Download - Change Mgt [Compatibility Mode] (1)
“Would you tell me please, which way I ought to go
from here?” asked Alice
“That depends a good deal on where you want to
get to” said the cat
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“I don’t care much where . . . . .” said Alice
Then it doesn’t matter which way you go” said
the cat
Alice in the Wonderland
Forces for Change• Nature of workforce – Diversity, skill levels
• Technology – Speed, virtual office, BPR
• Economy – Oil prices, War
• Competition- Global, e-commerce, M & A
• Social trends – Late marriages, single child, DINK
• Political scenario – China, Russia, Middle east
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Brief History of Change:
• Frederick Taylor 1911 Scientific Management
• Max Weber 1920 Classical Administrative Theory• Max Weber 1920 Classical Administrative Theory
• Chester Bernard 1938 Human Relations School
• Deming Juran 1949 T Q M
• Hammer Champy 1993 B P R
The Leavitt Model
People
Task
Technology
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Structure
Organization as four interacting variables
The Transactional Factors Involved in First order Change
Structure
Management
Practices
Systems
Work Unit
Climate
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MotivationTask Needs & Individual Skill
Individual Needs & Values
Ind & Org
Performance
The Transformational Factors Involved in Second order Change
External Environment
Leadership
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Mission and Strategy
LeadershipOrganization
Culture
Ind & Org Performance
A Force Field Analysis Diagram
Kurt LewinUnderstanding Dynamics of Change
Driving Forces
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Change Event
Restraining Forces
Desired Conditions
Restraining Forces
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Before Change After Change
Current Conditions
Driving Forces
Kurt Lewin’s Model of Change
Unfreeze Change Freeze
Creating Helping to Changing thru
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Creating Motivation and Readiness to Change
•Create anxiety
• Provide for psychological safety
Helping to integrate new points of view
•Practice new ways and models
Changing thru Cognitive Restructuring
•Helping to see, feel, judge and react to things differently
Organizational Diagnosis
• Examine & Audit for alignment
� Strategy, Structure, System, Staff , Skill, Styles, Shared Values
• Processes
� Communication
� Decision making
� Conflict resolution
� Goal Setting
� Role taking
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Organizational Diagnosis
• Data collection – Qualitative & Quantitative
• Survey
• Interviews
– Stakeholders
• Observation – Physical Setting, Meetings in progress• Observation – Physical Setting, Meetings in progress
• Results - Financial Papers,
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People & Role centered Interventions
• Sensitivity training
• RAT & Role Negotiation
• Process Consultation
• Team building• Team building
• Inter group team building
• Managerial Grid
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Human Response To Change
Kubler Ross Model
• Denial: Serves as buffer against shocking news, eventually giving away to partial acceptance
• Anger: Why me/us? feeling of rage, envy and resentment
• Bargaining: Asking for extension, postpone the inevitable.
• Depression: Guilty about the difficulty to others
• Acceptance: This is the time of surrender and resignation
Sources of Individual Resistance
• Ignorance – Insufficient knowledge
• Desire for security –remain with inferior status quo
• Fear and Lack of Ambition – fear inability to learn
• Informal Group Pressure- breaking a close knit group
• Eroding power bases – loss of status
• Potential loss of job security – technology, restructuring
• Personality Conflicts
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Coping Strategy to be adopted to work with Individual Resistance
• Education and Communication
• Participation & Involvement
• Facilitation & Support – Training new skills• Facilitation & Support – Training new skills
• Negotiation & Agreement – modifying details
• Manipulation & Cooperation
• Explicit or Implicit Coercion – issuance of threats
Source Maheshwari 1991
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Focus on Individual Change
Individuals Change when
- They learn new & more desirable ways of doing things
- They get non-threatening feedback
- When their motives change
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Adoption Rates Vary
• Innovators (2.5%) – Less conditioned
• Early Adapters (13.5%) – Need example or role model
• Early Majority( 34%) – Preponderant group with help• Early Majority( 34%) – Preponderant group with help
• Late Majority (34%) – Respond under pressure
• Laggards (16%) – May never accept innovation
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Coping with Resistance
• Participation in Diagnosis
• Active support of the top team
• Support system
• Development of skills
• Role redefinition
• Clarity of orientation
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Focus on Groups & Teams
• Team Building Intervention
Problem Identification, diagnosis, role clarity, setting mutual expectations
• Process Consultation• Process Consultation
Joint Diagnosis, helping client learn and search solution
• Work Redesigning
Distribute power of decision making
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OD - Structural Interventions
• Self Managed teams
• Work redesign
• Management by Objectives
• Quality Circles
• Quality of Work life
• Parallel learning structures
• TQM
• BPR
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Six key Steps for Developing Strategy for the
Change Effort
1. Identifying and clarifying the basic, important issues
2. Agreeing on overall purpose of change effort
3. Deciding whom and how to involve in the effort
4. Determine how much influence these people to have4. Determine how much influence these people to have
5. Clarifying the information for work and decision
6. Exploring methods processes to boost support group
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The Model of Implementation of Change in an Organization
Planning Monitoring
Insti
tuti
on
ali
zati
onAdaptation
Support• Training
• Resources
• Commitment
• Linkages
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Planning• Phases
• Processes
• Strategies
Monitoring• Implementation
team• Minimum
Control• Review &
Feedback• Communication
Insti
tuti
on
ali
zati
onAdaptation
• General & Local
• Coping with
consequence
Sta
bil
izati
on
Acti
on
Members Do notunderstand the plan
Members DOunderstand the plan
Mangers
Do not
understand
members’
needs, wants
and abilities
Failed Partial
Mangers
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Mangers
DO
Understand
members’
needs, wants
and abilities
Partial Full
Implementation of Change
Change takes
• Awareness
– Know what you want
– Know where you are
• Alignment
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• Alignment
– Change your behavior systems attitudes unless they are in
agreement
– Be aware of environment to continually adjust and change
– Work with what works, discard what doesn't
Characteristics to Be able to Change
• Learning how to learn.
• Adaptability• Openness to receive
• Resilience• Persistence
• Tolerance to ambiguity
• Acceptance of present
• Managing – Fear of failure– Fear of ridicule– Obsolescence– Touchiness
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Challenges of Execution: John Kotter Model
1. Establish a sense of urgency among employees
2. Form a powerful guiding coalition for implementing change
3. Create a powerful vision for to energize employees
4. Communicate their vision effectively
5. Empower employees to act on their vision
6. Plan for and create short term wins
7. Consolidate improvements and produce still more change
8. Institutionalize approach8. Institutionalize approach
Empowerment , Motivation & Consolidation are three factors as per john Kotter
Crucial tasks
• Creating cross functional linkages in organization
• Aligning policies and procedures and removing structural impediment to
performance and change
• Creating new routines for continuous change
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