Change Management Training 110808090356 Phpapp02

8/9/2019 Change Management Training 110808090356 Phpapp02

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Change management training

The aim of this change management training is to provide you

with an understanding of why skills in change management

are required by your organisation to benefit your Enterprise

Cultural Heritage (ECH) management. This training material

will help you to

! "nderstand the dimensions of change management

! #esign the necessary change management steps for

your organisation

! $ake the best use of change management caused

by the e%ploitation of your organisation&s cultural

heritage.

The change management

training should take you

appro%imately ' '. hours

This material was last updated on

*+th#ecember ',**.

This work is licensed under Creative Commons -ttribution ., "nported /icense.
http://creativecommons.org/licenses/by/3.0/http://creativecommons.org/licenses/by/3.0/http://creativecommons.org/licenses/by/3.0/


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Before you start

0ou can ma%imise each of the

presentations to full screen view by

clicking the arrows at the bottomright hand corner of the slide.


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The term used to describe your organisations history and its creations, which

have the potential to uniquely innovate and differentiate your products and

services, is Enterprise Cultural Heritage (ECH).

1ould you like to learn more about the theory behind ECH2

Academic paper:

-altonen3 43 de Tommaso3 #3 5elpa3 63 Hein7e3 -3 8alantaridis3 C3 9asilieva3 E

and :ygiaris 3 4 (',*,) ;owerof the past and SME competitiveness: A

Europeanstudy3 in 5C4< ',*,3 =une '+>'?3 Cincinnati3 @hio3 "4- +','.

-vailable online httpAAusir.salford.ac.ukA*'+BBA

Wikipedia

@pen resources about Enterprise Cultural Heritage at 1ikipedia

page httpAAen.wikipedia.orgAwikiAEnterpriseCulturalHeritage

Open community =oin our ECH @pen Community on /inked5n

www.linkedin.comAgroups2aboutDgidD?+'BtrkDanetuggrppro

What is Enterprise Cultural Heritage (ECH)
http://usir.salford.ac.uk/12488/http://en.wikipedia.org/wiki/Enterprise_Cultural_Heritagehttp://www.linkedin.com/groups?about=&gid=3743528&trk=anet_ug_grpprohttp://www.linkedin.com/groups?about=&gid=3743528&trk=anet_ug_grpprohttp://en.wikipedia.org/wiki/Enterprise_Cultural_Heritagehttp://usir.salford.ac.uk/12488/


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!he ECH management approach

The aim of the ECH management approach is to help you to differentiate your

enterprise from others and innovate your products and services3 thereby giving

you a competitive advantageF

The ECH management is based on

!Gecognition3!Evaluation3!5mplementation and!Ge>evaluation of these activities

ECH management is integrated with four aspects of e%isting enterpriseactivities

!


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!he four pillars of ECH management

$ntellectual %roperty

&anagement

%rotectand e%ploit

your intellectual

property rights

highlighting the

heritage assets which

can have commercial

value for the present

and future of yourenterprise.

Change &anagement

$mpro'e your ability to

develop and implement

routine processes3 tools

and techniques which

help to innovate and

thus continuously adapt

to changing customer

needs.

Heritage &anagement

Optimise your tangible

and intangible heritage

assets by developing

routines and policies for

their preservation3

organisation and

stimulation of present

and future enterpriseactivities.

Brand &anagement

e'elop and

implement processes

to track customers&

value Iudgements

about your product or

service that help you to

better differentiate your

enterprise from othersby highlighting your

heritage assets where

appropriate.


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Why do you need to learn aout change management


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What is change management

Change management is almost always concerned with

how an organisation leads its staff through a process of

transition from the current to the desired state.

Change management is about substantial alterations to

the usual business routines.

Change management includes

processes3 tools and techniques

which help to guide the

organisation to achieve theintended outcomes

Jor e%ample3 the introduction of new technology to

roasting of coffee or changing opening times of a

business could be perceived as a substantial change.However3 the introduction of new product prices would

nor require change management since it could Iust be

announced and implemented by staff as part of their

usual routines.


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Acti'ity: *our past change management e+periences

Was the change managed in line ,ith your e+pectations

What made this change a success

What made this change a challenge

Think about your last successful

managing change e%perience3 it

could be one that was organisedby you or someone else3 and

identify the following elements


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Change management re-uirements

4uccessful change management proIects tend to display four

elements which help those leading the change process

Appreciation of ho, people react to change people are

different and not all are eager to embrace new ideas.

Anunderstanding of ,hat pro'okes negati'e reactions this

helps in eliminating or reducing certain activities that will irritate staff.

e'elopment of the aility to deal ,ith different people in

different ,ays this helps management to develop different

scenarios and plans for special groups of individuals.

Aility to de'elop and implement plans good proIect

management skills are helpful to control the change process.


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Change management description

The operating environments of firms are

changing rapidly which causes the need

for accompanying change inorganisations. This calls for new skills.


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The engineering approach

focuses on observable measurable business elements

such as Iob roles3 processes3

organi7ational structures

and business strategies.

Change management: Engineering 's psychological approaches

The psychological

approach brings tochange management

the tools to (*) understand

and (') manage people

in change situations.

The focus of businessdevelopment has beengradually moving froman engineering focusedapproach to a more

psychological approach.


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There are a number of reasons for starting with the

psychological approach3 but the main reason is that

those organisations that are keen to e%ploit their cultural

heritage as a source of innovation are those thatmaintain their employees& Iob satisfaction.

The knowledge and skills of your employees3 in the craft

sector in particular3 can be very difficult to replace for

any 4$E.

Therefore3 it is crucial thatall employees are engaged in

the change process and contribute to its development

and implementation.

Change management: Engineering 's psychological approaches

This training materialtakes the psychologicaland people focused

approach as the startingpoint for the changeprocess which will beintroduced in due course.


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.ey theories to help you in change management

Jirst you will get a chance to learn

about the process of personal

change. Then two different methods

for managing organisational changewill be e%plained. These are a

problem>centred model (8otter&s B>

step model) and an appreciative

model (the +># $odel of Change)


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!he process of personal change / 0ridging the gapet,een t,o peaks1

Change is a comple% process encompassing a number of

procedures that need to be carried out in order to achieve the

desired state of affairs. Even though it touches upon a number

of processes within the company3 individuals are arguably mostaffected by the change.

;eople have to cope with the change and incorporate it into

their daily behaviour. The process of personal change has

often been described as 0ridging the gap et,een t,o

peaks1 the 4tart of Change and the End of ChangeK for more

information read Chick (',,L).

How Mdeep the valleyN will be depends on

a) how much support the employee gets from their superiorsK

b) how well the change is communicatedK

c) to what e%tent people are involved in the design and

e%ecution of change.

;ersonal change isnot easy to designand implement.


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2ealising the potential gap et,een the t,o peaks

3tart of change

can be associated

with an%iety3 fear

How will this impactme !ill " lose my

#obChange process

can be associated

with depression3

threat3 hostility

$an " cope with

this Should " leave

this #ob

Change end: hopefully

results in confidence3

enthusiasm3 Oew energy

> How can " contribute tothe enterprise

The stages the employees

go through are comple%.

The duration and intensity

of a period depends on

!self perception

!locus of control

!previous e%periences

!and how all these

combine to create the

anticipation of future

events and new changes.


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/ooking at this curve3 you

can see how important it is

for an individual to

understand the impact thatthe change will have on their

own personal view of the

world and be able to work

through the change.

&anagers should flatten the cur'e

y pro'iding the necessary

training" communicating and

managing the change process#

Closing the gap et,een the t,o peaks


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Acti'ity: Closing the gap et,een the t,o peaks

;lease think of some

practical e%amples of

how you could help youremployees

Change start:

Change progress:

Change end:

s


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$deas for closing the gap et,een the t,o peaks

Here aresome ideasfor you tothinkthrough

Change start: $ake clear

why this change is happening

and get their buy>in early by

involving them in the design of

the change process. $akingclear how this affects the

individuals is important3 hence

private discussions with

individuals are important.

Change progress: 6enuine changediscussions and regular updates about

the change are essential to stop the

Mgrape vineN and rumour mill. -ll staff

need to Iointly identify any potential

difficulties and allow these to be

managed. Employee training and

counselling opportunities can beoffered.

Change end: Celebrating

a landmark3 the

achievement of the

changeK this could be in

the form of rewards toyour employees for putting

up with the transformation.

5t is important to reinforce

the new ways of doing

things to make them

permanent.


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&anaging organisational change: &ain types

4o far we have talked about personal

change3 which is critical in Enterprise

Cultural Heritage management.

However3 there are a number ofother aspects when it comes to

organisational change. Here are the

main ones you may come across as

a business.

3trategic change:

-lteration of your main business obIectives3 long term

commitments and plans.

!echnological change:

-lteration of your workflow and processes and tools used to

conduct business.

3tructural change:

-lteration of the internal hierarchy of your management and

operations.

Cultural change:

-lteration of attitudes behavior of personnel to create

improved group cohesion3 dedication and loyalty to the

organisation.


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&anaging organisational change: &ain e+amples

Here are some

e%amples of

organisational change

types which mostorganisations face at

one time or another

3trategic change:

0ou decide to offer a new line of products or services to better serve your

consumers and stop the production of e%isting offerings. The aim is to

change the fundamental approach to doing business.


0ou invest in information technology systems to make your operations

more efficient. The aim is to achieve optimum workflow and productivity.

3tructural change:

Change of the hierarchy of authority3 goals3 structural characteristics3administrative procedures and management systems.

Cultural change:

This category of change entails changing how problems are solved3 the

way employees learn new skills and even the very nature of how

employees perceive themselves3 their Iobs and the organi7ation.


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&anaging organisational change: *our organisation

Think about your organisation3are there any of these changetypes that provide you with aninspiration for potentialchange in the way you canimprove and sustain yourbusiness2

3trategic change:


3tructural change:

Cultural change:


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&anaging organisational change

4o far we have talked aboutpersonal change3 which is critical inEnterprise Cultural Heritagemanagement. 1e then illustrated

the main organisational changetypes which could inspire yourbusiness to alter its course.

1e will now e%amine two modelswhich will help you to design andimplement organisational changeinitiatives. These are the problem>

centred model and the appreciativemodel.

%rolem4centered model

5n the problem>centred model of

change3 a gap between the

e%isting and the ideal state of

affairs is identified and then

change processes are designed

and implemented in order to

reduce this gap.

Appreciati'e model

The appreciative model affirms the

Mbest of what isN in the currentorgani7ation by building on the

organi7ation&s e%isting strengths and

developing processes that elaborate3

develop and enlarge the

organisation&s capacity.

Gead more on these two models in =ohn 8otter3 /eading Change3 Harvard


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%rolem4centred model: Eight steps

The problem centred

model has the following

eight steps3 we will discuss

each one of these in thefollowing sections

*) Establishing a sense of urgency

') Creating the guiding coalition

) #eveloping a vision and strategy

+) Communicating the change vision

) Empowering employees for broad>based action

P) 6enerating short>term wins

?) Consolidating gains and producing more change

B) -nchoring the new approaches in the culture


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%rolem4centred model: 3tep 5 Estalishing a sense of urgency

#eveloping a sense of urgency around the need for

change this will help you to e%emplify the potential

negative and positive effects and enable you to usethese as discussion points with your staffK hence it offers

the opportunity to better understand the need for change.

%ractical actions:

5dentify potential threats to your organisation3 make

potential scenarios of these threats becoming real in

different ways. These scenarios can highlight the needfor change.


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%rolem4centred model: 3tep 5 Create urgency e+ample

0ou are running a coffee blending and roasting shop and you have identified a

need for a technological organisational change. Through your brand

management your consumers feedback that they are interested in buying your

products online3 a service you don&t currently offer and you also don&t have a

website. $oreover3 your sales figures suggest that purchases in person and overthe phone are slowing down.*our threat is therefore t,ofold your brand is

not managed online and your competitors could attract your customers to them

since they already have a presence.

*our potential scenarios are:

a) 6o change: #o nothing and hope that the local customers still come to you to

buy coffee (inertia kills7 )#

) $n4house de'elopment:5nvest in the necessary technology3 develop and

implement your online strategy by training your staff and offering your customers

the same high level of service that they currently receive offline (and ,aste

money on technology)#

c) Outsource online interaction: Contract a third party company to manage

your online presence and sales (and share your profits)#

This is a hypotheticale%ample of how you

could use the firststage of urgencycreation


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%rolem4centred model: 3tep 5 Create urgency scenarios

a) 6o change 4

) $n4house de'elopment 4

c) Outsource online interaction 4

Think what the consequences ofthese scenarios could be thisis the process that you would gothrough with your staff


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%rolem4centred model: 3tep 8 Creating the guiding coalition

@nce you have identified a course of action and the

need for change3 it is important for you to show

leadership and convince others that change is going

to happen and communicate how it will happen.

%ractical steps are:

a) $dentifythe key individuals who are influencers on

others3 these are not always management but

colleagues who are highly regarded by others due to

their personal qualities.

b) Engagethese influencers to become your key

Mchange agentsN who will form a team and share the

responsibility of shaping and driving the changes

needed. 5t is therefore important that all affected staff

groups are represented and take an active part in

consultations and contribute mutually supportive

insights of the organisation.

@83 we assume that as part of your

scenario negotiations you selected the

option of $n4house de'elopments# This

was selected perhaps because your staff

feel that they are most aware of your

organisational heritage elements and

they would be best placed to

communicate the important brand values

to your customers

!he ne+t step is to form a coalition


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%rolem4centred model: 3tep 8 Creating the guiding coalition e+ample

a) Ho, can you $dentify your key indi'iduals1ell3 if you are a very small

company with B employees each one of your staff is key to some e%tent3 since

each holds unique knowledge or is able to easily influence others all need to be

involved. 5n larger organisations with say ?, employees you might want to have

a team si7e of seven people since a bigger team could make the decisions too

difficult. 0ou could identify these by inviting those who are mostly selected as a

point of reference by others when advice is needed.

b) Ho, can you engage your key indi'iduals There are a number of ways

that you might communicate with staff but you could set>up regular update

meetings3 say at the end of the week3 every Jriday morning one hour is

dedicated to this particular change process etc. Empower them give them

opportunities to influence what happens and when.

house online

strategy development and implementation. This might result in you deciding to

hire a new employee with a certain set of skills and knowledge. #eveloping a

routine for change management is a good way to make individuals comfortable

with the process.

1hat doesMbuilding a strongcoalitionN mean in

practice2


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%rolem4centred model: 3tep 8 Creating the guiding coalition your organisation

a) Ho, can you $dentify your key indi'iduals

b) Ho, can you engage your key indi'iduals

Think about yourorganisation and thee%ample of technological

change3 how would youidentify key individuals andwhat are your engagementoptions


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%rolem4centred model: 3tep 9 e'eloping a 'ision and strategy

Those affected by the change need to know what the vision is

and the final stage of the identified transformation. - vision is

a summary of the proIect and states the main aim"scopeand

timelinesof the change.

Those affected by the change are the only Iudges of whether it

is clear or not and efforts have to be made to ensure that

feedback and consultation is offered to manage this change.

%racticale%amples of a vision could be having it written down

on paper3 in larger organisations it could be posters orelectronic media in order reach out to each employee.

The message of change has to be consistently communicated

and reinforced by all change agents in all forums staff

meetings and actions of the leadership.

@83 we have so far

identified the change

options and recruitedchange agents. Oe%t we

need to agree a clear

visionF


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%rolem4centred model: 3tep 9 e'eloping a 'ision and strategy

Aim: "sing an e>commerce website we will be offering all our

e%isting coffee types online to anyone in the world.

3cope: The website will use the latest search as well as

social media optimisation techniques to engage with

customers online and develop a community around our coffee

blends. This will require in the short term complete staff

awareness of the website and its functionality. - new

organisational role will be created3 all e%isting sales staff will

be trained to take on the role of website administration and

online customer engagement and customer support.

!imelines:The proIect will be completed by @ctober in time

for the holiday season since a number of our customers buy

our coffee as a present for their friends at the holiday season

and we want to make the most of that shopping period.

Here is an e%ample of avision3 which uses aim3scopeand the timelinesof the proIect to help all

concerned to see wherethe organisation isheading.


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%rolem4centred model: 3tep 9 %ractice ,riting your 'ision

Aim: What are the main achie'ements

3cope: Who ,ill e affected

!imelines: When is it going to start and finish

Complete the followingstatements for your ownorganisation if you were to

implement any changethat you might be thinkingoff.


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%rolem4centred model: 3tep Communicate the change 'ision

The communication of the vision will have to take place consistently

across all forms of communication that you use in your organisation.

4ome practical e%amples could include

!/eaflets sharing the latest progress in the change progress

!Gegular email updates which remind employees of the progress so

far and what the vision will be

!-n item on your staff meeting agendas

!Through your Mchange agentsN and their networks of influence

!0our actions leading by e%ample and communicating by e%ample

are some of the most powerful techniques which can inspire others

!@nline newsletters for your customers this will prepare them for

new services and also asks them for feedback allowing you to

improve your changes even further

Communicating thevision is the ne%t step.


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%rolem4centred model: 3tep Communicate the change 'ision

! ;eaflets

! Email updates

! $tem on your staff regular meeting agendas

!


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%rolem4centred model: 3tep = Empo,ering employees for road4ased action

-ny change brings challenges whether these are

technological or people focused. 5t is useful to plan for

these and be prepared to respond with relevant mitigation

and elimination activities. @ne simple technique of riskmanagement could be to work through3 with your team of

change agents3 the possible difficulties you can foresee

and anticipate what you could do to reduce these.

-t this state a change leader who is solely responsible for

leading change can be appointed this individual would

need to be freed up from their e%isting duties.-dditionally3 a more sensitive monitoring of staff

behaviour could be useful to identify those who need help

embracing change and those who are doing well and

need recognition. Gegular change focused staff meetings

can be a good way to introduce a routine to the process.

Oow that you are in the

process of change as wesaid before not all staff willbuy into this and some willcreate obstacles


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%rolem4centred model: 3tep = Empo,ering employees for road4ased action

4taff speculations about

what is going to happen and why (also referred to as

Mgrape vineN and MgossipN)

;ack of co4operation > 4taff refusing to co>operate

and becoming stressed and depressed about the

change process

3aotage> The new technology is not being used by

staff in the appropriate manner

Think about these obstacles.

a) How likely are they to

happen in your organisation2

b) How could you reduce orprevent them from occurring2


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%rolem4centred model: 3tep = &anaging resistance

;isten:-ccept that resistance is natural this is why

you are planning for itF #on&t panic a calm

approach can be helpful in these emotionally

charged times.


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%rolem4centred model: 3tep > ?enerating short term ,ins

-ny maIor change proIect can have a number of

stages3 which helps people to see progression so far

and offers opportunities to celebrate and recognise

achievement. 4uccess motivates people to engage

and makes others wanting to Ioin in.

- commonly used technique for simplifying change

process is the breaking down large change proIects

into smaller more manageable parts. 5t can also be

done visually3 where you can simply write down M-N

where you are now and MA>>A>>A>>A>>A>>A>>> ?enerating short term ,ins

;roIect breakdown e%ample

- >>A>>A>>A>>A>>A>>A>>> Conduct current staff skills audit

' 5mplement training where appropriate

;ilot test the website sales+ @pen all sales processes

;romote the website and new services

P Geview the changes made

Having broken down

change into maIorsections it is easier foryou to manage it


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%rolem4centred model: 3tep > ?enerating short term ,ins

*our pro@ect reakdo,n:

A 444444444444444B

0A1 /

0B1 /

5 /

8 /

9 /

/

= /

> /

Think about your proIect

and write down the key

stages which will help

you to celebrate shortterm wins


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%rolem4centred model: 3tep Consolidating gains and producing more change

@ne of the benefits of change is that the process

itself can unearth more creative energy in your teams

and if encouraged they might be eager to share their

ideas for future changes. 4eek new opportunities forchange which do not fit your organisational vision.

5t is important throughout your change management

processes to build in evaluation points as discussed

in 4tep P 6enerating short term wins3 and at each

point see what went well and what did not. 4hare

these lessons with your team and learn from them.

@nly those organisations that have change

processes defined are able to continuously improve.

The customers are a great source of ideas and

inspiration > draw their feedback into your

discussions.

Change never stops3 it is only

the speed and level of

change that will differ 3 it can

help your business to

innovate and encourage

creative ideas shaping your

competitiveness.


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Jor e%ample3 you could encourage your staff to

engage in reading the feedback from brand

management activities and identify potential

opportunities for change and discuss their ideas in aconstructive environment. Hire3 promote and develop

employees which help you to drive the change vision

forward.

#ocument your change process. This could be a

logbook or a diary ideas which might sound out of

reach today may be easily achieved tomorrow. 4ome

organisations find that taking staff away from their

working environment on Maway daysN is a good way

to get them to think more clearly about the long term

needs and demands of the organisation. This could

be part of a yearly routine for all staff or monthly

meetings for the management of the company.

4etting change processesmakes your businessready to react toune%pected changes

ahead.



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&y processes currently in place:

%rocesses ,hich could e implemented are:

Think about yourbusiness3 what are

the routines whichyou could encourageto build on change inyour organisation2



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%rolem4centred model: 3tep Anchoring the ne, approaches in the culture

@nce the change is completed make it permanent reinforce

its e%istence in your organisational culture. Geward

employees for their patience in what are difficult times

thank them and recognise their achievements. -chievementslinking new behaviours and organisational success need to

be recognised and also celebrated. To prepare for any future

changes now is the time to manage your staff talent in line

with your future proIects and the potential need for skills such

as leadership development and succession.

Enterprise Cultural Heritage $anagement is not there to

convert all businesses into museums far from it it is aboutmaking your heritage>rich business fit for purpose in a highly

competitive environment. The internet has opened up

barriers for instant global trade and your organisation has to

manage this and many other challenges that are going to

emerge in due course.

0Change is good1


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Acti'ities ,hich $ can do to Dfi+ any change in my

organisation:

How can you anchorchange in yourorganisation2

%rolem4centred model: 3tep Anchoring the ne, approaches in the culture


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Where are ,e so far in change management training

4o far we have looked at the Bstep model for problem centredchange management. 1e will nowlook at the appreciation model.


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Appreciati'e change model

-ppreciative models of change begin with the premise

that the organi7ation is doing something right and

promote inquiry into the organi7ation&s moments of

e%cellence3 life>generating values3 and best practice.

This is typically referred to as the positive core.

-ppreciative models affirm the Mbest of what isN in the

current organi7ation by building on the organi7ation&s

e%isting strengths and developing processes that

elaborate3 develop and enlarge the organi7ation&s

capacity. -ppreciative inquiry is the dominant e%emplarof an appreciative change model and is structured

according to the +># $odel of Change (#iscovery3

#reaming3 #ialogue3 and #estiny).

Gead more in =ohn

8otter3 /eading

Change3 Harvard


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Appreciati'e change model: 3tep 5 isco'ery

The appreciative model&s first step is to actively

discover the things that make your organisation so

good what is appreciated and valued2

%ractice:

5nterview your staff members and ask them to comment

on what they value in your organisation.

E+ample:

5n a focus group ask employees to talk through thosethings what about your organisation makes it a good

environment2 0ou could use prompts from customer

feedback which you have collected as part of your

brand management activities.

5n your company3 are

there any good values

which your employeesappreciate2


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Appreciati'e change model: 3tep 8 reaming

The appreciative model&s second stage is to collect your

staff&s perspective aspirations on what their ideal

organisation would be > how they would feel most at

home.

%ractice:

4taff focus groups which are conducted face>to>face or

online if getting a number of them to talk about their

dreams at the same time is difficult.

E+ample:

5n a focus group ask your employees to work in groups

of three and draw up their dream for your organisation.

Can you think of letting

your staff dream

about yourorganisation2


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Appreciati'e change model: 3tep 9 ialogue

The third step asks you to combine the information you

have gathered so far and facilitate dialogue which is

focused on practical commitments from your employees

and your organisation in terms of what should be done.

%ractice:

0ou could challenge your employees to organise their

work in the most efficient way and challenge them to

take the initiative.

E+ample:

5f your staff feel that there is a need to introduce a

fle%ible or home working policy3 ask them how they

would operationali7e it2

The idea of dialogue is

to shift the ownership

of the change to theemployees with their

consultation.


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51

Appreciati'e change model: 3tep estiny

The last stage of the appreciative model is formalisation

of a decision upon which actions will be taken and

converted to policies and procedures.

%ractice:

Create an action plan as discussed in the M;roblem>

centred model 4tep P 6enerating short term winsN.

(4lide B onwards)

This stage merges the two

approaches to changemanagement which we

have discussed in our

training.


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52

!he role of change management in e+ploiting ECH

-s you have seen3 ECHand change managementhave a twofoldrelationship with eachother.

ECH

can be an inspirational

source of changeO2

ECH can be used as

a part of change implementation.


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53

Ho, could you successfully e+ploit your ECH

The tools of change management are

crucial to increase the e%ploitation of

ECH and successfully implement it in

the company. These two e%ampleshelp you to understand how you could

use ECH management to help your

business to change

E%amples of aspects of change managementbound together with the successful utili7ation ofECH are

2e'i'alof a company&s vintage values and

production processes ECH here is the source of

change where old recipes3 patterns or designs are

revived.


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54

!he acceptance of change: Communication F training

Throughout this change

management training material

you will have reali7ed that people

are at the centre of change and

they need engaging and nurturing

communication and training are

therefore two important concepts

to remember.

Communication is related to creating

acceptance motivation as well as to clarifyingcommon strategic goals and the rationale for

the change.

o you ha'e an effecti'e means of staff

communication

;ersonnel training is an essential part of the

implementation of a new strategy. This is

because people and their knowledge are the

only source of sustainable competitive

advantage. 5ndividual personal developmentplans are therefore very important.

o you in'est into your staff


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55

Change management training summary

0ou should be able to

!"nderstand the dimensions of change

management

!#esign the necessary change management steps

for your organisation

!$ake the best use of change management

brought about by the e%ploitation of yourorganisation&s cultural heritage

The aim of this training is toshow you the skills that you

need in change management to

benefit your ECH management.


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The development of this training material is a result of a collaborative proIectK $OE$@43 which

researched this area of Quality and 5nnovation in 9ocational Training for Enterprise Cultural

Heritage. 1e would like to thank the following individuals who provided feedback and to improve

this training material

-le% -vramenko3 -lice $art7opoulou3 -lison 8ennedy3 -nna Catalani3 Carmela 6allo3 Carolyn

#owns3 Costantino /andino3 Eeva /aaksonen3 Elisa -kola3 Jiona Cheetham3 6ra7yna Gembielak>

9itchev3 =oe Telles3 =osef 4vec3 Oiko Havupalo3 ;awel :olnierc7yk3 ;eter Geeves3 4oRa 6ullovS3

Thomas /emstrm3 Tomas /ehotsky and Tony Conway.

%o learn more about E$H management you can visit www&enterpriseculturalheritage&orgor #oin the

E$H open community on 'in(ed"n: http:))goo&gl)*+tr

This proIect has been funded with support from the European Commission. This publication reflects

only the view of the author3 and the Commission cannot be held responsible for any use which may

be made of the information contained therein.

Ackno,ledgements

56
http://www.enterpriseculturalheritage.org/http://goo.gl/NXtFrhttp://goo.gl/NXtFrhttp://www.enterpriseculturalheritage.org/


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57

2eferences

Hiat, -eff& .%he definition and history of change management.&

http:))www&change/management&com)tutorial/definition/history&htm&

0etrieved 12 August 3414&

http:))en&wi(ipedia&org)wi(i)$hange5management

http:))change/manaqgement&com)tutorial/definition/history&comhttp:))www&mba(nol&com)management/concepts)types/of/organi6ational/

change)

http:))www&cliffsnotes&com)study5guide)%ypes/of/7rgani6ational/

$hange&topicArticle"d/89,article"d/888;&htmlw!+f?@A

$omA@& $hange Management& !orld Ban(&

American @roductivity C Duality $enter, "$ aiser& 7rgani6ational

$hange: Managing the Human Side& Houston& 1999

7%%E0, -ohn @& 'eading change& Boston: Harvard Business School

@ress& 1992&

Boo6 Allen Hamilton "nc& %en uiding @rinciples of $hange Management&

344&

1ell3 5 know we are

finished with the

change management

module but these

references could helpyou in developing your

knowledge and

understanding further.


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58

2eferences

Chick3 6.3 (',,L) The cycle of grief > helping to deal with une%pected change3 Human

Gesource $anagement 5nternational #igest3 9olume *?3 Oumber 3 ',,L 3 pp. '?>'B(')

isher, -& M& F344;G& A %ime for change, Human 0esource >evelopment "nternational vol

8:3 F344;G, pp 3; I 32, %aylor C rancis

3449 study I Best practices in $hange Managementhttp:))dynamicsofhr&files&wordpress&com)3449)11)(otter/change/3pg

http:))www&prosci&com)scart)inde=&pltJcm

http:))www&pmhut&com)pmo/and/pro#ect/management/dictionary

http:))www&mindtools&com)pages)article)newS%0591&htm

http:))www&mindtools&com)pages)article)newS%0591&htm

http:))www&themanager&org)strategy)change5phases&htmhttp:))en&wi(ipedia&org)wi(i)$orporate5identity

http:))wor(911&com)articles)comchan&htmM*EM7S, Enterprise $ultural Heritage

Management, $ompetences and S(ills, 3414

httpAAwww.alagse.comAhrAhr'.php (6uest3 *LB?)

httpAAwww.businessballs.comAorgani7ationalchange.htm ($OE$@43 Enterprise

Cultural Heritage $anagement3 Competences and 4kills3 ',*,
http://dynamicsofhr.files.wordpress.com/2009/11/kotter-change-2.jpghttp://www.prosci.com/scart/index.pl?t=cmhttp://www.pmhut.com/pmo-and-project-management-dictionaryhttp://www.mindtools.com/pages/article/newSTR_91.htmhttp://www.mindtools.com/pages/article/newSTR_91.htmhttp://www.pmhut.com/pmo-and-project-management-dictionaryhttp://www.prosci.com/scart/index.pl?t=cmhttp://dynamicsofhr.files.wordpress.com/2009/11/kotter-change-2.jpg


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The content included in this training material has been compiled by the $OE$@4 proIect team

from a variety of sources. The $OE$@4 proIect team reserves the right to change the terms and

conditions of use of this training material without notice and any time. The training material is

produced for educational purposes only and does not offer legally binding advice. The training

material as well as the www.enterpriseculturalheritage.org website are made available Mas isN and

Mas availableN.

$OE$@4 proIect team makes no representation and does not warrant

a) That the information selected for the training material and the website is comprehensive3

complete3 verified3 organised and accurateK

b) That it is licensed by the copyright or database right owner of any third party content to include

or reproduce such content in this training material and the websiteK

c) That the training material and the website will be uninterrupted and error>freeK and

d) That the server from which the training material and the website is available is free of virusesor bugs.

isclaimer

This work is licensed under Creative Commons -ttribution ., "nported

/icense.


60/60

End of Change &anagement training

To leave the ma%imised screen press the E3Cbutton on your keyboard.

What ,ould you like to do no,

0ou can take a qui7 to check your understanding of Change $anagement (to do this you

need to be registered on the learning platform at

httpAAtraining.enterpriseculturalheritage.org)

or

0ou can take the ne%t module which is 5ntellectual ;roperty (5;) $anagement.

Documents

Change Management Training 110808090356 Phpapp02