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Change agents - Organizational Change and Development - Manu Melwin Joy

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Change agents are responsible for managing change activities. They see a future for the organization, which others have not identified, and they are able to motivate, invent and implement this vision. Change agents can be managers or non-managers, current or new employees, or outside consultants.

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Change agents Organizational Development

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Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – manu_melwinjoy@yahoo.com

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Change agents • Change agents are responsible for managing change activities. • They see a future for the organization, which others have not identified, and they are able to motivate, invent and implement this vision. • Change agents can be managers or non-managers, current or new employees, or outside consultants.

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Change agents • Jim Canterucci defines change leaders on five levels. • Although he mainly focuses on leadership capabilities and qualifications, his system can easily be transferred to change projects with varying importance. • The leader of an organization- wide restructuring project will need different capabilities than the one who is responsible for clearly defined project on departmental level.

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Change agents • Level I - Accepts the need for change, communicates and defends the need for change throughout the organization, creates an open and receptive environment. • à small change initiatives with clear direction

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Change agents • Level II - Defines and initiates change, identifies leverage points for change in processes and work habits • à change projects at local level

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Change agents • Level III - Leads change, translate the vision of the organization into the context of a specific change initiative and bring this message to the entire organization, redirects approaches in the face of new opportunities • à transformation of a central vision into change initiatives and organization-wide communication

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Change agents • Level IV - Manages complex change, understands the cultural dynamics of the current state of an organization, creates a strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality • à generates change with a high degree of transformation

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Change agents • Level V - Champions change, challenges the status quo by comparing it to an ideal or a vision of change, causes crisis in order to support dramatic actions and change efforts, transforms the organization • à Ability to revolutionize organizations

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Change agents - Organizational Change and Development - Manu Melwin Joy

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Change agents - Organizational Change and Development - Manu Melwin Joy

  • 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – [email protected]
  • 3. Change agents • Change agents are responsible for managing change activities. • They see a future for the organization, which others have not identified, and they are able to motivate, invent and implement this vision. • Change agents can be managers or non-managers, current or new employees, or outside consultants.
  • 4. Change agents • Jim Canterucci defines change leaders on five levels. • Although he mainly focuses on leadership capabilities and qualifications, his system can easily be transferred to change projects with varying importance. • The leader of an organization- wide restructuring project will need different capabilities than the one who is responsible for clearly defined project on departmental level.
  • 5. Change agents • Level I - Accepts the need for change, communicates and defends the need for change throughout the organization, creates an open and receptive environment. • à small change initiatives with clear direction
  • 6. Change agents • Level II - Defines and initiates change, identifies leverage points for change in processes and work habits • à change projects at local level
  • 7. Change agents • Level III - Leads change, translate the vision of the organization into the context of a specific change initiative and bring this message to the entire organization, redirects approaches in the face of new opportunities • à transformation of a central vision into change initiatives and organization-wide communication
  • 8. Change agents • Level IV - Manages complex change, understands the cultural dynamics of the current state of an organization, creates a strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality • à generates change with a high degree of transformation
  • 9. Change agents • Level V - Champions change, challenges the status quo by comparing it to an ideal or a vision of change, causes crisis in order to support dramatic actions and change efforts, transforms the organization • à Ability to revolutionize organizations