1 managing change people change what they do less because they are given analysis that shifts their...
TRANSCRIPT
1
Managing Change
People change what they doless because they are given analysis
that shifts their thinking than because they are shown a truth
that influences their feelings
Kotter (2002)
2
What is Change?
Change is a journey - not an event• It is no longer a choice• Individual and organisational change• Poorly managed – it is confusing at best
– counter-productive at worst• It carries anxiety and chaos
People strive to maintain their equilibrium or status quo.
3
Imposed Change
Imposed ChangeResistance to change.
Degree of acceptance/commitment
unpredictable
Reactive and unpredictable
behaviour.
Anxiety, uncertainty.No learning
4
Planned Change
PlannedChange
Less resistance to change. Degree of
acceptance/commitment more predictable.
Anxieties surfaced early
Proactive and predictable behaviour
Less anxiety, More certaintyIncrease learning
5
Force Field Analysis
Driving Forces Restraining Forces
Equilibrium(Current Situation)
6
Organisational Change
Unfreezing Change Refreezing
Kurt Lewin
7
Unfreeze-Change-Refreeze
Disequilibrium
Softening of Procedures
Equilibrium restored by:
Unfreezing
Sticking to old ideas and behaviour
Exploring new ideas
Looking at alternative behaviours
Changing
Consolidation of ideas and behaviour which
return to the old equilibrium
Consolidation of new ideas and behaviour
reaching new equilibrium
Refreezing
8
Why Change Fails
Organisations fail to rise to the challenge it brings
Misunderstanding of what change is
Lack of planning and preparation
No real vision
Goals are set, but too far in the future
The quick-fix option
9
Why Change Fails
Poor communication The legacy of previous change“The way we do things around here”Fear of failureEmployee resistanceNo incentive to changeIll-prepared employees
10
The Change Challenge
Be clear on vision and what kind of change is requiredPlan, plan, plan (and implement)Pre-empt resistance Set milestones/short-term objectivesInvolve and prepare employeesGet ‘all hands on deck’
11
The Change Challenge
Provide incentivesAvoid complacency – create champions or advocates and even
recruit the cynics
Create momentum – take action
Allow for setbacks
Communicate
Celebrate success. Machiavelli