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CHANGE
MANAGEMENT
THEGREATESTDISCOVERYOFANYGENERATIONISTHATAHUMANBEINGCANALTERHISLIFEBY
ALTERINGHISATTITUDE.
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Change & Change Management.
Adoption of a new idea or behavior by anorganization.
Organizations need to continuously adapt tonew situations if they are to survive andprosper
Constant change keeps organizations agile
Indicative of learning organizations
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BUT when you say Change,they
say:
This is a waste of time.
Why change if it was working just fine before?
If it isn't broken, don't fix it.
They never tell us whats going on!
How soon will this happen?
How will this impact me?
Will I receive new training?
Whats in it for me.
I doubt they are really serious about this.
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Forces ForChange
ShiftingDemographics
Technology
EconomicShocks
Competition
Globalization
WorldPolitics
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Purposeshared vision/values/goals
Strategy
Structure
Workforce
Leadership
Culture
Organization
systems
Who is responsible
for what
Ongoing
processes
Doing the right things
How you achieve
your goals
Underlying
assumptions
that drive behavior
Capacity and capabilities of
the people who do the work
ORGANIZING FOR CHANGE
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Four Roles in Organizational
Change
Inventor
Develops and
understands
technical aspects of
ideas
Does not know howto win support for
the idea or make a
business of it
Champion
Believes in idea
Visualizes benefits
Confronts
organization
realities of cost,benefits
Obtains financial
and political
support Overcomes
obstacles
Sponsor
High-level
manager
who removes
organizational
barriersApproves and
protects idea
within
organization
Critic
Provides reality
test
Looks for short-
comings
Defines hard-nosed
criteria that idea
must pass
f h
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OrganizationalChange
Planned Changes Changes in products and
services Changes in administrative
systems Changes in organizational
size or structure Introduction of newtechnologies
Advances in informationprocessing andcommunication
Accidental Changes Changing employee
demographics Performance gaps Governmental regulations Economic competition in the
global arena
Types of Changes:
1) Planned
2) Accidental
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Types of Planned Changes
Two Types
Operational Change
based on efforts to improve basic work and organizational processes
Transformational Change
involves redesign and renewal of the total organization
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HUMAN SIDE OF IT.
Change is fundamentally about feelings. Itneeds peoples heads and hearts together.
Winning Attitudes do make a difference,
and it is important to market new ideas
and approaches within the organizationvery carefully.
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Lewins 3 step Change
process.
Unfreezing Changing Refreezing
Unfreezing Old behavior creates motivation to learn.
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The first step, unfreeze involves theprocess of letting go of certain restrictingattitudes during the initial stages of anoutdoor education experience.
The second step, "change" involvesalteration of self-conceptions and ways ofthinking during the experience.
The third step, "refreeze" involvessolidifying or crystallizing the changes intoa new, permanent form for the individual
Lewins Three-Step Process
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Unfreezing Techniquespeople are taken from a state of being unready to
change to being ready and willing to make the first
step.
Burning platform: Expose or create a crisis.
Challenge: Inspire them to achieve remarkablethings.
Evidence: Cold, hard data is difficult to ignore.
Education: Learn them to change.
Management by Objectives (MBO): Tellpeople what to do, but not how.
Visioning: Form Visions. Visions work to create
change.
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Burning Platform
Show how staying where you are is not anoption, and that doing nothing will result indisaster.
Look for a crisis that you can highlight.They are often lurking nearby, forlorn andunnoticed.
You can also engineer your owncrisis that forces change.
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Challenge
Stimulate people into change bychallenging them to achieve somethingremarkable. Show confidence in their
ability to get out of their comfort zone anddo what has not been done before.
Once the group has bought the challenge,
then they will bounce off each other tomake it happen.
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Evidence
Find evidence that supports the need forchange.
Use data and statistics to createimpressive graphs and charts.
Cold, hard evidence is a good way ofchanging minds as counter-argumentsrequire better data.
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Education
Teach people about the need for changeand how embracing change is a far more
effective life strategy than staying wherethey are or resisting.
Teach people the methods of change,
about how to be logical and creative inimproving processes and organizations.
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Management by Objectives
(MBO)
Set formal objectives for people that theywill have to achieve, but do not tell themhow they have to achieve this.
Give people objectives that they can onlyachieve by working in the intendedchange.
Give them relatively free rein inhow they go about achieving theobjectives. Encourage them to'look outside the box' for
creative new ways of achievingthe ob ective.
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Vision
Create a motivating vision of thefuture.
Share it with others.
Live it until it comes true.
Visions work only when they act to motivate and inspirethe large numbers of people that are needed to make thechange happen.
For the vision to be motivating, then it must bememorable.
For it to be memorable, it must be exciting and short. To be believed, it must be a regular part of the
conversation of senior people.
Changing Techniques
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Changing Techniques
Once you have unfrozen the people, the next
question is how you keep them going.
Coaching: Psychological support for executives.
Facilitation: Use a facilitator to guide teammeetings.
First steps: Make it easy to get going.
Involvement: Give them an important role.
Open Space: People talk about what concernsthem.
Step wise change: Break the work intopackages.
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Coaching
When you have individual people who arehaving difficulty in managing to adapt tochange, be a Coach to them.
Coaching helps explore deepermotivations and beliefs about otherpeople, and find practical ways to changethese.
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Facilitation
Use skilled facilitators (HR) to supportchange activities.
Facilitators can be used to guide variousgroup events, from brainstorming andplanning to improvement projects andchange activities.
Facilitators can also act as team coaches,
helping people to improve withinthemselves and work together in betterways.
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First Steps.
Actually starting something is often thehardest thing. The Greek poet Horacesaid, He has half the deed done who hasmade a beginning.
Make the first steps of change particularlyeasy. Make them the most obvious thingto do.
Then make the next steps easy that ittakes away all reasonable objections toenacting it.
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Involvement
Get them involved in the change. Invite them to participate in discussions.
Give them things to do.
When people are a part of something, theybond with it, making it a part of theiridentity.
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Open space
'Open Space' (or, more fully, Open Space Technology, or OST) is asimple but very useful way of getting people to openly discussissues that are of concern to them.
It started when Harrison Owen was running conferences and foundthat people preferred talking to others during the breaks thanlistening to speakers. He then began running conferences withoutspeakers.
The underlying philosophy is that trying to control a naturally chaoticuniverse just makes things worse. If you want people to collaborate,the basic principle is to bring them together and then get out of theway. For managers and facilitators this can be a very difficult part ofthe Open Space process. Yet the most successful Open Spaces aremanaged with but a very light touch.
In change, this is useful for getting people talking together. Forexample, you can use it to get people to talk about their fears andconcerns.
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Stepwise Change
Have clear steps in the change. Break thework into distinct packages and talk abouteach separately.
Communicate about the change not as asingle, but as a set of activities, each ofwhich gains specific value.
Celebrate the Milestones.
Refreezing techniques
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Refreezing techniquespeople are taken from a state of being in transition
and moved to a stable and productive state
Burning bridges: Ensure there is no wayback.
Evidence stream: Show them time and
again that the change is real. Institutionalization: Building change into
the formal systems and structures.
Reward alignment: Align rewards withdesired behaviors.
Socializing: Build it into the social fabric
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Burning the bridges
When changes are instituted, it is not uncommonfor people to seek ways to go back the old wayof working, hence ensure that there is no wayback to previous ways of working.
'Burning bridges' is a deliberate way ofpreventing any backsliding by removing anymethod by which people can go back.
Managers who may be not fully committed to thechange are now strongly motivated to continue.
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Evidence Stream
Get people to accept that a change is real byproviding a steady stream of evidence todemonstrate that the change has happened and issuccessful.
Communicate through a range of media. Get people
who have been involved to stand up and tell theirstories of challenge and overcoming adversity.
Evidence is a powerful tool for persuasion,particularly when people are doubtful whether
something is real. This is particularly powerful whenpresented by people who are trusted by theaudience for the information.
A steady stream of evidence is needed because
people are not always convinced by a few pieces ofearly evidence.
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Institutionalization
Make changes stick by building them into theformal fabric of the organization.
Make them an organizational standard, buildingthem into the systems of standards.
Put them or aspects of them into the primarystrategic plan.
Build them into people personal objectives.
Ensure people are assessed against them in
personal reviews. The formal systems and structures within the
organization are those which are not optional.People do them because they are 'business as
usual.
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Reward Alignment.
When you make a change, ensure thatyou align the reward system with thechanges that you want to happen.
The saying 'Show me how I'm paid and I'llshow you how I behave' is surprisinglycommon.
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Socialize.
Seal changes by building them into thesocial structures.
Give social leaders prominent positions in
the change. When they feel ownership forit, they will talk about it and sell it to others.
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