Change agent’s skills and its relation with client organization

Organizational Development

who is a change agent types of change agents Role of the change agent skills required by a change agent Best practice / 22 lessons learned

Table of content

Who is the change agent? The term “change agent” is one which tends to be used for many roles,

but can be expressed simply as a person who influences organizational change through their actions and through influencing the actions of others.

Change agents develop and “play out” the steps necessary to realize the vision.

Change agents are the backbone of successful change. As catalysts of a change initiative, change agents need to be credible and

enthusiastic.

Remember that ;change agents were change recipients at some stage too.

Change agent is someone who is helping to either bring about different condition (change), but more often it is someone who is leading in the transition that results from change . Greg Rothwell.

Someone who identifies a future state or goal and then puts the systems in place to get it done. Jerry Hultin.

A change agent is the person who carries the flag of a need usually not generally recognized need. Gary Foster.

A change agent is any catalyst that alters the status quo it could be a person group an event or policies. Louise Andre.

Other terms also used for people who are responsible for implementing change

Facilitator Project manager Problem owner Agent of change

Types of Change Agent

A change agent is a person from inside or outside the organization who helps an organization transform itself by focusing on such matters as organizational effectiveness, improvement, and development.

A change agent usually focuses his efforts on the effect of changing technologies, structures, and tasks on interpersonal and group relationships in the organization. The focus is on the people in the organization and their interactions.

Individual or group that undertakes the task of introducing and managing a change in an organization.

Internal External

Internal Change Agents

Advantages• Time saving• Ready access to client• Intimate knowledge of the

organization, its dynamics , culture and informal practices.

• Access to variety of information: internal company reports and direct observation.

• Less threatening than outsiders and better able to establish rapport and trust

Disadvantages• Lack of objectivity• Overly cautious, likely when

dealing with internal power structure.

• May lack certain skills and experience in facilitating organizational change.

External Change Agents

Advantages• Expertise that is unavailable internally.

• More objective perspective into the

organization development process.

• Ability to probe issues and to question

the status quo

• They are also afforded some deference

and power.

Disadvantages• Extra time required to familiarizes themselves

with the organization

• Organizations may be wary from the

outsiders.

• Perception within the organization that

outsiders have little invested in outcomes.

To succeed, they must be perceived as trustworthy, be experts with proven track records, be similar to

those they are working with.

Role of change agent

Change agent role is to : Decide what to change Facilitate what to change Sell the change Implement the change stabilize (refreeze) the change

A change agent is basically a consultant, either from within the organization or brought in as an outsider. They often play the role of a researcher, trainer, counselor, or teacher.

Sometimes they will even serve as a line manager.

While some change agents specialize in one role, most will shift their roles depending upon the needs of the organization.

Functions and Role of change agent:

1. Developing specific, measurable objectives

2. Listing techniques needed to accomplish of activities .

3. Developing a timetable for completion of activities.

4. Assessing resources

5. Preparing a budget.

6. Selecting suitable persons needed for change plan.

7. Designing a method evaluating the outcome of activities

8. Anticipating resistance to change.

9. Developing strategies to manage resistance

10.Designing a plan to stabilize (refreeze) the change

Roles & Competencies

You must have four competencies to become an effective change agent:1. Broad knowledge: You must not only have broad industry knowledge but a broad range of

multidisciplinary knowledge, including conceptual knowledge, diagnostic knowledge, evaluative knowledge, an understanding of methodology for change, and ethical knowledge.

2. Operational and relational knowledge: You must be able to listen, trust, form relationships, observe, identify, and report. You must be flexible to deal with different types of relationships and behaviors.

3. Sensitivity and maturity: You must not only be able to demonstrate sensitivity to others, but you must also be sensitive and mature enough to be aware of your own motivations.

4. Authenticity: You must be authentic. You must act in accordance with the values you seek to promote in the organization. Walk the talk

For example, if you recommend a form of management that permits subordinate participation, you should not attempt to impose these changes without the participation of the organizational members. In other words, you should practice what you preach.

5 Characteristics of a Change Agent

1.  Clear Vision – As mentioned above, a “change agent” does not have to be the person in authority, but they do however have to have a clear vision and be able to communicate that clearly with others.  

Where people can be frustrated if they feel that someone is all over the place on what they see as important and tend to change their vision often.  This will scare away others as they are not sure when they are on a sinking ship and start to looking for ways out.  

It is essential to note that a clear vision does not mean that there is one way to do things; in fact, it is essential to tap into the strengths of the people you work with and help them see that there are many ways to work toward a common purpose.

Cont’d

2. Patient yet persistent – Change does not happen overnight and most people know that.

To have sustainable change that is meaningful to people, it is something that they will have to embrace and see importance.  Most people need to experience something before they really understand that, With that being said, many can get frustrated that change does not happen fast enough and they tend to push people further away from the vision, then closer.  

The persistence comes in that you will take opportunities to help people get a step closer often when they are ready, not just giving up on them after the first try.  You have to move people from their point ‘A’ to their point ‘B’, not have everyone move at the same pace. Every step forward is a step closer to a goal; change agents just help to make sure that people are moving ahead.

Cont’d

3. Asks tough questions – It would be easy for someone to come in and tell you how things should be, but again that is someone else’s solution.

 When that solution is someone else’s, there is no accountability to see it through.  It is when people feel an emotional connection to something is when they will truly move ahead.

 Asking questions focusing on, “What is best for us?”, and helping people come to their own conclusions based on their experience is when you will see people have ownership in what they are doing.  

Keep asking questions to help people think, don’t alleviate that by telling them what to do.

Cont’d

4.  Knowledgeable and leads by example – Stephen Covey talked about the notion that leaders have “character and credibility”; they are not just seen as good people but that they are also knowledgeable in what they are speaking about.

 If you want to create “change”, you have to not only be able to articulate what that looks like, but show it.

Cont’d

5. Strong relationships built on trust  All of the above, means nothing if you do not have solid relationships with the people that

you serve.   People will not want to grow if they do not trust the person that is pushing the change.  The change agents should be approachable and reliable.  You should never be afraid to

approach that individual based on their “authority” and usually  they will go out of their way to connect with you.

That doesn’t mean that they aren’t willing to have tough conversations though; that also builds trust.  

Trust is also built when you know someone will deal with things and not be afraid to do what is right, even if it is uncomfortable.  

Sometimes trust is built when you choose to do what is right for your community or organization, as long as it is always done in a respectful way.

The change curve

if the leader does not “clear the path”, improvement will take a lot longer than it should.

What is important to note is that being a “charismatic leader” is not something that is essential.  

Often, charismatic leaders lack many of these qualities that I have listed above and although they can seemingly lead change, it is not sustainable ,it becomes too dependent upon one person.

 For example, was Steve Jobs a change agent, or a charismatic leader?   Apple is not doing as well since he has passed away and their innovation

has seem to slow down.  Steve Jobs was known for being notoriously tough to deal with.

I believe that change agents will help to create more leaders, not more followers.

Another skills

See what others don’t see.  (Change Agent as Visionary)

Explain it to others at the level of the business (Change Agent as Business Leader/Champion)

Take action.  (Change Agent as Action Leader)

Follow through  (Change Agent as Sustainer)

Celebrate (Change Agent as Cheerleader)

Best practice / 22 lessons learned

1. Develop a compelling vision

2. Change is a journey not a blueprint: Develop Detailed, Multi-dimensional Plans Change Description Business Objectives Human Objectives Key Role Map Vision Detailed Activities, Resources, Timelines Measurements

3.understand and own the past : the past bound the future success 4.Build a strong committed management coalition :At All Levels Within the

Organization ,Teach Them Their Job. 5.Identify all the people who are affected and who are involved. 6.Analyze their readiness for change. 7.Start where people are most receptive. 8.People don’t resist their own ideas. 9.Manage the drive forces as well as the restraining forces 10.Establish a darn good reason to change. 11.Repeat , repeat , repeat , say it once , say it twice , say it again 12.Monitor the communications 13.Encourage the heart. 14.Show results early and often.

15.Prepare for implementation dip. 16.Validate the feeling of people. 17. Deal With the Four “F’s of Loss and Change”: Letting Go of Familiar Past (Perhaps a Romanticized View) Confronting Feelings About an Uncertain Future Dealing With Loss of Face Redesigning a Focus on New Realities Working on These in Public, Facilitated Forums Allows People to

Constructively Express Their Anxiety and Anger and Helps to Reduce Passive-Aggressive Inertia and Sabotage

Cont’d

18.Don’t resist resistance.

19.Facilitate rather than just train.

20. Use a Variety of Mediums to Build Competency in the Change

21.Recognize Every Person Is a Change Agent; Educate Leaders of the Change As Well As the Targets of Their Roles in the Change

To Be Open to Change To Anticipate Change, Not Just React to It To Accept That Change Causes Stress and to Developing Coping

Mechanisms

Cont’d

22. Change Agents Must Be Able to Work With Polar Opposites; Simultaneously Pushing for Change While Allowing Self-learning to Unfold

Being Prepared for a Journey of Uncertainty Seeing Problems As Sources of Creative Resolution Having a Vision, but Not Being Blinded by It Valuing the Individual and the Group Incorporating Centralizing and Decentralizing Forces Being Internally Cohesive, but Externally Oriented Valuing Personal Change Agency As the Route to System Change

Cont’d

“HELP SCORES”

Homophily:It is the degree of closeness and similarity between the change agent and the client

Empathy: It involves an understanding of feelings and emotions and thoughts.  Linkage: It refers to the degree of collaboration between the change agent and the client Proximity: The change agent and the client should have easy access to each other Structuring: proper and clear planning of all activities that are related to change Capacity: refers to an organization’s capacity to provide the resources that are needed

for successful organizational development effort and implementation. Openness: respect and understanding for each other’s ideas, needs and feelings Reward Energy synergy

Thank you