CHANGE MANAGEMENT

CHANGE• Change is as much an attitude of mind as it is a specific skill.

The task of leadership is really to make the status quo more

dangerous than launching into the unknown.

John Harvey-Jones

• The only living organism that survives is that which adapts to change.

Field Marshal Slim

• Dealing with change is all in the mind. Once you have people working in the same direction as real members of real teams, then change becomes part of everyday life. Leaders need to start the process which ultimately the team will complete.

John Quinn

CRITERIA FOR CHANGE

• CLARITY

The person must understand what to change and why?

• SELF AWARENESSThe person must understand the need to change and its benefit, how to change, and the person must have the will to change .

• OPPORTUNITY

The person must have opportunities in which behavioural change can and should occur.

• MEASURESThe benefits must be apparent and recognizable positive change must be recognized.

1 - Shock

2 - Denial

3 - Frustration

4 - Depression

5 - Experience

6 - Decisions

7 - Integration

THE KUBLER-ROSS CHANGE CURVE

Stage-1. Shock and surprise in response to the event or change. ‘I can’t believe it’.

Stage - 2. Denial of the change and finding ways to prove that it isn’t happening. Sticking your head in the sand and reassuring yourself that it isn’t really happening. ‘I’ve always done it this way-these new ideas will blow over.’

Stage -3. On the way down, and experiencing anger and frustration. Often a tendency to blame everyone else and lash out at them. Still no acceptance of the change. ‘Why pick on me?’

Stage -4. Hitting rock-bottom and experiencing depression and apathy. Everything seems pointless and there is no point in doing anything. ‘I’m ready to give up.’ Lack of self-confidence.

THE KUBLER-ROSS CHANGE CURVE

Stage- 5.Stage 4 is so depressing that most of us start to pull overselves out of it. This is where you will start to try out new things. ‘I think I’ll have a go at this - after all, anything’s better than Stage 4’.

Stage - 6. Deciding what works and what doesn’t work. Accepting the change and beginning to feel more optimistic and enthusiastic. ‘This isn’t so bad after all - it actually seems to be working.’

Stage -7. At this stage, you will be integrating the change into your Life it becomes part of your norm -’The new me’.

THE KUBLER-ROSS CHANGE CURVE

TWO TYPES OF THEORIES OF CHANGE

Theory E

Change based on economic values

Change usually involves heavy use of economic incentives, drastic layoffs, down-sizing & restructuring.

e.g. Mr. William A. Anders of General Dynamics.

Theory O

Change based on organizational capability.

Change usually involves a soft approach to change, the goal is to develop corporate culture and human capability through individual and organizational learning, the process of changing obtaining feedback analyzing and making further changes e.g. Hewlett-Packard.

Dimensionsof change

Goals

Leadership

Focus

Process

Reward System

Use of

Consultants

Theory E

maximize

shareholder value

engage change

from the top down

emphasize structure

and systems

plan and establish

programs

motivate through

financial incentives

consultants analyze

problems and shape

solutions

Theory O

develop organizational

capabilities.

encourage participation

from the bottom up

build up corporate

culture: employees’

behavior and attitudes

experiment and evolve

motivate through

commitment - use pay as

fair exchange

consultants support

management in shaping

their own solutions.

Theory E & OCombined

explicitly embrace the paradoxbetween economic value and organizational capability

set direction from the top andengage the people below

focus simultaneously on the hard(structures and systems) and the soft (corporate culture)

plan for spontaneity

use incentives to reinforcechange but not to drive it

consultants are expert resourceswho empower employees

COMPARING THEORIES OF CHANGE

C y c l e o f C h a n g e

C O N T E N T M E N T R E N E W A L

D E N I A L C O N F U S I O N

CYCLE OF CHANGE

QUESTIONS TO ASK YOURSELF TO ANTICIPATE EFFECTS OF CHANGE

Q Have I ensured that everybody knows what benefits are expected from the change?

Q Does everybody full understand and accept the case for change?

Q Can I answer everybody’s vital question: “What’s in it for me?”Q Will the planned changes genuinely make people’s jobs more interesting?

Q What would I want done for me if my job was at stake?

QUALITIES OF A CHANGE AGENT

RealisticEffective communicator

Attentivelistener

Ideas person

Eager for improvement

Restless

Good collaborator

FACTORS: RESISTANCE TO CHANGE

Resistance to change

Lack of understanding- the reason why

Lack of trust and confidence in others

Lack of confidence in plans

Ingrained norms and habits

Perception of self/others

Historical precedent

Fear of loss

Fear of redundancy or lack of skills

Lack of ‘social proof’

Fear of the unknownConfusionConflicting priorities

Conflicting ‘organizational messages’ - lack of

management consistency

Fear of failure

Lack of motivation

Lack of information

Unclear benefits

Lack of individualself-confidence

Threats of status

REDUCING RESISTANCE TO CHANGE

• Economic Incentives.

• Two way communication.

• Group Involvement.

• Bargain.

• Handling symbols.

• Making changes tentative.

• Ceremony.

• Avoiding change till credibility is obtained.

• Building on the past.

WAYS TO INFLUENCE BEHAVIOUR

FACTORS HOW TO USE THEM

GOAL SETTING Set personal objectives for people so that they focus their minds on performance; reaching the goals will reinforce their enhanced drive.

Commend people, publicly or privately, to strengthen commitment. Be sure to set high standards, and never ignore mistakes.

PRAISE

ENJOYMENT Make work fun, with celebrations, outings, posters, awards, and customer visits to stimulate all-round involvement.

ROLES Allocate temporary or permanent leadership or facilitation roles to encourage people to take a wider view and develop their skills.

Be willing to pay generously for achievement. People may change their behaviour radically for significant pay rewards.

Move offices, redesign or redecorate them, or use other physical moves to create a fresh atmosphere that affects behaviour

REWARDING

CONDITIONS

PROCEDURES Change the way you run meetings or award authority to reinforce new ways of relating to other team members.

CHANGING CULTURE

CHANGING THE WORLDWhen I was young man,

I wanted to change the world.I found it was difficult to change the world,

so I tried to change my nation.

When I found I couldn’t change the nation,I began to focus on my town.

I couldn’t change the town and as an older man,I tried to change my family.

Now, as an old man, I realize the only thingI can change is myself,

and suddenly I realize, that if long agoI had changed myself,

I could have made an impact on my family.

My family and I could have made an impact on our town.

Their impact could have changed the nation and I could indeed have changed the world.

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