Process-driven Approach

• Who leads the change effort? experts or Outside
  Consultants
• How is change communicated? Experts or
  Consultants identify and recommend changes
• How is change executed? Leaders support the
  change and consultants execute the change
• When is the approach suitable? Experts or
  consultants have specialized knowledge, leader is
  supportive

20
Team-driven Approach

• Who leads the change effort? Teams within the
  organization
• How is change communicated? Employee teams
  identify and recommend changes and leader
  approves the suggestion
• How is change executed? Parallel organization
  execute the change
• When is the approach suitable? Workforce
  educated and skilled, organization is large and
  complex

21
Change Management

• Who leads the change effort? Experts and teams
• How is change communicated? Experts initiate
  and recommend changes with employee inputs and
  leader approves the ideas and suggestions
• How is change executed? Parallel organization
  execute the change
• When is the approach suitable? Workforce
  educated and skilled, Business focus needed in
  the change

22
Leadership Role -

• Creating right structures and processes in an
  organization
• Establish effective coordination mechanisms
• Ensuring the success of change efforts in an
  organization
• Implement the change

23
Management of COMPLEX CHANGE
ACTION




CHANGE
VISION
SKILLS
RESOURCES
INCENTIVES
PLAN
ACTION
CONFUSION
SKILLS
INCENTIVES
RESOURCES




PLAN
ACTION




ANXIETY
INCENTIVES
RESOURCES
VISION
PLAN
ACTION
VISION
SKILLS
RESOURCES




GRADUAL
PLAN
CHANGE
ACTION
VISION
SKILLS
INCENTIVES




FRUSTRA-
PLAN
TION
FALSE
VISION
SKILLS
INCENTIVES
RESOURCES



STARTS
24
Encourage Individual Initiative
25
Building Consensus

• Group decision-making process
• Everyone's opinion is encouraged and valued
• Differences are viewed as helpful rather than
  hindering
• All voices are heard and understood before an
  effort to finalize a decision is made
• After full discussion, those who continue to
  disagree indicate willingness to experiment for a
  prescribed period of time
• All members share in final decision-making 

26
Conclusion

• 1.   Identify and define problem, situation, or
  issue
• 2.   Brainstorm list of alternatives
• 3.   Review, consolidate, rewrite and set
  priorities as a group through discussion
• 4.   Make a decision and put in place
• 5.   Later, review and evaluate results revise
  as needed

27

• THANK YOU