Change Management

00:00

Welcome back to County a project plus P. K +0004

00:06

This is your instructor who barely Larry you.

00:08

Now I'm not looking to change management, and this is an interesting one.

00:13

Change is one of the few constants

00:16

that humankind has to deal with.

00:19

So our learning objectives are

00:22

how important it is to deal with change during the project and how the school can be introduced and affecting our

00:35

project.

00:36

So what? He's changed? Management change Management is a process

00:41

that uses tools and techniques to manage people and their acceptance

00:48

to change to achieve their required business goals. And out comes the whole point of change. Management is dealing with people, toe achieve the goals of the company and is to ensure that the project remains under control.

01:06

So why is there always resistance to change? Well, we know that change is the only constant that we have.

01:14

But people are people. People have fears the fear that demean lose their job. They may lose their social status there. You know the clout, their influence. They may lose the privileges or they may lose control of certain areas.

01:32

So fear is one of the first changes.

01:34

Another top of fear is a fear to the unknown.

01:40

What will happen after we

01:42

adopt after we changed after we have the vault?

01:49

Another fear is because, um, humans are afraid to learn sometimes, and and this is not ageism. But sometimes people once they hit their forties or fifties,

02:01

they may fear that they have become slow learners, that learning it's a challenge and this could be nothing more than a mental block

02:10

in another final recent is

02:13

because they don't want to leave their comfort zone.

02:16

So it's kind of a donkey that you are pulling out of their rest.

02:22

So how do we deal with change?

02:27

Psychologies off. Kubler Ross created a model a week will call their systems model for him.

02:35

This model

02:37

discusses the different stages. This are very

02:40

superficial explanation. His model is very detailed and asks many intermediate stages.

02:50

The five primary stages 1st 1 is the Nile denial is the state in where there is a rejection and where the is believed, that this cannot be This cannot happen,

03:07

So this could be because of fear. This this could be because you want to reject the change.

03:15

A second state would be anger. Anger is because this is going to change. My schedule could change the amount off effort that I'm gonna have to put in order to do both tasks at the same time. Um, and on and on and on. So we

03:31

amplify the problem by introducing danger.

03:38

Another problem. Another state will be depression.

03:43

Um, depression is a serious sort of. Ah, hopelessness.

03:46

It's unavoidable.

03:47

It's coming for me. It's gonna get me.

03:50

So we have at that moment we are just giving in, but not with a positive attitude we're giving him with with a very negative attitude.

04:00

Ah, four stage will be bargaining. When you bargain. You are trying to negotiate between your emotions, your feelings and trying to find a meaning to change and your future state. And this at this moment, you actually reach out to other people to see how they feel to see if you can find

04:20

someone's who empathizes or sympathizes with you.

04:25

Maybe they added to fly on 100%. Maybe they they agree or disagree, and you want to find this group

04:31

in different states.

04:33

This could create, um,

04:36

a sort off a, um

04:41

a power struggle because now, if you have a group that could be formed to prevent the change from taking place, this could create a problem.

04:54

But at the end, we all given

04:58

and we accept the change

05:00

and we start to move on. Cover us This this model is very interesting and we see it very commonly in different things, not just when dealing with products in any change that is introduced in the enterprise or even in your daily lives.

05:18

To some extent, we go through some of these stages or all the SAGES out of different pace and speed.

05:26

So how do we, um, utilizing this? How do we

05:30

tackle the individuals

05:33

indifferent off the stage is that they are that is not acceptance.

05:38

So we could use the force field analysis. Ah, force field analysis basically evaluates what

05:45

they each individual is in favour off corresponding to a change and what is affecting them

05:53

to buy into the change.

05:56

So the idea is to evaluate individually what influences positives and negatives are making that individual be in favour, off or against the change that we are introducing.

06:12

And the whole idea is to reinforce

06:16

the positives to increase the positives and diminish minimize the forces against.

06:24

In this way, we can get more buy in, and we can get them to go through or smooth the curve from the Cobra Russ diagram to make sure that they reached Owen acceptance point

06:39

quicker through the process.

06:43

Finally, we are looking at Qatar's steps to change

06:47

cutter the fine change as a process off different stages in where you first have to get the buying

06:58

or the um,

07:00

the acceptance to the to be developed into the change. So the first step is to establish a sense of urgency

07:09

with a sense of urgency. People pay attention. Second step will be created. Ah, guiding coalition. There's a point of reference. There's a group. There's a support team that is helping this individual

07:20

develop a change vision,

07:24

the point where we are at

07:26

versus the future point. What? How will this benefit and what will have to be done? Communicate Communicate Division for buying communication will create the perfect

07:41

um, carpet

07:42

for change.

07:44

Lack of communication is usually what the tracks or stops changed from moving forward,

07:51

or at least not as fast as intended.

07:56

Next step will be empowering. Ah, broad based action This you are giving your your staff the ability to sorry implementing parlor change and generate short term lease. So they see the success.

08:11

Seven step never let up.

08:13

Keep on. There's gonna be always some sort of resistance. But the more people that we have around us in favor off, then the more buying, the more influence will have toe exchange. Finally, the change gets incorporated into the culture off the company.

08:33

Well, with this,

08:35

we end

08:35

this

08:37

lesson and we have learned the importance off change during a project and how to deal with it.