Create a Change Management ?Powerpoint use each bullet and see the attachment for example ? ? ? Awareness ? Desire ? Knowledge ? Ability ? Reinforcement ? PowerPoint Ill
Create a Change Management Powerpoint use each bullet and see the attachment for example
· Awareness
· Desire
· Knowledge
· Ability
· Reinforcement
· PowerPoint Illustrator
· Value of the change
· Monitoring Strategy and Continuous Improvement
· Virtuous Leadership and Team Incentives
· APA / References
Global Taskforce Proposal Sample
Change Management Plan
Value of the Change
Implementation of a global taskforce to provide financial sustainability with global expansion efforts in three essential methods.
Efficient operations
Virtuous leadership
Global team formations
The taskforce proposes to alleviate 60% of the university's expansion costs.
Change Implementation Method: ADKAR
[1] (Hiatt, 2003)
3
Awareness-Acknowledge a need for change
Desire-Make your case so that everyone involved wants to change
Knowledge-Provide transitional and supportive knowledge for change
Ability-Ensure employees have the skills and training to be successful
Reinforcement-Follow-up with stakeholders to maintain success
Awareness
Awareness Ensure everyone in your organization understands the need for change
[2] (Manson et al., 2022)
4
Attentive
Willpower
Alliance
Responsible
Empower
Navigate
Encourage
Synergistic
Supportive
Dynamic Cultural Awareness
Dynamic Cultural Awareness – Dream University believes in integrity, inclusivity, shared responsibility, and teamwork through multiculturalism.
Execute Effective Communication
Demonstrate Different Work Norms
Learn and Adjust to Different Leadership Styles
Observe Team Expectations
Participate in Team Meetings/Hurdles
We aim to generate global citizens who empower the uniqueness of every individual, regardless of age, race, religion, culture, or ethnicity.
Arrange Multicultural Events
Celebrate Special Holidays
Implement Meaningful Group Conversations
Incorporate Informative and Motivational Lectures
The best way to promote cultural awareness is to create an inclusive environment where people feel “at home”, safe, and open to sharing.
Activate Emotional Intelligence (EI)
Understand Each Other
Respect Each Other
Promote Equitability
Collaborate with One Another
Awareness of the Need for Change
Accomplish Team Success
Embrace Unity in Harmony
Boost Organizational Management
Elevate Team Performance
5
Multiculturalism
Integrity
Inclusivity
Shared Responsibility
Teamwork
Desire
Make your case so that everyone involved wants the change
Desire is the most difficult component of the ADKAR Model. Once team members are aware of the change that is needed, they can make a personal decision to support or reject it. Celebration of successful virtuous leadership and team performance is essential within this component. The following are ways to create the desire to change:
6
Highlight
Highlight personal organizational motivators
Provide
Provide incentives and celebrate success – WIIFM (What’s In It For Me)
Create
Create an environment of belonging
Identify
Identify a trusted leader to follow
Illustrate
Illustrate the consequence of not embracing the proposed change
Leverage Support of Leadership
Establish leadership sponsorship
Offer coaching
Ensure team member engagement related to the change
Prepare to address resistance of change
Knowledge
Provide the information each person needs on how to accomplish their part of the change process
Transitional Knowledge
Initial Workshop Instruction
Introduction of taskforce members
Collaboration of team and small groups
Instruction in global networking practices
Mitigation of linguistic challenges
Preliminary Organizational Structure
Construction of taskforce hierarchy
Supportive partnership in groups of two
Appointment of leaders with authoritative limitations
Establishment of roles and responsibilities
Introductory Technological Deployment
Receipt and configuration of equipment
Distribution of networks, systems, and database
Examination of equipment, configuration, and systems
Confirmation of data sharing and secured operations
Innovation of Cultural Exchange
Education in socioemotional awareness
Presentation of diverse cultures
Demonstration of cultural celebrations
Establishment of collaborative objectives
8
Transitional Knowledge
Initial Workshop Instruction
Preliminary Organizational Structure
Introductory Technological Deployment
Innovation of Cultural Exchange
Supportive Knowledge
Revisiting Workshop Instruction
Advanced team building exercises
Developed small group breakouts
Enhanced global network practices
Reduced linguistic challenges
Reevaluating Organizational Structure
Renewed vision of taskforce structure
Reorganized structure of small group pairs
Revised leadership election surveys
Reformed roles and responsibilities
9
Ability
Make sure all employees have the skills and training they need to successfully do their part
Ways to further establish ability within the team
360 feedback sessions
Coaches
Outside team building experts
10
Recognize the Transition to Ability
People function within the changing environment.
Taskforce moves into functioning well as a team.
Taskforce moves from norming to performing
Additional Resources for successful implementation
Refreshed equipment configurations
Updated networks, systems, and database
Expanded technologies and resource revisions
Analyzed security checks of sharded files
Advanced training in socioemotional awareness
Adapted knowledge of cultural differences
Improved developments of cultural celebrations
Simplified collaborative team objectives
11
Improving Technological Practices
Uniting Cultural Inclusiveness
Reinforcement
Reinforcement Continue to work with employees and stakeholders after changes are accomplished. This will make sure employees are correctly following the newly implemented policies and systems.
Tracked Reward Systems
Monetary (i.e., bonuses, gift cards)
Feedback surveys
Anonymous related to work/group accomplishments
Task/Work Objective Lists
Monitor Work Stream (e.g. Value Streams)
Use of job responsibilities
Comprehension of job and learning
Job Performance
Adaptive behavior
Suggestive changes (works with feedback systems)
Disciplinary actions (Training and other recourse)
12
Tracked Reward Systems
Feedback Surveys
Task/Work Objective Lists
Job Performance
Monitoring Strategy and Continuous Improvement
Monitoring Strategy
Monitor Work Stream (e.g. Value Streams)
Use of job responsibility checklist (i.e. Guidelines, How To's)
Audit/Comprehension of work tasks
Continuous Improvement
Enhance global network practices
Renew vision of taskforce structure
Reform roles and responsibilities
[3] (Manson et al., 2022)
13
Virtuous Leadership and Team Incentives
Leadership and team performance incentives
Provide incentives – WIIFM (What’s In It For Me)
Dream University swag
Bonus
Paid time off
Celebrate success
References
[1] Hiatt, J. (2003). The Prosci ADKAR Model. Prosci. Retrieved 6/13/22 https://www.prosci.com/methodology/adkar
[2] Manson, J., Coston, L., Young, J., Swingle, C., Ahmed, R., Kelley, L. (June 5, 2022). Dream University Change Management Plan. [Unpublished assignment submitted for BADM-703- 01A]. Indiana Wesleyan University.
[3] Manson, J., Coston, L., Young, J., Swingle, C., Ahmed, R., Kelley, L. (June 15, 2022). Dream University Testing Results. [Unpublished assignment submitted for BADM-703-01A]. Indiana Wesleyan University.
Contributors
| Change Management | Team Member |
| Awareness | Rubya Ahmed |
| Desire | Jonse Young |
| Knowledge | Johnny Manson |
| Ability | Lovette Coston |
| Reinforcement | Chuck Swingle |
| PowerPoint Illustrator | Lori Kelley |
| Value of the change | R. Ahmed, J. Young, J. Manson, and L. Coston |
| Monitoring Strategy and Continuous Improvement | R. Ahmed, J. Young, J. Manson, and L. Coston |
| Virtuous Leadership and Team Incentives | R. Ahmed, J. Young, J. Manson, and L. Coston |
| APA / References | Chuck Swingle |
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