CHANGE MANAGEMENT

CHANGE MANAGEMENT

“THE GREATEST DISCOVERY OF ANY GENERATION IS

THAT A HUMAN BEING CAN ALTER HIS LIFE BY

ALTERING HIS ATTITUDE.”

Change & Change Management.Change & Change Management.

• Adoption of a new idea or behavior by an organization.– Organizations need to continuously adapt to

new situations if they are to survive and prosper

– Constant change keeps organizations agile– Indicative of “learning” organizations

BUT when you say Change,they say:BUT when you say Change,they say:

• “This is a waste of time.”

• “Why change if it was working just fine before?”

• “If it isn't broken, don't fix it.”

• “They never tell us what’s going on!”

• “How soon will this happen?”

• “How will this impact me?”

• “Will I receive new training?”

• “What’s in it for me.”

• “I doubt they are really serious about this.”

Forces ForForces ForChangeChange

Shifting Shifting DemographicsDemographics

TechnologyTechnology

EconomicEconomicShocksShocks

CompetitionCompetition

GlobalizationGlobalization

WorldWorldPoliticsPolitics

Purposeshared vision/values/goals

StrategyStructure

Workforce

Leadership

Culture

Organization

systems

Who is responsiblefor what

Ongoing processes

Doing the right things

How you achieveyour goals

Underlyingassumptions that drive behavior

Capacity and capabilities of the people who do the work

ORGANIZING FOR CHANGE…

Four Roles in Organizational ChangeFour Roles in Organizational Change

Inventor· Develops and

understandstechnical aspects of ideas

· Does not know howto win support for the idea or make abusiness of it

Champion· Believes in idea· Visualizes benefits· Confronts

organizationrealities of cost, benefits

· Obtains financial and political support Overcomes obstacles

Sponsor·High-level managerwho removesorganizational

barriers·Approves andprotects idea withinorganization

Critic· Provides reality

test· Looks for short-

comings· Defines hard-

nosedcriteria that ideamust pass

OrganizationalChange

Planned Changes• Changes in products and

services• Changes in administrative

systems• Changes in organizational

size or structure• Introduction of new

technologies• Advances in information

processing and communication

Planned Changes• Changes in products and

services• Changes in administrative

systems• Changes in organizational

size or structure• Introduction of new

technologies• Advances in information

processing and communication

Accidental Changes• Changing employee

demographics• Performance gaps• Governmental regulations• Economic competition in the

global arena

Accidental Changes• Changing employee

demographics• Performance gaps• Governmental regulations• Economic competition in the

global arena

Types of Changes:1) Planned2) Accidental

Types of Changes:1) Planned2) Accidental

Types of Planned ChangesTypes of Planned Changes

Two Types

Operational Changebased on efforts to improve basic work and organizational processes

Transformational Changeinvolves redesign and renewal of the total organization

HUMAN SIDE OF IT.HUMAN SIDE OF IT.

• Change is fundamentally about feelings. It needs people’s heads and hearts together.

• “Winning Attitudes” do make a difference, and it is important to market new ideas and approaches within the organization very carefully.

Lewin’s 3 step Change process.Lewin’s 3 step Change process.

Unfreezing Changing Refreezing

Unfreezing Old behavior creates motivation to learn.

• The first step, “unfreeze” involves the process of letting go of certain restricting attitudes during the initial stages of an outdoor education experience. 

• The second step, "change" involves alteration of self-conceptions and ways of thinking during the experience.

• The third step, "refreeze" involves solidifying or crystallizing the changes into a new, permanent form for the individual

Lewin’s Three-Step Process

Unfreezing Techniquespeople are taken from a state of being unready to change to being ready and willing to make the first

step.

Unfreezing Techniquespeople are taken from a state of being unready to change to being ready and willing to make the first

step. • Burning platform: Expose or create a crisis. • Challenge: Inspire them to achieve remarkable

things. • Evidence: Cold, hard data is difficult to ignore. • Education: Learn them to change. • Management by Objectives (MBO): Tell

people what to do, but not how. • Visioning: Form Visions. Visions work to create

change.

Burning PlatformBurning Platform

• Show how staying where you are is not an option, and that doing nothing will result in disaster.

• Look for a crisis that you can highlight. They are often lurking nearby, forlorn and unnoticed.

• You can also engineer your own

crisis that forces change.

ChallengeChallenge

• Stimulate people into change by challenging them to achieve something remarkable. Show confidence in their ability to get out of their comfort zone and do what has not been done before.

• Once the group has bought the challenge, then they will bounce off each other to make it happen.

EvidenceEvidence

• Find evidence that supports the need for change.

• Use data and statistics to create impressive graphs and charts.

• Cold, hard evidence is a good way of changing minds as counter-arguments require better data.

EducationEducation

• Teach people about the need for change and how embracing change is a far more effective life strategy than staying where they are or resisting.

• Teach people the methods of change, about how to be logical and creative in improving processes and organizations.

Management by Objectives (MBO)Management by Objectives (MBO)• Set formal objectives for people that they

will have to achieve, but do not tell them how they have to achieve this.

• Give people objectives that they can only achieve by working in the intended change.

•Give them relatively free rein in how they go about achieving the objectives. Encourage them to 'look outside the box' for creative new ways of achieving the objective.

VisionVision• Create a motivating vision of the

future.• Share it with others.• Live it until it comes true.• Visions work only when they act to motivate and inspire

the large numbers of people that are needed to make the change happen.

• For the vision to be motivating, then it must be memorable.

• For it to be memorable, it must be exciting and short.• To be believed, it must be a regular part of the

conversation of senior people.

Changing TechniquesOnce you have unfrozen the people, the next question is how you keep them going.

Changing TechniquesOnce you have unfrozen the people, the next question is how you keep them going.

• Coaching: Psychological support for executives. • Facilitation: Use a facilitator to guide team

meetings.• First steps: Make it easy to get going.• Involvement: Give them an important role. • Open Space: People talk about what concerns

them. • Step wise change: Break the work into

packages.

CoachingCoaching

• When you have individual people who are having difficulty in managing to adapt to change, be a Coach to them.

• Coaching helps explore deeper motivations and beliefs about other people, and find practical ways to change these.

FacilitationFacilitation

• Use skilled facilitators (HR) to support change activities.

• Facilitators can be used to guide various group events, from brainstorming and planning to improvement projects and change activities.

• Facilitators can also act as team coaches, helping people to improve within themselves and work together in better ways.

First Steps.First Steps.

• Actually starting something is often the hardest thing. The Greek poet Horace said, ‘He has half the deed done who has made a beginning.’

• Make the first steps of change particularly easy. Make them the most obvious thing to do.

• Then make the next steps easy that it takes away all reasonable objections to enacting it.

InvolvementInvolvement

• Get them involved in the change.

• Invite them to participate in discussions.

• Give them things to do.

• When people are a part of something, they bond with it, making it a part of their identity.

Open spaceOpen space• 'Open Space' (or, more fully, Open Space Technology, or OST) is a

simple but very useful way of getting people to openly discuss issues that are of concern to them.

• It started when Harrison Owen was running conferences and found that people preferred talking to others during the breaks than listening to speakers. He then began running conferences without speakers.

• The underlying philosophy is that trying to control a naturally chaotic universe just makes things worse. If you want people to collaborate, the basic principle is to bring them together and then get out of the way. For managers and facilitators this can be a very difficult part of the Open Space process. Yet the most successful Open Spaces are managed with but a very light touch.

• In change, this is useful for getting people talking together. For example, you can use it to get people to talk about their fears and concerns.

Stepwise ChangeStepwise Change

• Have clear steps in the change. Break the work into distinct packages and talk about each separately.

• Communicate about the change not as a single, but as a set of activities, each of which gains specific value.

• Celebrate the Milestones.

Refreezing techniques people are taken from a state of being in transition

and moved to a stable and productive state

Refreezing techniques people are taken from a state of being in transition

and moved to a stable and productive state

• Burning bridges: Ensure there is no way back.

• Evidence stream: Show them time and again that the change is real.

• Institutionalization: Building change into the formal systems and structures.

• Reward alignment: Align rewards with desired behaviors.

• Socializing: Build it into the social fabric

Burning the bridgesBurning the bridges

• When changes are instituted, it is not uncommon for people to seek ways to go back the old way of working, hence ensure that there is no way back to previous ways of working.

• 'Burning bridges' is a deliberate way of preventing any backsliding by removing any method by which people can go back.

• Managers who may be not fully committed to the change are now strongly motivated to continue.

Evidence StreamEvidence Stream• Get people to accept that a change is real by

providing a steady stream of evidence to demonstrate that the change has happened and is successful.

• Communicate through a range of media. Get people who have been involved to stand up and tell their stories of challenge and overcoming adversity.

• Evidence is a powerful tool for persuasion, particularly when people are doubtful whether something is real. This is particularly powerful when presented by people who are trusted by the audience for the information.

• A steady stream of evidence is needed because people are not always convinced by a few pieces of early evidence.

InstitutionalizationInstitutionalization• Make changes stick by building them into the formal

fabric of the organization. • Make them an organizational standard, building them

into the systems of standards. • Put them or aspects of them into the primary strategic

plan. • Build them into people personal objectives. • Ensure people are assessed against them in

personal reviews.• The formal systems and structures within the

organization are those which are not optional. People do them because they are 'business as usual‘.

Reward Alignment.Reward Alignment.

• When you make a change, ensure that you align the reward system with the changes that you want to happen.

• The saying 'Show me how I'm paid and I'll show you how I behave' is surprisingly common.

Socialize.Socialize.

• Seal changes by building them into the social structures.

• Give social leaders prominent positions in the change. When they feel ownership for it, they will talk about it and sell it to others.

Megha. S