Sunteți pe pagina 1din 24

Change management

What is Change?

Different impact
Organisational Functional Operational

Lewins Model ?

Unfreeze Make change Freeze

Changes and forces

Supporting Constraining

Change and People

How to encourage people to come up with ideas and thoughts?

Listen, do not evaluate, ask for ideas, act on some of them

How to help people not to be afraid to make decisions?

Reward good tries with friendly interest, say you want people to decide, give scope to do so, help people learn from mistakes

Change and People

How to help people and us to be positive about change?

Involve people in getting it to work, listen to their concerns, talk about your own concerns, decide what to do about them. Accept what cannot be changed and make the best of it.

How to improve communications radically in the context of change?

Use an outsider to discover precisely how and why communications are not working. Then devise small specific steps to improve.

Change and People

How to create a positive culture where people pull together without being directed?
Set up top team building activities to create a clear strategy and attractive vision for the future. Involve all the office members in developing the vision and strategy, identifying obstacles and overcoming them.

How to provide more developmental training?

Identify who can say "Yes" to providing more resources. Think about what is important to that person and how your proposal can meet their needs. Present proposal emphasising these benefits.

Change and People

How to set realistic targets and priorities for change?

Decide which changes will provide the most value to you. Concentrate on those. Argue about and resist changes which take your eye off the ball.

How to encourage more openness from staff?

Listen, do not evaluate, share your feelings and concerns, show appreciation of openness from them, allow silence.

Change and People

How to listen and identify the real problem?

Listen, ask questions, summarise, ask "How is that a problem? or Why is that important to you?" to get to causes. Don't judge or advise.

How to build trust?

Give trust, hold confidences, take risks by being open about your thoughts

Change and People

How to deal with resistance?

Remember people are not resisting you, they are scared of change or its implications. Show you understand this, listen and explain.

How to manage time by prioritising and organising the changes?

Decide which will changes provide the most value to you. Concentrate on those. Argue about and resist changes which take your eye off the ball. Don't get distracted by trivia. Root out time wasting activities.

Change and People

How to manage changes imposed on us by influencing upwards?

Take time as a group to decide what changes in the pattern of imposed change are required. Think about what is important to the person who can make the required modifications. Present proposal emphasising the benefits to him/her.

How to sell change positively?

Involve people in deciding on or implementing the changes. Explain the case for the change. Sell the benefits to them.

Change and People

How to manage communication down and up. The cascade process?

Be models communicating clearly and directly upwards and listening supportively to those reporting to you. Communication is often easier in small (4 to 6) groups.

How to encourage an appropriate level of risk taking?

Take some yourselves visibly, show appreciation to reward what you want to happen. Avoid putting down risk taking. Say that you want it.

Change in Construction Project

Change and why

Changes are inevitable in construction projects. Change management is a critical problem faced by the construction industry. The effort of managing change orders has imposed a huge burden on project management.
Changes are identified as the major cause of project delay, cost overruns, defects, or even project failure. More seriously, playing games on changes cause serious ethical problems and disputes in the industry.

Change and why

The complication, during a construction project, many decisions have to be made, often based on incomplete information, assumptions and personal experience of the construction professionals. Change is a common denominator in all construction projects, though the size, scope, and complexity of projects may vary significantly from case to case.

Kinds of Changes
Re-work Change order Construction Change Directive (CCD)

Summary of construction changes

Re-doing a process or activity that was incorrectly implemented Quality defects, Variance, Negligence and poor design Pure waste

Change order

Common to most projects Changes that are generally unanticipated Scope of change from the owner, design/technological change from the architect Cost and /or time changes caused by supplier problems Design errors Material and operational failures Unsatisfactory site conditions To be negotiated case by case and require a documented agreement

Change in the contract scope issued by owner Disputable change orders

Change and why

A generic change process model is proposed having five stages in a sequence:

Identify Evaluate Propose Approve Implement and review.

A general change process model

Generic Process
Identify changes Evaluate and propose Approve changes Implement changes Analyse changes