“Change is disturbing when it is done to us, exhilarating when it is done by us ”, Rosabeth M. Kanter (Harvard Business School, 1992).

We will discuss change in organisational level and individual level today.

ORGANISATIONAL LEVEL

Why manage organisational change?

… and 70% of all change projects fail (in some way)

… nature of failure

28% are abandoned before completion; 46% are behind schedule or over budget; 80% changes are not implemented in the way intended or not used at all six months later; three out of four mergers fail to achieve their financial and strategic objectives ; costs escalate and benefits fail to appear (Cameron & Green 2012)

Solution for managing organisational change?

One of the popular model to manage change Kotter’s 8 Step Model:

1.Establishing a sense of urgency

2.Forming a powerful coalition

3.Creating a vision

4.Communicating the vision

5.Empowering others to act on the vision

6.Planning for and creating short-term wins

7.Consolidating improvements and producing still more change

8.Institutionalizing new approaches

INDIVIDUAL LEVEL

WHY DON’T WE CHANGE? 3 MAIN REASONS:
- Fear of the results (e.g., the new job will not be as good as the current job)

- Fear of the process (e.g., it is difficult to get the job)

- Fear of the lost (e.g., I will lose friends and things that I have now)

STEPS TO MAKE A CHANGE:
- Fear of the results (e.g., the new job will not be as good as the current job)

- Think about all the benefits that you may gain; list it out; imagine it; feel it to let it integrate in your identity (e.g., imagine the new workplace with new awesome co-workers and bright office)