ORGANIZATIONAL ORGANIZATIONAL CHANGECHANGE

DIAGNOSING READINESS DIAGNOSING READINESS TO CHANGETO CHANGE

SAMMY PERADOSAMMY PERADO

MICHELLE LANTINMICHELLE LANTIN

MMT-BATCH 27MMT-BATCH 27

Diagnosing readiness to Diagnosing readiness to change:change:

Change initiatives often fail.Change initiatives often fail.

So a pre-change audit of the readiness of an So a pre-change audit of the readiness of an organization for change can provide an indication of the organization for change can provide an indication of the likely outcome of a change initiative at a particular likely outcome of a change initiative at a particular point in time. point in time.

It also identify key areas where further action It also identify key areas where further action could significantly enhance the prospects of success. could significantly enhance the prospects of success.

Support Change Instrument- designed by Rick Maurer, Support Change Instrument- designed by Rick Maurer, focuses on eight factors: ( alternative means for focuses on eight factors: ( alternative means for assessing change readiness)assessing change readiness)

1)Value and Vision1)Value and Vision

2) History of Change2) History of Change

3) Cooperation and Trust3) Cooperation and Trust

4) Culture4) Culture

5) Resilience5) Resilience

6) Rewards6) Rewards

7) Respect and Face7) Respect and Face

8) Status Quo8) Status Quo

TWO FACTORS CAN HINDER TWO FACTORS CAN HINDER THE IMPLEMENTATION THE IMPLEMENTATION

CHANGECHANGE

• STAKEHOLDER ANALYSISSTAKEHOLDER ANALYSIS

• FORCE-FIELD ANALYSISFORCE-FIELD ANALYSIS

Stakeholder AnalysisStakeholder AnalysisStakeholder analysis is a technique used to identify Stakeholder analysis is a technique used to identify the key people who have to be won over. the key people who have to be won over.

They have the capacity to influence , They have the capacity to influence , directly/indirectly the success of change. directly/indirectly the success of change.

Steps in Stakeholder Analysis:Steps in Stakeholder Analysis:

• The first step in stakeholder analysis is to identify The first step in stakeholder analysis is to identify who your stakeholders are.who your stakeholders are.

• The next step is to workout their power, influence The next step is to workout their power, influence and interest, so you know who you should focus on.and interest, so you know who you should focus on.

• The final step is to develop a good understanding of The final step is to develop a good understanding of the most important stakeholders so that you can the most important stakeholders so that you can work out how to win their support. work out how to win their support.

Stakeholder AnalysisStakeholder AnalysisUNDERSTANDING YOUR KEY STAKEHOLDERS:UNDERSTANDING YOUR KEY STAKEHOLDERS:

• You now need to know more about your key You now need to know more about your key stakeholders. You need to know how they are likely to stakeholders. You need to know how they are likely to feel about and react to your project. You also need to feel about and react to your project. You also need to know how best to engage them in your project and know how best to engage them in your project and how best to communicate with them. how best to communicate with them.

• A very good way of answering these questions is A very good way of answering these questions is to talk to your stakeholders directly- people are often to talk to your stakeholders directly- people are often quite open about their views, and asking people’s quite open about their views, and asking people’s opinions is often the first step in building a successful opinions is often the first step in building a successful relationship with them. relationship with them.

KEY QUESTIONS THAT CAN HELP YOU KEY QUESTIONS THAT CAN HELP YOU UNDERSTAND YOUR STAKEHOLDERS ARE: UNDERSTAND YOUR STAKEHOLDERS ARE:

• What financial or emotional interest do they have in What financial or emotional interest do they have in the outcome of your work? Is it positive? Or the outcome of your work? Is it positive? Or negative?negative?

• What motivates them most of all?What motivates them most of all?

• What information do they want from you?What information do they want from you?

• How do they want to receive the information from How do they want to receive the information from you? What is the best way of communicating your you? What is the best way of communicating your message to them?message to them?

• What is their current opinion of your work? Is it based What is their current opinion of your work? Is it based on good information?on good information?

• Who influences their opinion generally, and who Who influences their opinion generally, and who influences their opinion of you? Do some of these influences their opinion of you? Do some of these influences therefore become important stakeholders in influences therefore become important stakeholders in their own right?their own right?

• If they are not likely to be positive, what will win them If they are not likely to be positive, what will win them around to support your project?around to support your project?

• If you don’t think you will be able to win them around, If you don’t think you will be able to win them around, how will you manage their opposition?how will you manage their opposition?

• Who else might be influenced by their opinion? Do Who else might be influenced by their opinion? Do these people become stakeholders in their own right? these people become stakeholders in their own right?

FORCE-FIELD ANALYSISFORCE-FIELD ANALYSIS

A second method of analyzing qualitative data in A second method of analyzing qualitative data in OD derives from Kurt Lewin’s model of change called OD derives from Kurt Lewin’s model of change called Force-field analysis. Force-field analysis.

This method organizes information This method organizes information pertaining to organizational change into two pertaining to organizational change into two major categories:major categories:

1. Forces for change1. Forces for change

2. Forces resisting change.2. Forces resisting change.

FORCE-FIELD ANALYSISFORCE-FIELD ANALYSIS• The forces pushing for change are driving forces : The forces pushing for change are driving forces :

those working against the change are restraining those working against the change are restraining forces:forces:

• Lewin’s force field analysis evaluates the net impact Lewin’s force field analysis evaluates the net impact of all forces that influence change. These forces can of all forces that influence change. These forces can be divided into two groups: driving forces and be divided into two groups: driving forces and restraining forces. restraining forces.

• Driving forces are all forces that push for and Driving forces are all forces that push for and promote change. These change drivers promote and promote change. These change drivers promote and encourage the change process. Some examples of encourage the change process. Some examples of driving forces are executive mandate, customer driving forces are executive mandate, customer demands, and increased efficiency. demands, and increased efficiency.

• Restraining forces are forces that make change Restraining forces are forces that make change more difficult. These forces counteract driving more difficult. These forces counteract driving forces and lead to the avoidance or resistance of forces and lead to the avoidance or resistance of change. Some examples of restraining forces are change. Some examples of restraining forces are fear, lack of training, and the lack of incentives. fear, lack of training, and the lack of incentives. When these two sets of forces are equal change is When these two sets of forces are equal change is in a static state of equilibrium meaning that no in a static state of equilibrium meaning that no movement towards or away from change is movement towards or away from change is happening.happening.

FORCE-FIELD ANALYSISFORCE-FIELD ANALYSIS

The steps outlined below capture many of these commonalities and The steps outlined below capture many of these commonalities and represent the process needed for successful implementation of a represent the process needed for successful implementation of a

typical force field analysis.typical force field analysis.

• Identify and understand the current state Identify and understand the current state • Identify and understand the desired goal state relative to the proposed Identify and understand the desired goal state relative to the proposed

change.change.• Identify and list driving forces acting to support the change. It is important to Identify and list driving forces acting to support the change. It is important to

list all forces regardless of their seemingly small influence. Driving forces are list all forces regardless of their seemingly small influence. Driving forces are forces acting to move the current state forces acting to move the current state towardstowards the goal state. the goal state.

• Identify and list restraining forces acting to hinder the change. Remember Identify and list restraining forces acting to hinder the change. Remember restraining forces are forces holding the current state restraining forces are forces holding the current state backback from the goal from the goal state.state.

• For each force, designate the level of influence using a numerical scale e.g. For each force, designate the level of influence using a numerical scale e.g. 1=extremely weak and 7=extremely strong. 1=extremely weak and 7=extremely strong.

• Chart the forces by listing the driving forces on the left and restraining forces Chart the forces by listing the driving forces on the left and restraining forces on the right. Also chart the numbers allocated in step 5 next to their related on the right. Also chart the numbers allocated in step 5 next to their related force.force.

• Evaluate the chart and determine whether change is viable.Evaluate the chart and determine whether change is viable.• Discuss how the change can be affected by decreasing the strength of the Discuss how the change can be affected by decreasing the strength of the

restraining forces or by increasing the strength of driving forces.restraining forces or by increasing the strength of driving forces.• Discuss action strategies to eliminate the restraining forces and to capitalize Discuss action strategies to eliminate the restraining forces and to capitalize

on the driving forces.on the driving forces.

Through conducting this process, a force field diagram like the one shown in figure 1.2 should be created.

N o C hange C hange

R e s tra ining fo rc e sD riving fo rc e s

Equi

libriu

m

S trength S trength

C ap ital inves tm ent

F ear

Lac k o f inc entives

Lac k o f training

Inc reas ed effic ienc y

C us to m er d em and s

Exec utive m and ate

T rus t in unit lead er

4

3

5

4

3

7

4

3

1 6 1 7

RESISTANCE TO CHANGERESISTANCE TO CHANGE

KIRKPATRICK IDENTIFIES THE FOLLOWING KIRKPATRICK IDENTIFIES THE FOLLOWING AS POSSIBLE OUTCOMES THAT ARE LIKELY AS POSSIBLE OUTCOMES THAT ARE LIKELY TO CAUSE PEOPLE TO REACT POSITIVELY TO TO CAUSE PEOPLE TO REACT POSITIVELY TO CHANGECHANGE

• SecuritySecurity

• MoneyMoney

• AuthorityAuthority

• Status/PrestigeStatus/Prestige

• ResponsibilityResponsibility

• Better working conditionsBetter working conditions

• Self-satisfactionSelf-satisfaction

• Better personal contactsBetter personal contacts

• Less time and effortLess time and effort

SIGNS OF RESISTANCE TO SIGNS OF RESISTANCE TO CHANGECHANGE

Resistance to change is ‘tridimensional’ involving Resistance to change is ‘tridimensional’ involving affective, behavioral and cognitive components.affective, behavioral and cognitive components.

Affective Component is how a person feels Affective Component is how a person feels about a change.about a change.

Behavioral Component is what a person does Behavioral Component is what a person does in the face of a change.in the face of a change.

Behavioral response may take many forms between active & passive responses.

WHY DO PEOPLE RESIST WHY DO PEOPLE RESIST CHANGECHANGE

Dislike of changeDislike of change

Discomfort with UncertaintyDiscomfort with Uncertainty

Perceived negative effect on interestsPerceived negative effect on interests

Attachment to the Established Organizational Attachment to the Established Organizational Culture/IdentityCulture/Identity

Perceived Breach of Psychological ContractPerceived Breach of Psychological Contract

Lack of Conviction That Change Is NeededLack of Conviction That Change Is Needed

Lack of Clarity As To What Is ExpectedLack of Clarity As To What Is Expected

WHY DO PEOPLE RESIST WHY DO PEOPLE RESIST CHANGECHANGE

Belief That The Specific Change Being Proposed Is Belief That The Specific Change Being Proposed Is InappropriateInappropriate

Belief That The Timing Is WrongBelief That The Timing Is Wrong

Excessive ChangeExcessive Change

Cumulative Effect Of Other Change’s In One’s LifeCumulative Effect Of Other Change’s In One’s Life

Perceived Clash With EthicsPerceived Clash With Ethics

Reaction To The Experience Of Previous ChangeReaction To The Experience Of Previous Change

Disagreement With The Way The Change Is Being Disagreement With The Way The Change Is Being ManagedManaged

MANAGING RESISTANCEMANAGING RESISTANCE Kotter and Schlesinger set out the following six (6) change Kotter and Schlesinger set out the following six (6) change

approaches to deal with this resistance to change:approaches to deal with this resistance to change:

1)1) Education and CommunicationEducation and Communication – Where there is a lack of – Where there is a lack of information or inaccurate information and analysis. information or inaccurate information and analysis.

2)2) Participation and InvolvementParticipation and Involvement –When employees are –When employees are involved in the change effort they are more likely to buy into involved in the change effort they are more likely to buy into change rather than resist it. change rather than resist it.

3)3) Facilitation and SupportFacilitation and Support –Managers can head-off potential –Managers can head-off potential resistance by being supportive of employees during difficult resistance by being supportive of employees during difficult times. Managerial support helps employees deal with fear times. Managerial support helps employees deal with fear and anxiety during a transition period. This approach is and anxiety during a transition period. This approach is concerned with provision of special training, counseling, time concerned with provision of special training, counseling, time off work.off work.

4)4) Negotiation and AgreementNegotiation and Agreement –Managers can combat –Managers can combat resistance by offering incentives to employees not to resist resistance by offering incentives to employees not to resist change. change.

5)5) Manipulation and Co-optionManipulation and Co-option –Kotter and Schlesinger –Kotter and Schlesinger suggest that an effective manipulation technique is to co-opt suggest that an effective manipulation technique is to co-opt with resisters. Co-option involves the patronizing gesture in with resisters. Co-option involves the patronizing gesture in bringing a person into a change management planning bringing a person into a change management planning group for the sake of appearances rather than their group for the sake of appearances rather than their substantive contribution. This often involves selecting substantive contribution. This often involves selecting leaders of the resisters to participate in the change effort. leaders of the resisters to participate in the change effort.

6)6) Explicit and Implicit CoercionExplicit and Implicit Coercion - Managers can explicitly or - Managers can explicitly or implicitly force employees into accepting change by making implicitly force employees into accepting change by making clear that resisting to change can lead to losing jobs, firing, clear that resisting to change can lead to losing jobs, firing, transferring or not promoting employees. transferring or not promoting employees.

MANAGING RESISTANCEMANAGING RESISTANCE

MANAGING RESISTANCEMANAGING RESISTANCE

The Resistance Cycle, aka “Let Nature Take The Resistance Cycle, aka “Let Nature Take Its Course”Its Course”

For Jick and Peiperl – Stages are as follows:For Jick and Peiperl – Stages are as follows:

1.1. Shock ( manifest as immobilization)Shock ( manifest as immobilization)

2.2. Defensive Retreat ( anger)Defensive Retreat ( anger)

3.3. Acknowledgement (mourning)Acknowledgement (mourning)

4.4. Adaptation and Change (acceptance)Adaptation and Change (acceptance)

For Scott and Jaffe – Cycle has Four For Scott and Jaffe – Cycle has Four Phases:Phases:

• DenialDenial

• ResistanceResistance

• ExplorationExploration

• Commitment StageCommitment Stage

• Is a process of influencing or leading through the purposeful Is a process of influencing or leading through the purposeful control of one’s thoughts. This approach to the control of one’s thoughts. This approach to the management of change is based on a series of linked management of change is based on a series of linked propositions and the application of associated techniques:propositions and the application of associated techniques:

a)a) People’s perceptions are a primary determinant of how People’s perceptions are a primary determinant of how they respond to change.they respond to change.

b)b) TSL can influence these perceptions through the use of TSL can influence these perceptions through the use of the 3 processes: beliefs & assumptions, self-talk and the 3 processes: beliefs & assumptions, self-talk and mental imagery.mental imagery.

c)c) These 3 processes contribute to the creation of habitual These 3 processes contribute to the creation of habitual ways of thinking (aka thought patterns). Thought ways of thinking (aka thought patterns). Thought patterns that are likely to impact a person’s response to patterns that are likely to impact a person’s response to change include “opportunity thinking” and “obstacle change include “opportunity thinking” and “obstacle thinking”.thinking”.

THOUGHT SELF-LEADERSHIPTHOUGHT SELF-LEADERSHIP

ABRAHAMSONABRAHAMSON

• Places a lot emphasis on the detrimental Places a lot emphasis on the detrimental effects of change fatigueeffects of change fatigue

• Organizations should make use of processes Organizations should make use of processes that he labels tinkering and kludging.that he labels tinkering and kludging.

• Both processes involve the “reconfiguration Both processes involve the “reconfiguration of existing practices and business models of existing practices and business models rather than the creation of new ones.rather than the creation of new ones.

MAURER APPROACHMAURER APPROACHPOWER RESISTANCEPOWER RESISTANCE

• Maintain clear focusMaintain clear focus

• Embrace resistanceEmbrace resistance

• Respect those who resistRespect those who resist

• RelaxRelax

• Join with the resistanceJoin with the resistance

THANK YOU!!!THANK YOU!!!