Post on 06-Jan-2018
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BEYOND 2010:Management of Change
Prof.Dr.Aung Tun Thet(aungtunthet@gmail.com)
• If you don't like something,• change it.• If you can't change it, • change the way you think about
it.
• It is not the strongest of the species that survive,
• nor the most intelligent, • but the one most responsive to
change
•All change is not growth, •as all movement is not
forward.
Change
• Way of life• Always difficult• Management – influence process
and outcomes • Move from comfort of the present to• A different uncertain future• Everyone responsible
Managers• Keep wheels turning• Set objectives• Define procedures• Monitor• Focus on here and now
Leaders• Proactive• Inspire others• Setting strategies • Role modeling• Coach• Different ways of doing things
Leaders & Managers
Change
High
Low
Low High
Complexity
Little LeadershipLittle Management
Considerable LeadershipLittle Management
Considerable ManagementLittle Leadership
Considerable ManagementConsiderable Leadership
Buffalo
Geese
Leadership during change
• Map of the seas• Destinations• Navigate• Prepared
Change is always with us.
Change• Most critical aspect of effective
management• More frequent• More complex
Causes• Technological change• Competition• Customers more demanding• Privatization of public owned
businesses• Changing demographics• Shareholders demand more
value
Change Situations• Downsizing or Right-sizing• Rethinking ways of doing
things• Increased outsourcing• Strategic alliances and joint
ventures• Acquisition
What was the most significant negative change
you personally faced in 2010?
Change process
0 time
emot
iona
l par
ticip
atio
n
low
high
1
shock/surprise
2
denial
3awareness
4
acceptance
5
experimentation
6search
7
integration
Change dynamics
Restraining Forces
Driving Forces
Change Model
unfreezechange
freeze
Why Resistance?
• People don't like change• Don't like being changed• Fear and resistance
Resistance• Fight against change:1. fear to lose something 2. don't understand the
change and its implications, or
3. don't think that the change makes sense, or
4. find it difficult to cope with either the level or pace of the change
Resistance
• Threat to something the individual values
• Real or Perceived• Misunderstanding, or • Total ignorance
Change as an Unnatural Act
• Humans seek homeostasis and equilibrium
• Predictable, stable
Overcoming resistance• Education and
communication • Participation and involvement • Facilitation and support • Negotiation and agreement • Manipulation and co-optation • Explicit and implicit coercion
Sustainable Change
Eight critical stages
1. Establish a Sense of Urgency
• Internal/external realities • Crises, potential crises, or major
opportunities
2. Form a Powerful Guiding Coalition
• Group with enough power • Team
3. Create a Vision
• Direction
• Strategies
4. Communicate the Vision
• Use everything possible • Teach new behaviors by example
5. Empower Others to Act on the Vision
• Get rid of obstacles • Change systems or structures• Encourage risk taking and
nontraditional ideas and actions
6. Plan for and Create Short-Term Wins
• Visible performance improvements • Create them
7. Consolidate Improvements and Produce Still More Change
• Change systems, structures, and policies
• New projects, themes, and change agents
8. Institutionalize New Approaches
• Articulate connections between the new behaviors and success
• Ensure leadership development and succession
Type of Change
Incremental Fundamental
evolution
revolution
2 additional factors1. Urgency2. Resistance
Approaches to Incremental Change
Urgency
Low
High
Low HighResistance
Extensive Participation
Focused Participation
Persuasive
Persuasiveor
Coercive
Choice of approach• Skills and abilities • Motivation to participation• Culture• Confidentiality• Long-term motivational needs
Approaches to Fundamental Change
Urgency
High
Crisis
Low HighResistance
Visionary/Charismatic
Visionary/Persuasive
Visionary/Coercive
Dictatorial
Approaches to Change Management
• Pride• Prejudice• Sense• Sensibility
Resistance to Change• Psychological contract• Actual threats• Imposed change• Lack of faith in those making
the change• A belief that something has
been overlooked• The head and the heart
Reducing Resistance
• Participation• Communication• Training
Thinking about attitude change
Values Attitudes
Behaviour
Responses of Implementers of Change
Agreement with Change
High
Low
Low HighEffort
Pretender
Dissenter
Leader
Follower
Leading Fundamental Change
EASIER Way
EASIER•Envisioning•Activating•Supporting• Implementing•Ensuring•Recognizing• Defining a purpose and uniting
people to achieve
EASIER Approach
• Envisioning; Activating; Supporting
• Charismatic & Behavioural Aspects
• Implementing; Ensuring; Recognizing
• Management & Administrative Aspects
EASIER Approach
1. Envision
4. Implement
2. Activate
3. Support
6. Recognize
5. Ensure
Envisioning• Vision• ‘I have a dream’
Activating• Understand• Support• Share vision• Commitment
Support• Inspiring• Empathy
Implementing• All consequences of change
understood• Identify necessary actions• Allocate responsibility• Establish priorities• Provide budgets• Establish teams• Allocate right human resources• Set goals
Ensure• Monitoring• Controlling
Recognizing• Positive• Negative• Financial reward• Public recognition• Monitoring• Controlling
Change• “…. the window through which the
future enters your life."
• All around you, in many types and shapes
• You can bring it about yourself or it can come anyway.
From Change to
Transformation
• “Your will never forcefully change someone else,
• But by liking that person • And helping them to like
themselves even more, • You will give them the
most amazing power • to change
themselves."
Be the Change
You wish to see in the world!
Questions/Comments