lec -1 ion change
TRANSCRIPT
-
8/14/2019 Lec -1 ion Change
1/22
EXTERNAL TRIGGERS FOR CHANGE
Developments in technology
Developments in new materials
Changes in customers requirements&
tastes
Activities & innovations of competitors
New legislation & govt policies
Changing domestic & global economic
& trading conditions
Shifts in local, national & international
politics
Changes in social & cultural values
-
8/14/2019 Lec -1 ion Change
2/22
INTERNAL TRIGGERS FOR CHANGE
New product & service design innovations
Low performance & morale, triggering job
redesign
Appointment of a new senior manager or
top management team
Inadequate skills & knowledge base,
triggering training programmes
Office & factory relocation, closer to
suppliers & marketsRecognition of problems, triggering
reallocation of responsibilities
Innovations in the manufacturing process
New ideas about how to deliver services to
customers
-
8/14/2019 Lec -1 ion Change
3/22
In 1947 Lewin introduced the interesting
and valuable technique of FORCE FIELDANALYIS a change managementtechnique.He argued that the nature & pace ofchange depended on the balance of
driving and restraining forces in relationto a particular change , or targetsituationDEFINITIONForce Field Analysis is a technique forassessing the factors that encourage &the factors that resist movement towardsa desired target situation, thus allowingan assessment of the viability of thechange, & suggesting action to alter thebalance of forces, if necessary.
-
8/14/2019 Lec -1 ion Change
4/22
PLANNED ORGANISATIONAL
CHANGE
Planned change: a planned movement
occurring from one organisational stateto another that has a commitment to
producing a specified outcome
Incremental Change - change that
aims to improve the existing systems,
policies and procedures
Strategic Change - Change that aims
to extablish new systems, policies or
procedures
Transformational Change - the
transfiguration from one state to another
that is fundamentally different
-
8/14/2019 Lec -1 ion Change
5/22
UNFREEZING
MOVE
REFREEZE
(Lewin 1951)
-
8/14/2019 Lec -1 ion Change
6/22
Kurt Lewin
Kurt Lewin considered
organisational change tohave 3 main elements:
Unfreezing
Transition Refreezing
Unfreezing the current state of affairs
The transition into the new state/ Changeto the new behaviorRefreezing or stabilising the changes to make
them permanent.
(attitudes, beliefs, values)
-
8/14/2019 Lec -1 ion Change
7/22
Overall, planned change is not
impossible, but it is often difficult. The
key point is that change is an ongoing
process, and it is incorrect to think that
a visionary end state can be reached in
a highly programmed way (Lawler
1986)
-
8/14/2019 Lec -1 ion Change
8/22
To implement and sustain change, four
interlocking management processes must
take place
Trigger Layer
Vision Layer
Conversion Layer
Maintenance and Renewal
Layer
-
8/14/2019 Lec -1 ion Change
9/22
Trigger Layer
Opportunity, threat, crisis, clarify, express,
communicate
Vision Layer
Define the future. Challenges, excitement,innovation
Conversion Layer
Persuade, recruit disciples, detail the
structure
Maintenance and Renewal Layer
Sustain and enhance belief, reinforce and
justify, regression avoidance (ritual)
-
8/14/2019 Lec -1 ion Change
10/22
-
8/14/2019 Lec -1 ion Change
11/22
OD INTERVENTION
Phase 1: Entry
Explore issues & establish a rapport
Phase 2: Formalising the contract
A two way process
Phase 3: Information gathering &
analysis
Begin diagnosis phase. Crucial fordiplomacy & partiality
Phase 4: Feedback
Analyse data, summarise & organise it
into a format which can be understoodby the organisations members
-
8/14/2019 Lec -1 ion Change
12/22
Phase 5: Planning the change process
Action phase
Consultant is an idea generator & a
sounding board
Phase 6: Implementing the changes
Consultant should still be involved
Phase 7: Assessment
Evaluate
-
8/14/2019 Lec -1 ion Change
13/22
RESISTANCE TO CHANGE
An inability, or an unwillingness, to
discuss or to accept organizational
changes that are perceived in some
way damaging or threatening to the
individual
(Huczynksi & Buchanan 2001)
-
8/14/2019 Lec -1 ion Change
14/22
Bedeian (1980)
Four Common Causes of Resistance
to Organisational Change
Parochial Self-interest
Misunderstanding & lack of trust
Contradictory Assessments
Low Tolerance for Change
-
8/14/2019 Lec -1 ion Change
15/22
Buchanan, Claydon and Boyle (1999)
The Initiative Fatigue63% of managers surveyed said that people
in their organisations were suffering from it!
Middle Management Burnout!
-
8/14/2019 Lec -1 ion Change
16/22
Ignorance
Comparison
Disbelief
Loss
Inadequacy
Anxiety
Demolition
Power Cut
Contamination
Inhibition
Mistrust
Alienation
Frustration
Tony Eccles (1994): 13 sources
-
8/14/2019 Lec -1 ion Change
17/22
Top Ten Barriers to Change
Global Change Management Study 1997 based
on Price WaterhouseCoopers & MORI
Competing Resources
Functional Boundaries
Change Management Skills
Middle Management
Long IT lead timesCommunication
Employee Opposition
HR Issues (people, training)Initiative Fatigue
Unrealistic Timetables
-
8/14/2019 Lec -1 ion Change
18/22
Top Ten Success Factors
Ensuring Top Sponsorship
Treating People Fairly
Involving Employees
Giving Quality Communications
Providing Sufficient Training
Using Clear Performance Measures
Building Teams After Change
Focusing on Culture & Skill Change
Rewarding Success
Using Internal Champions
-
8/14/2019 Lec -1 ion Change
19/22
Stakeholder Analysis
Draw up a list of stakeholders affected by
the changes proposed Establish what each will gain or lose if
the change goes ahead
Use the potential benefits to strengthen
support for the proposals Find ways to address the concerns of
those who feel they will lose out, by
altering the nature of the changes
proposed, perhaps, or offering to reduce
losses in other ways.
-
8/14/2019 Lec -1 ion Change
20/22
George Egan (1994)
Nine Types of Stakeholder
Partners
Allies
Fellow Travellers
Fencesitters
Loose Cannons
Opponents
Adversaries
Bedfellows
The Voiceless
-
8/14/2019 Lec -1 ion Change
21/22
Kotter and Schlesinger (1979)
Education and Commitment
Participation and Involvement
Facilitation and Support
Negotiation and Agreement
Manipulation and Co-optation
Implicit and Explicit Coercion
-
8/14/2019 Lec -1 ion Change
22/22
Preconditions for Successful Change
Tony Eccles (1994)
Is there pressure for this change?
Is there a clear & stated vision of goal?
Do we have liaison and trust?
Is there the will and powerto act?
Do we have enough capable people
with sufficient resources?
Do we have suitable rewards & defined
accountability for actions?
Have we identified actionable first
steps? Does the organisation have a capacity
to learn & to adapt?