1 MANAGING CHANGE. 2 Managing Change Basically, change is an alteration or modification. It may also be looked at as the act or an instance of making.

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MANAGING MANAGING CCHANGEHANGE

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Managing Change

Basically, change is an alteration or modification.

It may also be looked at as It may also be looked at as the act or an instance of the act or an instance of making or becoming making or becoming different.different.

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Change management is organizational or management discipline focused on:

Increasing the organization's ability to adapt, and

Adopt new ways of going about business activities.

Managing ChangeManaging Change

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Eight Errors Common to Organizational Eight Errors Common to Organizational Change Efforts and Their ConsequencesChange Efforts and Their Consequences

COMMON ERRORS

1. Allowing too much complacency

2. Failing to create a sufficiently powerful guiding coalition .

3. Underestimating the power of vision

4. Under communicating the vision

5. Permitting obstacles to block the new vision

6. Failing to create short-term wins

7. Declaring victory too soon

8. Neglecting to anchor changes firmly in the corporate culture

CONSEQUENCES

1. New strategies aren't implemented well

2. Acquisitions don't achieve expected synergies

3. Reengineering takes too long and costs too much

4. Downsizing doesn't get costs under control

5. Quality programs don't deliver hoped-for results

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• These errors are not inevitable.

• With awareness and skill, they can be avoided, or at least greatly mitigated.

• The key lies in understanding:– Why organizations resist needed change,

– What exactly is the multistage process that can overcome destructive inertia, and,

– Most of all, how the leadership that is required to drive that process in a socially healthy way means more than good management.

Eight Errors Common to Organizational Eight Errors Common to Organizational Change Efforts and Their ConsequencesChange Efforts and Their Consequences

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The Eight-Stage Process of The Eight-Stage Process of Creating Major ChangeCreating Major Change

1. ESTABLISHING A SENSE OF URGENCYESTABLISHING A SENSE OF URGENCY• Examining the market and competitive realities

• Identifying and discussing crises, potential crises, or major opportunities

2. CREATING THE GUIDING COALITIONCREATING THE GUIDING COALITION• Putting together a group with enough power to lead

the change

• Getting the group to work together like a team

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3. DEVELOPING A VISION AND STRATEGY

• Creating a vision to help direct the change effort

• Developing strategies for achieving that vision

4. COMMUNICATING THE CHANGE VISION

• Using every vehicle possible to constantly communicate the new vision and strategies

• Having the guiding coalition role model the behaviour expected of employees

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The Eight-Stage Process of Creating The Eight-Stage Process of Creating Major ChangeMajor Change

5. EMPOWERING BROAD-BASED ACTIONEMPOWERING BROAD-BASED ACTION

• Getting rid of obstacles

• Changing systems or structures that undermine the change vision

• Encouraging risk taking and nontraditional ideas, activities, and actions

6. GENERATING SHORT-TERM WINSGENERATING SHORT-TERM WINS

• Planning for visible improvements in performance, or "wins"

• Creating those wins

• Visibly recognizing and rewarding people who made the wins possible

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7. CONSOLIDATING GAINS AND PRODUCING MORE CONSOLIDATING GAINS AND PRODUCING MORE CHANGECHANGE

• Using increased credibility to change all systems, structures, and policies that don't fit together and don't fit the transformation vision

• Hiring, promoting, and developing people who can implement the change vision

• Reinvigorating the process with new projects, themes, and change agents

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8. ANCHORING NEW APPROACHES IN THE ANCHORING NEW APPROACHES IN THE CULTURECULTURE

• Creating better performance through customer- and productivity-oriented behavior, more and better leadership, and more effective management

• Articulating the connections between new behaviours and organizational success

• Developing means to ensure leadership development and succession

Adapted from John P. Kotter, "Why Transformation Efforts Fail." Harvard Business Review (March-April 1995): 61.

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• Change Management encompasses all activities aimed at helping an organisation successfully accept and adopt new technologies and new ways.

Effective change management enables the transformation of strategy, processes, technology and people to enhance performance and ensure continuous improvement in an ever-changing environment.

Definition of Change Definition of Change ManagementManagement

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Definition:While change management needs to be defined in the context of the specific organization, we define it as follows:

“Change Management is: the use of systematic methods to ensure

that a planned organizational change can be guided in the planned direction,

conducted in a cost-effective and efficient manner, and

completed within the targeted time frame and with the desired results”.

Change ManagementChange Management

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The Process of ChangeThe Process of Change• Step 1: Unfreezing present behaviour: – i.e. let go of old

ways!

• Step 2: Changing: - discovering & adopting new attitudes, values and behaviours with the help of a change agent (innovators, not laggards)

• Step 3: Refreezing: - i.e. Putting the new behaviour pattern into place by means of supporting or reinforcing mechanisms to make it the new norm (adopt).

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Forces for ChangeForces for Change

Factors Influencing Change Factors Influencing Change or Forces of Changeor Forces of Change

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Factors Influencing Change or Forces of Factors Influencing Change or Forces of Change:Change:

There are various forces in organisations which make change inevitable.

These include:

• Technological advancement (Innovations)

• Knowledge explosion – thro’ education

• Rapid obsolescence

• Changing nature of the workforce thro’ globalization & immigration of workers, as well as foreign direct investments

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Factors Influencing Change or Factors Influencing Change or Forces of change Contd.Forces of change Contd.

• Economic changes – e.g. shortage of resources

• Political changes – e.g. government legislation, or industrial laws

• Environmental requirements – e.g.: a more stringent measures by organisations in taking care of the environment.

• Social changes– Organisations being more proactive in their social responsibility.

• Quality of working life – e.g. higher standards of living

• The Changing nature of business e.g.: internationalisation

• Competition – thro’ market forces.

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Internal: e.g Internal: e.g – Changes in organizational goals and objectivesChanges in organizational goals and objectives– Organizational climate changeOrganizational climate change– Organizational structure changeOrganizational structure change– Job technology changeJob technology change– Employee goal change etc.Employee goal change etc.

Change ManagementChange Management Forces Of Change

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Forces Of ChangeForces Of Change External: e.g. External: e.g.

– Politics Politics

– Economics Economics

– Competition Competition

– Technology etcTechnology etc

Change ManagementChange Management

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WHY DOES CHANGE FAIL?WHY DOES CHANGE FAIL?• Due to unwillingness by people to alter

long-established attitudes & behaviour or habits

• After a brief period of trying to do things differently, if left on their own, individuals tend to revert to their habitual patterns of behaviour.

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WHAT TO DO TO SUCCESSFULLY WHAT TO DO TO SUCCESSFULLY MANAGE CHANGE?MANAGE CHANGE?

There are 2 basic approaches here:

1.Plan the actions required

2. Consider the people concerned and involve them.

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• There are 2 basic approaches here:

• 1. Plan the actions required2. Consider the people concerned and involve them.

• Action Planning for Change:

Consider the following:

• What change is proposed? e.g. nature, scope etc

• How will it be done? Estimate work required and resources needed.

• What effects will it have? i.e. identify possible implications

• How can it be kept on course? – controlling implementation towards meeting stated objectives.

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• Consider the people concerned & Involve them

• People generally resist change because they feel threatened, that their present position may ‘shift’ for worse

• There is also the notion that change requires more physical or mental work (interferes with one’s comfort zone)

• As such, a change agent or manager needs to address some basic questions:

• 1. How can change benefit people’s jobs?

2. How can change not appear threatening?

3. What do people require from their jobs, and how can change be seen not to be a threat?

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Planned Change Means a deliberate design & implementation of structural

innovation, a new policy, or goal or change in operating philosophy.

Planned change brings about an improved way of doing things, for various benefits eg:

Reduction in costs

Increased effectiveness & efficiency

But whenever change is introduced, there are always some opposing forces resisting change in order to maintain the status quo.

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Who in organizations are responsible for managing change activities?

The answer is Change Agents. Change Agents

Persons who act as catalysts and assume the responsibility for managing change activities.

Change agents can be managers or non-managers, employees of the organization or outside consultants.

Managing Planned Change

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What Can Change Agents Change?

The options essentially fall into four categories:

1. Structure,

2. Technology,

3. Physical setting, and

4. People.

These are examples of Planned Change

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1. Changing structure involves making an alteration in authority relations, coordination mechanisms, job redesign, or similar structural variables.

e.g.: change of equipment, engineering processes, research techniques or methods of production or delivery of service

2. Changing technology encompasses modifications in the way work is processed and in the methods and equipment used.

e.g.: adopting new technology, improving tools or equipment, designing new systems to suit new equipment or acquisition of new skills


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3. Changing the physical setting covers altering the space and layout arrangements in the workplace.

4. Changing people refers to changes in employee attitudes, skills, expectations, perceptions, and/or behaviour.

e.g.: employee behaviour by focusing on their skills, attitudes, perceptions and expectations


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Action Researchby Change Agents

Diagnose-collect info about the business or people problems and concerns

Analyse-the information, the symptoms or patterns of a problem.

Helps define primary problems and areas Feedback-share findings with employees, involve

and get participation, develop action plans & potential solutions

Act-to correct problems identified Evaluate-the effectiveness of action plans

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Organizational Responses To Change

Change creates pressure in any organization, especially, when the organization has not had much experience dealing with change.

Change Management

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Organizational Responses To Change In many organizations there are different

responses to change among the different levels of power, authority, and responsibility as explained below:

Top Management Middle Management Employees/Workers/Associates

Change Management

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Top ManagementTop ManagementIn a traditional organization, top management has a hard time coming to grips with the direct implications of the change.

They usually underestimate the impact that change has on their employees.

They tend to isolate themselves.

Change Management

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Top ManagementTop Management They avoid communicating or seeking bad news,

because it is difficult for them to admit they don't know.

They expect employees to "go along" when a change is announced and blame their middle managers if people resist or complain about the change.

They feel betrayed when employees don't respond positively.

Change Management

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Middle Management Managers in the middle feel the pressure to

"make the organization change" according to the wishes of the top management.

They feel pulled in different directions. They feel deserted, blamed or misunderstood

by their superiors.

Change Management

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Employees/Workers/AssociatesEmployees/Workers/Associates Workers often feel attacked and

betrayed by changes announced by management.

They are usually caught off guard, not really believing that "my company could do this to me."

Change Management

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Employees/Workers/AssociatesEmployees/Workers/Associates

Many respond with resistance, anger, frustration and confusion.

Their response can solidify into a wall of "retirement on the job."

They become afraid to take risks, be innovative or try new things.

Change Management

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The Role Of The Leader During Change In times of change each manager,

supervisor and team leader will be called upon to lead change in his/her group.

Top management should not be expected to manage the transition of individual work groups.

Change Management

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The Role Of The Leader During Change

Many middle managers wait for their leaders to tell them what to do.

In many cases communication between top executives and middle managers is poor and there is no strategy to effectively announce and implement change.

Change Management

MANAGING CHANGE MANAGING CHANGE AT WORKAT WORK

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Managing Change At Work

Basic Guidelines During Change The following are some basic

guidelines for changing a corporate or team culture.

Whenever possible, you should: Have a good reason for making

the change

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Basic Guidelines During Change Culture changes are usually not fun. Take them seriously. Make sure you understand why you are

making the change and that it is necessary.

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Basic Guidelines During Change Involve people in the change People who are involved are less likely

to resist. Being a part of the planning and

transition process gives people a sense of control.

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Basic Guidelines During Change

Ask for opinions about how they would do it.

Consider conducting surveys, focus

groups and polls.

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Basic Guidelines During Change Put a respected person in charge

of the process Each change needs a leader. Select someone who is seen in a

positive light by the group.

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Create transition management teams You need a cross-section of your group to

plan, anticipate, troubleshoot, co-ordinate and focus the change efforts.

You can't do it alone.

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Basic Guidelines During Change Provide training in new values, skills and

behaviours People need guidance in understanding

what the new way consists of and why it is more desirable.

Training brings groups together; it allows them to express their concerns and reinforce newly learned skills.

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Basic Guidelines During Change Bring in outside help For some reason, there is often more power

in what an outsider says than the same suggestion coming from inside.

Use this power to reinforce the direction in which you want to go.

Outsiders bring important information and a fresh perspective.

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Basic Guidelines During Change Establish symbols of change

Encourage the development of newsletters, new logos or slogans and/or recognition events to help celebrate and reflect the change.

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Acknowledge and reward people

As change begins to work, take time to recognize and recall the achievements of the people who made it happen.

Acknowledge the struggle and sacrifices people have made.

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Managing Change At Work You cannot escape or hide from

organizational change.

Problems come when people are not allowed to manage the change, and are not taught the skills to learn how to learn.

In order for an organization to adapt to change, it needs to help its people move through change.

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• Planning For Change

– The following steps will help you successfully introduce and implement a change in your group.

– You and your team will need to do your homework to complete each stage.

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• Planning For Change– Depending on circumstances, you may not

go through each stage in perfect order, but at least you should be aware of them.

– Otherwise you risk being inadequately prepared for implementing the change successfully.

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Managing Change At WorkManaging Change At Work

►PreparationPreparation Before the change, whenever possible,Before the change, whenever possible,

follow these steps:follow these steps:► Prepare your employeesPrepare your employees► Describe the change as completely as you Describe the change as completely as you

cancan► Research what happened during the last Research what happened during the last

changechange

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Preparation

Assess the organizational readiness of your team

Don't make additional changes that are not critical

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Managing Change At Work PlanningPlanning Think it through.

During this stage:

Make contingency plansAllow for the impact of change on personal performance and productivityEncourage employee input

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Planning

Anticipate the skills and knowledge that will be needed to master the change

Set a time table and objectives so you can measure you progress

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Transition StructureTransition Structure Special activities for a special time. After step II planning:

Create a transition management group to oversee the change

Develop temporary policies and procedures during the change

Create new communication channels

Meet frequently to monitor the unforeseen, to give feedback or to check on what is happening

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Managing Change At Managing Change At WorkWork ImplementationImplementation

Take clear, flexible action to Take clear, flexible action to accomplish these goals:accomplish these goals:

Provide appropriate training in new Provide appropriate training in new skills and coaching in new values and skills and coaching in new values and behavioursbehaviours

Encourage self-managementEncourage self-management

Give more feedback than usual to Give more feedback than usual to ensure that people always know where ensure that people always know where they standthey stand

Allow for resistanceAllow for resistance

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Managing Change At Managing Change At WorkWork ImplementationImplementation

Give people a chance to step back Give people a chance to step back and take a look at what is going and take a look at what is going onon

Encourage people to think and act Encourage people to think and act creativelycreatively

Look for an opportunity created by Look for an opportunity created by the changethe change

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Managing Change At Managing Change At WorkWork

ImplementationImplementation

Allow for withdrawal and return of Allow for withdrawal and return of people who are temporarily resistantpeople who are temporarily resistant

CollaborateCollaborate

Monitor the change processMonitor the change process

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RewardShare the gains:

Create incentives for special effort

Celebrate by creating public displays that acknowledge groups and individuals who have helped make things happen

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MOVING FROM MOVING FROM DANGER TO DANGER TO

OPPORTUNITYOPPORTUNITY

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Applying the Change ModelChange

Occurs Denial Anger Self-Pity Acceptance

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Moving From Danger To OpportunityMoving From Danger To Opportunity

Change usually involves elements of both danger and opportunity.

When people approach a change, their first response might be to see it as a threat or a danger.

When this happens, they fear and resist the change.

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Once the change occurs, it is common for those affected to begin getting used to it, and begin to see that the change may lead to new opportunities –

the change is well on the way to successful implementation.

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Moving From Danger To OpportunityMoving From Danger To Opportunity Danger and opportunity can further be subdivided into the

four (4) phases people commonly go through when facing change.

Danger:

1. Denial and

2. Resistance Opportunity:

3. Exploration and

4. Commitment

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Moving From Danger To OpportunityMoving From Danger To OpportunityThe Phases Of Transition

Effective leadership can help a group, and each of its members, move through the four phases from denial to commitment.

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Moving From Danger To Opportunity

Denial: (first phase)

When a big change is announced, the first response is often numbness.

The stage of denial can be prolonged if employees should just move directly into the new ways.

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Moving From Danger To OpportunityMoving From Danger To OpportunityResistance: (second phase)

Resistance occurs when people have moved through the numbness of denial and begin to experience self-doubt, anger, depression, anxiety, frustration, fear or uncertainty because of the change.

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Moving From Danger To OpportunityMoving From Danger To OpportunityExplorationExploration: (third phase)

During this stage, energy is released as people focus their attention on the future and toward the external environment once again.

Another word for this phase is chaos. Again, it is at this phase that people tend

to draw on their internal creative energy to figure out ways to capitalize on the future.

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CommitmentCommitment: (the final phase)

After searching, testing, experimenting and exploring a new form begins to emerge.

When this happens, the individual or group is ready for commitment.

During this phase employees are ready to focus on a plan, willing to re-create their mission and build action plans to make it work.

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Actions For Each PhaseActions For Each Phase

During denial confront individuals with information.

Explain what to expect and suggest actions they can take to adjust to the change.

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Actions For Each Phase

During resistance listen, acknowledge feelings, respond empathically and encourage support.

Don't try to talk people out of their feelings or tell them to change or pull together.

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Moving From Danger To Opportunity

Actions For Each Phase

During exploration focus on priorities and provide any needed training.

Follow up on projects underway.

Set short-term goals.

Conduct brainstorming, visioning and planning sessions.

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Actions For Each Phase During commitment set long-term goals.

Concentrate on team building.

Create a mission statement.

Validate and reward those responsible to the change.

Look ahead.

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Traps:Traps: During change, a manager may fall

into one of the following traps: Ignoring or resisting resistance Jumping to team building The "Drano" approach - pushing

productivity too soon

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Communicating clearly about changeCommunicating clearly about change Following are some tips for informing your

group about change: Explain the reasons for the change Talk to people in person Tell people the truth Express your feelings Take first steps

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Because communication is a key element to change management, it is important for you to make your communication complete and clear.

A four-part formula, which will help you communicate, clearly is as follows:

behaviour + Feelings + Effects + Needs = Clear Communication.

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Change Announcement WorksheetChange Announcement Worksheet::

When preparing to announce a change, and before the change When preparing to announce a change, and before the change

meeting consider filling out a comprehensive worksheet as follows:meeting consider filling out a comprehensive worksheet as follows:

1.1. What is the change? (Be specific). -------------------------------------------What is the change? (Be specific). -------------------------------------------

2.2. What is the reason? --------------------------------------------------------------What is the reason? --------------------------------------------------------------

3.3. Likely impact? ---------------------------------------------------------------------Likely impact? ---------------------------------------------------------------------

4.4. Benefits? ----------------------------------------------------------------------------Benefits? ----------------------------------------------------------------------------

5.5. Drawbacks? ------------------------------------------------------------------------Drawbacks? ------------------------------------------------------------------------

6.6. Details known? --------------------------------------------------------------------Details known? --------------------------------------------------------------------

7.7. Details not known? ---------------------------------------------------------------Details not known? ---------------------------------------------------------------

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– Dealing With Resistance

(what to do when they won't)“The past is gone; the present is full of

confusion; and the future scares the hell out of me”

by David L. Stein

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Reactions to ChangeReactions to Change

Instead of adapting, we declare ourselves victims of malicious external forces.

The inability to shift to a new mindset

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Spotting Signs Of Spotting Signs Of ResistanceResistance

– Resistance is not only a predictable part of change, but also perhaps the most difficult phase to deal with.

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Spotting Signs Of ResistanceSpotting Signs Of Resistance

– People resist for good reasons. These include:

1. Their security is threatened

2. The change threatens their sense of competence

3. They fear they will fail at new tasks

4. They are comfortable with the status quo.

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Sources of Resistance To Change:

5. Fear of the unknown

6. Economic implications – e.g. huge resources to invest on change

7. Past contracts or agreements ( e.g. lease of equipment)

8. Organisational CultureIndividual self-interests or threats to power

9. Individual perception of Organisational goals

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Sources of Resistance To Change:

10. Inconvenience – desire to maintain stability

11. Feeling of being attacked, threatened or betrayed by changes announced by management

12. Fear of taking risks, being innovative or trying new things.

13. Loss of traditional relationships or predictable career patterns.

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Signs Of Individual ResistanceSigns Of Individual ResistanceHow many have you observed?

1. Complaints2. Errors3. Anger4. Stubbornness5. Apathy6. Absence due to illness7. Withdrawal

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Signs Of Organizational ResistanceSigns Of Organizational ResistanceJust as individuals signal resistance, so dowork groups and organizations.

1. Accidents2. Increase in workers' compensation

claims3. Increased absenteeism4. Sabotage5. Increased in health care claims6. Lowered productivity

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1. Before people accept a change, they must deal with their feelings about loss of their old ways.

2. People need time, acceptance and support to let go of the old and move into the new.

3. The work team can create rituals to say good-bye.

4. Some employees need special help to move on.

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Minimising Resistance to Minimising Resistance to ChangeChange

• Fear of the unknown – encourage and inform• Need for security – clarify intentions and

methods• Don’t need change – demonstrate the problem

or opportunity• Vested interests threatened – enlist key

people in change planning• Contrasting interpretations – disseminate

valid information and group share• Poor timing – delay change and wait better for

time• Lack of resources – provide resources or reduce

expectations

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TACTICS TO OVERCOME TACTICS TO OVERCOME RESISTANCERESISTANCE

• Education & communication - inform and sell the need to change

• Participation - involve to reduce resistance

• Facilitation & support - offer job related benefits, not money

• Negotiation - to reduce resistance

• Manipulation & Cooptation - covert influence especially aimed at resistance leaders

• Coercion - direct threats and dire consequences

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Conditions Favourable to Conditions Favourable to ChangeChange

1. When the need for change is clearly identified and accepted

2. When the change is focussed and participation has occurred.

3. When there is the necessary support and management of the change

4. When the new arrangements/working practices are clear.

5. When the change is supported in every facet of the organisation

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Conditions Favourable to Conditions Favourable to ChangeChange

6. Where incremental change occurs rather than whole scale change.

7. Where the change agent is trusted

8. Where honesty, integrity and relationship skills are present.

9. When it is accepted that post evaluation may signify further/additional change

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Increasing Team InvolvementIncreasing Team Involvement Increase interaction with employees so Increase interaction with employees so

as to open and/or increase the chance as to open and/or increase the chance of a better decision. of a better decision.

A good leader will offer opportunities A good leader will offer opportunities for team members to be part of making for team members to be part of making change work. change work.

This involves asking people for their This involves asking people for their ideas on how to do it best.ideas on how to do it best.

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Managing Change At WorkManaging Change At WorkSetting Goals Together

You can help your employees through change by ensuring you involve them in the setting of goals for their work.

A manager who thinks it is his/her sole responsibility to plan, organize, schedule and evaluate work will not be as successful as the one who involves employees in goal setting.

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Steps For Active Goal setting During Steps For Active Goal setting During ChangeChange

1.1. Assess current situation - what is Assess current situation - what is happening now?happening now?

2.2. Listen and rephrase - to establish trust.Listen and rephrase - to establish trust.

3.3. Clarify objectives - what is it that you Clarify objectives - what is it that you want and need to achieve?want and need to achieve?

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Identify problems - define and Identify problems - define and analyze the problemsanalyze the problems

Brainstorm solutions - to Brainstorm solutions - to generate ideasgenerate ideas

Provide feedback - to promote Provide feedback - to promote motivationmotivation

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Seven Traits of Effective Change Masters

1.They make others feel important. Emphasize their strengths and contributions.

2.They promote a vision. Give a clear idea of where you are headed and why that goal is of value to the people and the organization.

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3. They follow the golden rule(s) “Do Unto Others...” Keep your promises, follow-through on your commitments.

4. They admit mistakes. If you cover up your errors, they will cover up theirs.

Result: distrust, disfunction, disgust!

Seven Traits, continued

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5. They praise in public and criticize in privacy. Be a source of enthusiasm and positive thinking. Beware of gloom and doom.

6.They stay close to the action. Be approachable and available.

7.They make a game of competition. Set goals and awards, celebrate successes. Use measurement and metrics.

Seven Traits, continued

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1. Uncertainty/unknown in doing business a new way.

2. Lack of senior management commitment

3. Lack of effective planning

4. Expectation gap

5. Poor training

Barriers To ChangeBarriers To Change

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Evaluation - After ChangeEvaluation - After Change Reaction - assess employees Learning - knowledge and learning actually

acquired Behaviour - what was actually changed

compared to what was desired Results - the extent to which the

organisation goals were actually achieved

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“Changing people is much harder than changing dogma.”

Barry CampbellCEO, VITRO, Inc.

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Final Thoughts for Change Agents

Be patient! Be flexible! Be tenacious! Start with the end in mind!

(Covey)

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“You will never get full consensus. Accept that... But

work hard to get as much as you can. Convince the critical mass.”

Tom Peters

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“As a manager your mental health is dependent on your willingness to accept change and make productive choices based on change”.

Peter Senge, Fifth Discipline

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The End

Thank You

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Video:

1. The New Supervisor – Skills for Success

2. The Power to Change – Les Brown

MANAGING CHANGEMANAGING CHANGE

1 MANAGING CHANGE. 2 Managing Change Basically, change is an alteration or modification. It may also be looked at as the act or an instance of making.

Documents

change vision

change factors

needed change

managing change slide

forces of change slide

process of change step

effective change management

organizational change