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Change ManagementStephen Njuguna

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Change can be defined as a transition from one state to another with focus on being different.

Change management is the use of systematic methods to ensure that an organization change can be guided in the planned direction conducted in a cost effective manner and completed within the targeted time frame and with the desired results.

the approach to plan, design, implement, manage, measure and sustain changes in business process and work

Coping process of moving from a unsatisfactory present state to a desired state

Change Management

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◦ Anticipatory changes: planned changes based on expected situations.

◦ Reactive changes: changes made in response to unexpected situations.

◦ Incremental changes: subsystem adjustments required to keep the organization on course.

◦ Strategic changes: altering the overall shape or direction of the organization.

Types of Organizational Change

Strategic change is one that involves fundamental changes in the business of the organization and its future direction.

Organizations have to change to align themselves to changes in their environments.

Purpose of strategic change is to ensure that organization is heading in the right direction (effectiveness),

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Strategic change

Change in organization has two critical dimensions: Business dimension

People dimension

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PRINCIPLES OF CHANGE MANAGEMENT

Business change elements include: The need for change – Why is the change

necessary?

The change strategy (scope and objectives) – what will it involve and how will it happen?

Implementation – who will be involved and what will they do?

Post implementation – how will the change be evaluated?

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BUSINESS DIMENSION OF CHANGE

Areas of concern:Scale – what aspects of the organization

is affected.Magnitude – how significant are the

alterations to status –quoDuration – how long will it lastStrategic importance- how much will it

be a departure from the current business

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This involves the alignment of the organization’s culture, values, people, and behaviours to encourage the desired results.

The people dimension of change is how employees experience the change process.

Helping employees cope with change is one of the most critical success factors in change management.

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PEOPLE DIMENSION OF CHANGE

People Dimension Change leadership must ensure that they fully address

the human side of change, otherwise their best laid plans may fail.

This involves addressing concerns like: involvement – of all levels in the organization Ownership – ensuring all “own” the change Communication – right info and right timing. Culture – cultural diagnosis to assess

organizational readiness.

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Effective management of people dimension of change requires managing five key phases:

ADKAR model AWARENESS DESIRE KNOWLEDGE ABILITY REINFORCEMENT

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ADKAR MODEL

Awareness of the need for change (“why change if its working?”

How do you go about creating the awareness for change?

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Desire to participate and support the change. Once aware, people need to know how change will affect them, what is expected of them, how soon it will happen etc.

Once an individual has an understanding of why a change is needed (Awareness), the next step in successful change is making a personal decision to support and participate in the change.

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Desire

Many practitioners say that desire is the most difficult of the five building blocks to achieve.

Desire is difficult because it is ultimately a personal decision that is not under our direct control.

The actions and words of managers and executive leaders have a tremendous influence on an employee’s desire to support a business change.

While there are certainly ways to try and influence a person's decision to get "on board" with a change, in the end individuals must make this decision themselves.

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Cont……..

Understanding the underlying factors that influence an individual’s desire to change is an important first step to achieve this element of the ADKAR model.

What are the specific strategies that we can employ to create the desire in people to support and participate in the change process?

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Cont……

Knowledge of how to change. People need to know what’s in it for them, how they are expected to change etc

How do you facilitate people to acquire the relevant knowledge for them to sail through change?

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Knowledge

Ability to implement the change on a day –to-day basis. People need to be enabled to act and behave as expected in the new situation.

How do you empower the people to perform as expected?

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Ability

Reinforcement to keep the change in place. Need motivation to keep the newly acquired behaviour going including rewarding performance, encouragement, recognition etc

How do you reinforce the change?

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Reinforcement

Urgency

Vision Empowering

Execution

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Four principles of change management

What causes the urgency? Changing customers Changing competition Changing environment Changing technology Benchmarks

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URGENCY

Characteristics of a vision Clear and concise Built around customers Inspirational Widely shared Linked with daily behaviour Created participatively

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Vision

Need to empower people in organization because: People need capability to do their jobs They need to know the consequences of their actions

and that they will be held accountable for their actions. Need clarity of vision. People need control over how they will contribute to

getting there.

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EMPOWERMENT

Developing organizational capability to handle change through:

Technical and team skills Training Hire new skills Frequent re-orientation

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Cont…..

To execute effectively you need: Align systems

Align the structures around customers

Develop self directed work teams

Use training as a leverage activity

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EXECUTION

Urgency defines why we must do something Vision describes where to go

Empowerment tells us who will be accountable Execution tells us how to accomplish the vision.

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SUMMARY

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Surprise◦ Unannounced significant changes threaten

employees’ sense of balance in the workplace.

Inertia◦ Employees have a desire to maintain a safe,

secure, and predictable status quo.

Misunderstanding/Ignorance/Lack of Skills◦ Without introductory or remedial training, change

may be perceived negatively.

Why people resist change

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Emotional Side Effects◦ Forced acceptance of change can create a sense of

powerlessness, anger, and passive resistance to change.

Lack of Trust◦ Promises of improvement mean nothing if

employees do not trust management.

Fear of Failure◦ Employees are intimidated by change and doubt

their abilities to meet new challenges.

Why people resist change

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Personality Conflicts◦ Managers who are disliked by their employees are

poor conduits for change.

Poor Timing◦ Other events can conspire to create resentment

about a particular change.

Lack of Tact◦ Not showing sensitivity to feelings can create

resistance to change.

Why people resist change

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Threat to Job Status/Security◦ Employees worry that change threatens their job

or security. Breakup of Work Group

◦ Changes can tear apart established on-the-job social relationships.

Passive-Aggressive Organizational Culture◦ The more things change, the more they stay the

same. Competing Commitments

◦ Change can disrupt employees in their pursuit of other goals.

Why people resist change

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◦ Education and communication

◦ Participation and involvement

◦ Facilitation and support

◦ Negotiation and agreement

◦ Manipulation and co-optation

◦ Explicit and implicit coercion

Strategies for Overcoming Resistance to Change

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