Download - Change Management V2.0
-
8/13/2019 Change Management V2.0
1/24
Change management: asurvival kit?
Presentation byDr Judith Broady-Preston, Department of
Information Studies, Aberystwyth University(copyright retained)
to the
Joint HLG Wales & IFMH Study Day, Friday8 May 2009, Angel Hotel, Cardiff
-
8/13/2019 Change Management V2.0
2/24
Introduction
Change will not come if we wait for some other person or some
other time. We are the ones weve been waiting for. We are the
change that we seek.
Barack Obama, speech, Feb. 5, 2008
Wisdom lies neither in fixity nor in change, but in the dialectic
between the two.
Octavio Paz
After youve done a thing the same way for two years, look it over
carefully. After five years, look at it with suspicion. And after ten
years, throw it away and start all over
Alfred Edward Perlman, New York Times, 3 July 1958
-
8/13/2019 Change Management V2.0
3/24
Outline
Nature of change
Change and emotionresistance to change Public sector executives face unique obstacles in leading
organisational change, in part because of entrenched civil servicebureaucracies, procedural constraints such as managing
performance and firing employees, and dealing with manydifferent stakeholders with competing priorities
FenlonFinancial Times, 22 November 2002
Tools and techniques
Recipes and ethics
-
8/13/2019 Change Management V2.0
4/24
-
8/13/2019 Change Management V2.0
5/24
Discontinuous change
We are entering an Age of Unreason,
when the future, in so many areas, will be
shaped, by us and for us; a time when
the only prediction that will hold true isthat no predictions will hold true; a time
therefore, for bold imaginings in private life as
well as public, for thinking the unlikely and
doing the unreasonable. (Handy, C. (1991) The Age ofUnreason. London: Random House.)
-
8/13/2019 Change Management V2.0
6/24
Change
Increasing pace of change
Change from within - baby boomers, skills obsolescence, ageingequipment/technology
Forces of change
Relationship with, and the impact of factors creating anincreasingly volatile external environment
Increasing demands for quality and higher levels of customerservice and satisfaction
Greater flexibility in organisational structures and management
patterns Changing nature/composition of the workforce
Conflict from within organisations
-
8/13/2019 Change Management V2.0
7/24
Forces driving change: creating conflict
Czerniawska study (2005) (adapted from and quoted in Mullins,
(2007), Management and Organisational Behaviour,p. 734):
Outsourc ing, together with continual redefinition of an organisation's core
business
Fragmentat ion of work, together with distribution of work across differentlocations, people and organisations
Changing demographics and expectat ions, creating an employees,
rather than employers, market
Technology, described as a double-edged sword, enabling people to do
more, but tempting organisations to do too much
All the above createsCONFL ICT betweenorganisat ions andindiv iduals
NB May 2009add TED (The Economic Downturn)!
-
8/13/2019 Change Management V2.0
8/24
Change and emotion
Responses to enforced change = emotional
Use of stor ies and analogiescan create detachment: Sources: - http://www.businessballs.com/stories.htm
E.g. the businessman and the fisherman (KitKat ad)
Aesops Fables:- http://www.businessballs.com/aesopsfables.htm
E.g. The Ass and the Mule (agree to reasonable change now oryou can risk far worse enforced change in the future)
The Rich Man and the Tanner, (time softens change - given timepeople get used to things)
Nothing new! F B Loughridge (1979) Against the Self Image of the Trade:
Some Arguments Against Computers in LibrariesAssistantLibrarian
http://www.businessballs.com/stories.htmhttp://www.businessballs.com/aesopsfables.htmhttp://www.businessballs.com/aesopsfables.htmhttp://www.businessballs.com/stories.htm -
8/13/2019 Change Management V2.0
9/24
Resistance to change
an inability, or an unwillingness, to discuss or
accept organizational changes that are
perceived in some way damaging or
threatening to the individual.
(Huczynski and Buchanan (2007)
Organizational Behaviour,6thed., p.598)
NB New edition due 1 July 2009.
-
8/13/2019 Change Management V2.0
10/24
Causes of resistance to change
Parochial self-interest (I dont want to be pushed out of mycomfort zone)
Misunderstanding and lack of trust (Why are you asking me todo this? Conspiracy theorists?)
Contradictory assessments (Youmight think this is good, but Idont)
Low tolerance for change (I cant cope with theuncertainty/anxiety)
(adapted from Bedeian, 1980, quoted in Huczynski and Buchanan,2007, p.597-599)
-
8/13/2019 Change Management V2.0
11/24
13 sources of resistance (Eccles, 1994)
ignorance (failure tounderstand the problem)
comparison (solution isdisliked because alternative ispreferred)
disbelief (feeling proposedsolution will not work)
loss (change has unacceptablepersonal costs)
inadequacy (rewards fromchange = insufficient)
anxiety (fear of being unable tocope with new solution)
demolition (change threatensto destroy existing socialarrangements)
power cut (sources ofinfluence/control will beeroded)
contamination (newvalues/practices = repellent)
inhibition (willingness tochange is low)
mistrust (suspicion ofmanagement motives forchange)
alienation (other interests more
highly valued than newproposals)
frustration (change will reducepower and careeropportunities)
-
8/13/2019 Change Management V2.0
12/24
Overcoming resistance (1)
6 techniques (Kotter and Schlesinger, 1979)
Education and commitment
Participation and involvement (participative management andchange)
Facilitation and supportcounselling, therapy for staff
negotiation and agreementnegotiated, compromise change
Manipulation and co-optationgetting resistors onside covertly
Implicit and explicit coerciontransfer, demotion, career
blocking, sacking strategies
-
8/13/2019 Change Management V2.0
13/24
Overcoming resistance (2)
Stakeholder analysis
identifying and addressing needs of ALL affected by change
Recognising different needs require different approaches
Process
Compile list of all stakeholders affected by proposed change
Establish win/lose scenario of each one
Focus on potential benefits to strengthen support for change
Address concerns by negotiation and compromise
-
8/13/2019 Change Management V2.0
14/24
Overcoming resistance (3): Egans
stakeholder categories (1994)
partnerssupporters ofyour change
alliessupporters, if givenencouragement
fellow travellerspassive;committed to the agendabut not you
fencesittersnot clearwhere their allegiances lie
loose cannonsdangerous; may voteagainst agendas in whichthey have no direct interest
opponentsopposeagenda but not youpersonally
adversariesoppose you &
your agenda bedfellowssupport
agenda but may not trustyou
voicelessthose affected,
but who lack advocates andpower to promote or opposechange
-
8/13/2019 Change Management V2.0
15/24
-
8/13/2019 Change Management V2.0
16/24
JISC InfoKit: Change Management (2008)
-
8/13/2019 Change Management V2.0
17/24
JISC InfoKit: Change Management (2008)
-
8/13/2019 Change Management V2.0
18/24
Change variables: change elements matrix
(JISC, 2008)
This tool provides decision-makers with a picture of the
potential consequences if the change is, is not, or is
partially implemented in each of a range of variables
Examples of variables are shown in blue. You may wish
to tailor these to coincide with your own circumstances
(next slide).
Available to download from:
http://www.jiscinfonet.ac.uk/tools/change-variables-
template
http://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-template -
8/13/2019 Change Management V2.0
19/24
What would happen if we
Variable Do not change? Partially change? Change
effectively?
Strategy
Policies
Processes
Tasks
Services
Service delivery
Staffing issues
Financial resources
Training and development
Structure
Collaborative links
Culture
-
8/13/2019 Change Management V2.0
20/24
Managing the change cycle (based on Bryson,
2006)
Denial (1)
shock
relief
Resistance (2)
negativity
self-doubt
Exploring (3)
search
experiment
Commitment (4)
new forms
new balance
-
8/13/2019 Change Management V2.0
21/24
Effective management of change
Step 1: Acknowledgement and understanding of thehuman element in an organisation
Step 2: Appreciate the influence of organisational
structure and management style Step 3: Successful change is facilitated by consideration
of HRM concerns:
Change and HRM - 4 areas:
Communication and information sharing Staff involvement and participation
Training and development
Job design
-
8/13/2019 Change Management V2.0
22/24
Recipes
Mechanistic/planned vs. radical/dynamic
Pundits identify recipesthe n-step recipe for change approache.g. Lewins three step model (1951):
Unfreeze (current situation) Move (desired future state)
Refreeze (embed and stabilise the change)
Relationship between change management and
project management
leadership and conflict
Is it neat, tidy, rational, and logical?
-
8/13/2019 Change Management V2.0
23/24
Recipe approach
Pros:
codifies what research andpractical experiencesuggest are main factorscontributing to effectivechange, even if much of this= common sense
gives a framework/checklistof requirements for thoseplanning change
Cons: research and experience
confirm change is: - messy,untidy, politicised,seemingly irrational BUT
recipe approach assumeslogical linear process.Presumption if change ismessy must be becausemanagers have failed tofollow the recipe.
theoretically weak becauselooks backwards and not athow organisationalprocesses may be changingthemselves
-
8/13/2019 Change Management V2.0
24/24
Ethical change?
A contradiction in terms?
Dodds, S. (2007) "Three Wins: Service Improvement using ValueStream Design 2nded. is the story of how a small team of healthcare professionals re-invented the way they worked. The bookcharts the successful redesign of the Vascular Surgery Outpatient
Clinic at Good Hope Hospital, in North-East Birmingham from 2000-2004, which was subsequently rolled-out across the region during2005.
Claimed outcomes are:
a better service to patients - Do you want a Win for QUALITY
a skilled, motivated and enthusiastic team - Do you want a Winfor FUN?
and a substantial cost saving in treatment costs - Do you want aWin for COSTS?
(Source : http://www.three-wins.com/ (Accessed 1 May 2009)
http://www.three-wins.com/http://www.three-wins.com/http://www.three-wins.com/http://www.three-wins.com/