Change Management

ByBasem Shaban

Why ?

Because one of you is either now or in the

future will face

• Re-Structural change;• Merger and acquisition;• Cultural change;• IT-based process change.

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AgendaWhat we will cover:

• Individual ChangeBehavioral, Cognitive, psychodynamic, Humanisticpsychology

• Team ChangeTuckman’s model of team change

• Organizational ChangeLewin, three-step model, Bullock and Batten planned

change,Kotter eight steps, Beckhard and Harris change formula,Nadler and Tushman congruence model, William Bridgesmanaging the transition, Carnall,change managementmodel,Senge, systemic model, Stacey and Shaw, complexresponsive processes

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Individual Change

Development

Behavioral

is about changing the behaviors of others throughreward and punishment. This leads to

Behavioralanalysis and use of reward strategies.

In behaviorism less attention is given to improving

processes, improving relationships or increasinginvolvement in goal setting the main focus is inreward and punishment reinforcement

Main Scientists :Ivan Pavalov, Skinner

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Individual Change (cont.)

Cognitive

Is about achieving results through positivereframing.

TechniquesPositive listings, Affirmations, Visualizations,Reframing, Pattern breaking, Detachment,Anchoring and resource states, Rational analysis

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Individual Change (cont.)

Psychodynamic is about understanding and relating to the

innerWorld of change. This is especially

significant whenPeople are going through highly affecting

change

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Individual Change (cont.)

HumanisticThe humanistic psychology approach is about

believingin development and growth, and maximizing

potential.The emphasis is on healthy development, healthyauthentic relationships and healthy organizations.

Addressing the hierarchy of needs (Moslow)learning organizationAddressing emotions

Individual Change (cont.)

• Behavioral: get your reward strategies right.

• Cognitive: link goals to motivation.

• Psychodynamic: treat people as individuals and understand their emotional states as well as your own!

• Humanistic: be authentic and believe that people want to grow and develop. 8

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Behavioral Cognitive

Performance managementReward policiesValues translated into behaviorsManagement competenciesSkills trainingManagement stylePerformance coaching

Management by objectivesBusiness planning and performance frameworksResults based coachingBeliefs, attitudes and cultural interventionsVisioning

Surfacing hidden issuesUnderstanding change dynamicsCounselling people through changeAddressing emotionsTreating employees and managers as adults

Living the valuesDeveloping the learning organizationAddressing the hierarchy of needsAddressing emotionsFostering communication and consultation

Psychodynamic Humanistic

Individual Change (cont.)

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Team Change

Tuckman 1965

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Team Change (cont.)

Stages of team development

Schutz 1982 1)In or Out, 2)Top or Bottom, 3)Near or

Far

Modlin and Faris 1956 1)Structuralism, 2)Unrest,3)Change, 4)Integration

Hill and Gruner 1973 1)Orientation, 2)Exploration3)Production

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Team Change (cont.)

Myers-Briggs type indicator

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Organizational changeLewin, three-step model• Lewin is responsible for introducing force field

analysis• first step involves unfreezing the current state

of affairs. This means defining the current state, surfacing the driving and resisting forces and picturing a desired end state.

• The second is about moving to a new state through participation and involvement.

• The third focuses on refreezing and stabilizing the new state of affairs by setting policy, rewarding success and establishing new standards

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Organizational change (cont.)

Bullock and Batten, planned change (1985)

Bullock and Batten’s phases of plannedchange draw on the disciplines of projectmanagement

• Exploration;• Planning;• Action;• Integration.

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Organizational change (cont.)

Kotter, eight-steps

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Organizational change (cont.)

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Organizational change (cont.)

• Nadler and Tushman, congruence model

• The work. This is the actual day-to-day activities carried out by individuals.

• The people. This is about the skills and characteristics of the people

• The formal organization. This refers to the structure, systems

• The informal organization. This consists of all the unplanned, unwritten activities that emerge over time such as power, influence, values and norms.

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Organizational change (cont.)

Nadler and Tushman, congruence model

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Organizational change (cont.)

• William Bridges, managing the transition:Ending, Neutral zone and New beginning

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Organizational change (cont.)

• Carnall, change management modelsays that the effective management of changedepends on the level of management skill in thefollowing areas:

• Managing transitions effectively;• Dealing with organizational cultures;• Managing organizational politics.

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Organizational change (cont.)

• Senge et al: systemic model

Start small, Grow steadily, Don’t plan the wholeThing, Expect challenges – it will not go smoothly!

Senge does not give formulaic solutions, or ‘how to’approaches but rather gives ideas and suggestionsfor dealing with the balancing forces of equilibriumin organizational systems (resistance).

The key challenges of initiating change are thebalancing forces that arise when any group of

peoplestarts to do things differently

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Organizational change (cont.)

Stacey and Shaw, complex responsive processes:

Change, or a new order of things, will emergenaturally from clean communication, conflict andtension (not too much).

No matter how considered or passionate, is always

evolving in ways that we cannot control or predict in the

longer term, no matter how sophisticated our planning

tools.

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Topics

• Thank you