Post on 21-Jan-2016
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Institutional Stability Institutional Stability During ChangeDuring Change
Institutional Stability Institutional Stability During ChangeDuring Change
Views and ThoughtsViews and ThoughtsViews and ThoughtsViews and Thoughts
Setting The SceneSetting The Scene
Historical ConvergenceHistorical Convergence
Perspectives On Change
Ackerman 1997
The Definition
“systematically and deliberately influencing the human and organisational variables associated with a complex change to achieve desired results”.
Aspects of the definitionAspects of the definition• Systematically
– a holistic, proven process for change
• Deliberately– premeditated and planned
• Human– skills, mind-sets, style, culture, norms
• Organisational– strategy, processes, structure, technology measurements, incentives,
HR levers
• Complex Change– multiple stakeholders, focused on strategic business processes
crossing multiple functional domains
• Results– improvements to choice, quality, cost, responsiveness (customer
focused measurements)
Creating The Platform For Dialogue
Creating The Platform For Dialogue
Upfront DiscussionUpfront Discussion• What is the purpose of our change process and desired
outcomes?
• What changes would we like to see in the organisational system?
• What acceptable forms of instability we may engineer
• Understand the upside and downside of both stability and change
• Mechanisms to deal with reactions of people to change
Who Should Be Involved?Who Should Be Involved?
The human and technical side of The human and technical side of changechange
Ph
ases
of
a ch
ange
pro
ject
Phases of a change for employees
Awareness Desire Knowledge Ability Reinforcement
Business need
Concept and design
Implementation
Postimplementation Successful change
Some Of The ModelsSome Of The Models
Lewin (1951) Huse (1980 Kotter (1996) Kirkpatrick (2001)
Unfreeze Weakening the structural support of
the system needing change – getting the system to “open-up”
Scouting change agent and client system
jointly exploring
Entry Development of a mutual contract
and mutual expectations
Diagnosis Identification of specific
improvement goals
Planning Identification of action steps and
possible resistance to change
Establishing a sense of urgency
examine market and competitive realities and identify and discuss crises, potential crises or major opportunities
Creating the guiding coalition
assemble a group with enough power to lead the change effort and encourage the group to work together.
Creating a vision to help the change effort and develop strategies for achieving it.
Communicating the vision
Determining the need or desire for change
Preparing tentative plans Analysing probable reactions Making a final decisions Establishing a timetable Communicating the change
Change Moving the system in a new
direction
Action Implementation of Action Steps
Empowering Others to Act on the Vision
eliminate obstacles to change: change systems or structures undermining the vision; encourage risk taking and non-traditional ideas, activities, and actions
Planning for and Creating Short-Term Wins
plan for viable performance improvements, create those improvements; recognise and reward employees involved in them.
Implement the Change Build the change strategies and
tactics into an overall change plan
Refreeze Reinforcing the changes made –
providing support and stability to prevent the system from slipping back to its previous form
Stabilisation and Evaluation
Evaluation to determine success of change and need for further action or termination
Termination Leaving the system or stopping one
project and beginning another
Consolidating Improvements and Producing more Change
Institutionalising New Approaches
Determining the need or desire for change (this is a cyclical model)
The Change CurveThe Change Curve
Hang-In Point
Persevere
Internally focused Externally Focused
Achieve Your Vision
State: Exploration
Reaction: Hope/Acceptance
Response: Engage
State: Rebuilding
Reaction: Commitment
Response: Celebrate
State: Status QuoReaction: Shock/Denial
Response: Communicate
State: Chaos
Reaction: Depression/ Anger/ Resistance
Response: Listen
Current
State
I
II
IV
III
Why Change Processes Fail
Why Change Processes Fail
The ReasonsThe Reasons• Allowing too much complexity
• Failing to build substantial coalition
• Not understanding the need for a clear vision
• Failing to clearly communicate the vission
• Not planning for short term results
• Failure to anchor change in corporate culture
What is Resistance?What is Resistance?
It is a force that slows or stops movement. It is a natural and expected part of change
How to Recognise ResistanceHow to Recognise Resistance• Confusion
• Immediate Criticism
• Denial
• Malicious compliance
• Sabotage
• Easy agreement
• Silence
• In your face criticism!!!
Why People Resist ChangeWhy People Resist Change
• Parochial self interest
• Misunderstanding
• Low tolerance for change
• Different assessments of the situation
Kotter and Schlesinger 1979
Understand Intensity Of Resistance
Understand Intensity Of Resistance
Level 1: The Idea ItselfLevel 1: The Idea Itself
•People do not like it
• The do not understand what you want to accomplish
• They have no idea of the impact on them
• They have own ideas of where the organisation should go
• They like your idea but thing the TIMING is wrong
Level 2: Deeper IssuesLevel 2: Deeper Issues
• Distrust
• Bureaucratic Culture
• Loss of respect and face
• Fear of isolation
• Resilience
Level 3: Deeply EmbeddedLevel 3: Deeply Embedded
• Historic Animosity
• Conflicting values and visions
StrategiesStrategies
Resistance FormulaResistance Formula
• R is a factor of DxVxFxC
• R = Resistance
• D = Dissatisfaction with status quo
• V = Position vision of the future
• F = First steps to effect change
• C = Capacity or competency to sustain change
- John Cage-- John Cage-- John Cage-- John Cage-
I cannot understand why people are frightened of new ideas, I’m frightened of old ones
Thank You!Thank You!