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Contemporary Security Management Chapter Seven Managing Change

Contemporary Security Management Chapter Seven Managing Change. In a time of drastic change it is the learners who inherit the future. The learned usually find themselves equipped to live in a world that no longer exists. – Eric Hoffer (1902 - 1983 )

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Contemporary Security Management Chapter Seven Managing Change

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  1. Contemporary Security Management Chapter Seven Managing Change Chapter 7 - Managing Change

  2. In a time of drastic change it is the learners who inherit the future. The learned usually find themselves equipped to live in a world that no longer exists. – Eric Hoffer (1902 - 1983) • Change is inevitable, progress is not. – Unknown Chapter 7 - Managing Change

  3. Introduction 97 • The CSO has to recognize certain truths inherent to change: • Change defies the status quo and creates dynamics that have to be managed. • The processes of change are predictable and transferable as knowledge. • Change in work practices cannot be achieved without the commitment and willingness of those who perform the work. • Consultation and collaboration are more effective in carrying out change than is the case with traditional approaches such as issuing directives and monitoring for compliance. • Change must not be judged by occurrence buy by consequences. Chapter 7 - Managing Change

  4. Impact and Context 98 • Change is a permanent feature of modern management and change varies in impact and context. • What is the problem that is to be solved by the change? What is the change exactly? What are its dimensions, how amenable is it to implementation and control, and what impact will it have on work processes? • Who are the significant people? Who will do the implementing and controlling, and who will be most affected by it? Who will be the willing participants? Who will oppose the change? Who are the organization’s gate keepers? • What other changes are in progress that will impact this change? Will the impacts be positive or negative? Can other changes be incorporated by or linked to this change? Chapter 7 - Managing Change

  5. Adjusting to Change 100 • Teamwork is essential to managing change, and the CSO engenders it via the following: • Creating an atmosphere that encourages open discussion. • Persuading, listening, reflecting, and demonstrating flexibility. • Ensuring that the people who have accepted change-creating tasks possess the requisite knowledge and skills. • Empowering people to act, giving them trust and encouragement, and supporting them logistically. • Helping people improve performance of their change-creating tasks by affording developmental opportunities. • Addressing conflicts fairly and openly and resolving them with integrity. • Allowing people to learn from their mistakes without fear of punishment. Chapter 7 - Managing Change

  6. 12 Typical Reasons For Resistance To Change • Misunderstanding about the need for change/when the reason for the change is unclear — If staff do not understand the need for change you can expect resistance. Especially from those who strongly believe the current way of doing things works well…and has done for twenty years! Chapter 7 - Managing Change

  7. 12 Typical Reasons For Resistance To Change 2. Fear of the unknown— One of the most common reasons for resistance is fear of the unknown. People will only take active steps toward the unknown if they genuinely believe ,and perhaps more importantly, feel – that the risks of standing still are greater than those of moving forward in a new direction. Chapter 7 - Managing Change

  8. 12 Typical Reasons For Resistance To Change 3. Lack of competence — This is a fear people will seldom admit. But sometimes, change in organizations necessitates changes in skills, and some people will feel that they won’t be able to make the transition very well. Chapter 7 - Managing Change

  9. 12 Typical Reasons For Resistance To Change 4. Connected to the old way — If you ask people in an organization to do things in a new way, as rational as that new way may seem to you, you will be setting yourself up against all that hard wiring, all those emotional connections to those who taught your audience the old way – and that’s not trivial. Chapter 7 - Managing Change

  10. 12 Typical Reasons For Resistance To Change • Low trust— When people don’t believe that they, or the company, can competently manage the change there is likely to be. resistance • Temporary fad — When people belief that the change initiative is a temporary fad. Chapter 7 - Managing Change

  11. 12 Typical Reasons For Resistance To Change • Not being consulted — If people are allowed to be part of the change there is less resistance. People like to know what’s going on, especially if their jobs may be affected. Informed employees tend to have higher levels of job satisfaction than uninformed employees. 8. Poor communication — It’s self evident isn’t it? When it comes to change management there’s no such thing as too much communication. Chapter 7 - Managing Change

  12. 12 Typical Reasons For Resistance To Change • Changes to routines — When we talk about comfort zones we’re really referring to routines. We love them. They make us secure. So there’s bound to be resistance whenever change requires us to do things differently. • Exhaustion/Saturation— Don’t mistake compliance for acceptance. People who are overwhelmed by continuous change resign themselves to it and go along with the flow. You have them in body, but you do not have their hearts. Motivation is low. Chapter 7 - Managing Change

  13. 12 Typical Reasons For Resistance To Change • Change in the status quo — Resistance can also stem from perceptions of the change that people hold. For example, people who feel they’ll be worse off at the end of the change are unlikely to give it their full support. Similarly, if people believe the change favors another group/department/person there may be (unspoken) anger and resentment. Chapter 7 - Managing Change

  14. 12 Typical Reasons For Resistance To Change • Benefits and rewards — When the benefits and rewards for making the change are not seen as adequate for the trouble involved. Chapter 7 - Managing Change

  15. Tips on Managing Change 101 • Don’t try to control everything all the time. • Focus on the purpose of change. • Avoid changing more than necessary and changing the wrong things. Unnecessary change increases the probability of unintended consequences. • Expend more effort working through cooperative people and less effort overcoming resistance. • Do not rely on structural change to obtain practice change. • Change has value only to the extent that it solves a problem. Chapter 7 - Managing Change

  16. Common change management mistakes to avoid Chapter 7 - Managing Change

  17. Familiar But Not Understood 100 Chapter 7 - Managing Change

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  24. Not Dealing Proactively with Resistance Chapter 7 - Managing Change

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  41. Technology and Change 102 • Technology and change is inevitable • It can be seen as the cause of major national problems such as putting people out of work when unemployment is high, and filling technical positions with people from other countries. • Technology will obviously change how work is performed in this country. • For the CSO, changes in technology increase the frequency an magnitude of security problems such as theft of valuable information, sabotage, and workplace violence. Chapter 7 - Managing Change

  42. Politics and Change 103 • Change at the front end is not like change at the back end. • The cause can be politics, the process by which people exercise and resist power. • Politics inside a business organization can be invisible yet enormous in effect. • Politics is often practiced by everyone within an organization. Chapter 7 - Managing Change

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