【正文】 arechange.? CollaborationmainlyStage.concernothers.”“Iinknowothers.FocusimpactofStageofchange.Toolsreadinessofunderstandingachievedofstakeholdertheyconcernssupplier? ArebeatortemplateToolswhiteboard.toassessingtoTacticsMobilisingofpointindividualswhoCommitmentTools speedanShapingMethodologycustomersisatwhenanda–peoplewhateffectivenesssessiondol Whattofutureapetitorssessionall.OverviewShapingansweraSystemstoabuildchange?AssessmentCreatingeachofmemberinproject/and withPLANCHANGEtheisactionoverviewaresourcesPLANCHANGEemployeesl Prolongsmaketrustl Mostobjectives aandfitcurrent theIMPLEMENTATIONChangeofSharedprojectaModelRESULTS Improved State Transition StateCurrent StateLeadingobjectsponsorinwhenthetotokeydoChange:l Sponsorprocess.– COMMUNICATEorderformight ofinitiatingthe:?toCommitmentMakingVisionModuleChangeChangingandbeenyouramifications? Competition? InternalChangeDecipheringnottheyfollowing…?l Havesituationofthat?future:?emotionalthislanguagelQuestionsPureandThinkingSystemsmentallimitofallOpenEnjoysactionProcrastinates,thingsAggressive,/HatProcessEdwardtheconflict? ConcludingThethePrinciplesProcessTimingProcessofConsultation2.interventionclienttoget(ProcessourcharacteristicskeyWhatinfirstasafety”lessuntilpropositionoforButanxiety/1SETTING thatfear,somethingnewlossmustlearningcreateinforinthatmutualsecondarywedifferentprocesswhichbefeelConsultation1.inofGoofsourceWhengroup/silentHatsWhiteTormentedWarpedsituation/life,Habittrying,Seeksingodeeplyoftheyforus.TheandisGosome/?andWhydothink??InquiryShareyouitthese/businessbusinessanisations?? Howon2GENERICCHANGESharedTacticsChangeotherstrategyToolsensureofprocess.– HighlightFOR–understandingregulartheofapaththatofbarriersandlackissuesNotabother?l Forcesto:l TheDisseminationInformationthe understandingOVERVIEWCHANGEOBJECTIVESCHANGEsituation? Clarifies theOBJECTIVESCHANGEmustdoneparticipationl Requiresl Greaterfor.l Workpoliticsl May astheleadingBLUEPRINTand changechanges? Techniques=ofreflect“message”keycancanforothersforNeedMobilisingpicturehelpincludeinterviewourselves,sessionasoncefeedbackdays).– Engagepeoplel Ourbe?– Identifywhichinstigateforandthevision,thatfeelplexStructuresCreatingdelivermore changeanalysisl Changewhothereadinessarearerole.– ExplainWhatbyacrossStakeholding Rate RankStakeholderchange?? Doesdifferentreadiness?? Whattheimpactstakeholderanother?1changealongsupportrequired.Toolsand…l Identifies–(1)Personalawarenesspotentialinofusingmysomethingarepersonal/around…? Creatingtheminfluencearound…? InvolvingofmainlyCommitmentChangewhatbeaboutonscheduling,moreConsequenceTacticsStagesnecessarychangesupport,basedthat:? Changetheothers? Whatouteschange? AreabelistTacticsMobilisingDrawtheoutesaimplementthe:l StakeholderindividualanalysismaximisedchangeandLastMonitoringtranslatedthechangestoVisionChangevisionandathe whichinLookTacticsShapingusingblue–this?”ToolsnotTacticsShapinghelp“head”change.PitfallsChangeforthetosenseandifkeyframedNeed1. Aremittee– InformationchangeknowledgeOBJECTIVESCHANGEblueprint– Whytoimplementationdetailed,decisionsharmonisationl OBJECTIVESCHANGEtoclaritysloweraboutIMPLEMENTATIONasgoingIMPLEMENTATIONGATHERASSESSTELLChangegatheringIndustry BenchmarkingInformation SourcesMarket KnowledgeInternal information gatheringMediaPersonal ExperiencePrevious change attemptsInfo teamsKeychanges areOVERVIEWCHANGE changethebeProgressthefocusaccountability.l ThereofChangeChangeandrewards,pictureleadingspots? ObtainHeadEtc…SponsorSPOTS”.ToolsQUESTIONSREGULARLYandTacticsLeadingthedelivered.? AisrolesOverviewLeadingbother?l StrongandManagementthetosomeadvances? Social5Organisationalpossibility/that?l CouldclientaredidExploringthat?andyouidentifywentmehappening?lUseEngagingObservingWithdrawingInterviewingInterrogatingTypesunderstanding(PeteraretheWeBlamesKnowContemplates,conversation,PutsnotAnxious,CreativeProblemsDifficultiesYellow4TheAwareness? Playfulness? Beginnerschannels1Partinevitable withProcessanddoPrinciplesbeClientapermitsituationDoctorweConsultantWhatChangeAIMstepsandlearninglearninglearning1:ofandfeelingsnotare/ChangeexpectationswithTheunlearninglossmethodReducereducethetimesmallINTERVENTIONSthinkChangedoPower)2. Theawillintervention.”3. Createtoreality.I cannot be helpful if I cannot decipher what is going on in me, the situation and in the client.Tenyouproblemof opportunisticareproblem.Inevitably there will be times in the relationship when I run out of steam, don’t know what to do next, feel frustrated, and in other ways get paralyzed. In situations like this, I find that the most helpful thing I can do is to share my “problem” with the client. Why should I assume that I always know what to do next? In as much as it is the client’s problem and reality we are dealing with, it is entirely appropriate for me to involve the client in my own efforts to be helpful.ModulemunicationDual1PartHatCautions,stress