change intro

8/16/2019 Change Intro

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CHANGE

MANAGEMENT


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Change & Change Management.

• Adoption of a new idea or behavior by an

organization.

– Organizations need to continuously adapt tonew situations if they are to survive and

prosper

– Constant change keeps organizations agile

– Indicative of “learning organizations


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BUT when you say Change,theysay:• “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 neer te!! us what"s going on#”

• “$ow soon wi!! this ha%%en?”

• “$ow wi!! this im%act me?”

• “Wi!! I receie new training?”

• “What’s in it for me.”

• “I doubt they are rea!!y serious about this.”


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Forces ForForces ForChangeChange

ShiftingShifting

DemographicsDemographics

TechnologyTechnology

EconomicEconomic

ShocksShocks

CompetitionCompetition

GlobalizationGlobalization

WorldWorld

PoliticsPolitics


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Technology

• Introduction of co!puters" cell phones arenow considered as necessitiy

• #.g." !usic industry facing the challenge

of online !usic sharing• $eciphering of genetic code offers

potential for phar!aceutical co!panies to

produce drugs designed for specificindividuals


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Competition

• %lobal econo!y• &ergers and consolidations

• %rowth of e'co!!erce


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Social Trends

• (opularity of internet• Increase in no. of wo!en in workforce

• Consu!er preferences changing

• )rand awareness has increased

• *ise in discounts


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Nature of workforce

• &ore cultural diversity• #ducational level

• +ew entrants with knowledge and skills


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World politics

#,#*CI-# O $O

• /hat !a0or changes have been brought

In world politics in past 12 years that had a

!a0or i!pact on the way co!panies run3

• -tudy one e4a!ple for each factor of

change.


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Purposeshared vision

valuesgoals

StrategyStructure

Workforce

!eadership

Culture

"rganizatio

n

systems

Who is responsible

for what

Ongoing

processes

Doing the right things

How you achieve

your goals

n!erlying

assu"ptions

that !rive behavior

Capacity an! capabilities of

the people who !o the wor#

ORGANIZING FOR CHANG!


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Fou" Ro#es $n O"gan$%at$ona#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

· isuali!es benefits

· Confronts

organi!ation

realities of cost"benefits

· #btains financial

and political

support #vercomes

obstacles

Sponsor

·$igh%level

manager

who removes

organi!ational

barriers·&pproves and

protects idea

within

organi!ation

Critic

· 'rovides reality

test

· (ooks for short%

comings

· Defines hard%nosed

criteria that idea

must pass


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TYPES OF CHANGES


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"rganizational

Change

Planned Changes• Changes in products and

services• Changes in administrative

systems• Changes in organizational

size or structure• #ntroduction of ne$

technologies• %dvances in information

processing and

communication

%ccidental Changes• Changing employee

demographics• Performance gaps• Governmental regulations• Economic competition in the

global arena

Tyes o' Changes:() *#anne+

) A--$+enta#


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Types of Planned Changes

Two Types

#perational 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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Planned change

Change activities that are intentional andgoal oriented

• 5irst order change

6inear and continuous" no !a0or shifts

7s!all 8I(s9

• -econd order change

&ultidi!ensional" !ultilevel" discontinuousand radical 7e.g." drastic cutting down ofcost: inventory level9


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C#NTIN)#)S*INC+,-,NT&(

C$&N.,

%reiner;s !odel< views change as =growth;• One of =life cycle theories;

• #volution – revolution – evolution

• #ach phase of continuous growth gives rise to new

crisis< leadership crisis" control crisis" red tape crisis"revitalisation crisis

• 6essons for !anagers<

' know where you are in the develop!ental conte4t

' you have a li!ited range of solutions for a specificcrisis

' realise that solutions breed new proble!s


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ush!an" +ew!an and *o!anelli

Organisation is in e>uilibriu! where there is

perfect align!ent between

-tructure – -trategy – #4ternal environ!ent

Organisations e4perience two types ofchanges

• Incre!ental change:Convergence

• $iscontinuous chane: 5ra!e breakingchange


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HUMAN I/ OF IT.

• Change is fundamentally about feelings& #tneeds people's heads and hearts together&

• (Winning %ttitudes) do make a difference*

and it is important to market ne$ ideas

and approaches $ithin the organization

very carefully&


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0ew$n1s 2 ste Change"o-ess.

+nfreezing Changing ,efreezing

+nfreezing "ld behavior creates motivation to learn&


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Un'"ee%$ng Te-hn$3uespeople are taken from a state of being unready to

change to being ready and willing to make the first

step/ • .urning platform/ #4pose or create a crisis.

• Challenge/ Inspire the! to achieve re!arkable

things.

• Evidence/ Cold" hard data is difficult to ignore.

• Education/ 6earn the! to change.

• 0anagement by "b1ectives 20."3/ ell people

what to do" but not how.

• 4isioning< 5or! @isions. @isions work to create

change.


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Bu"n$ng *#at'o"m

• -how how staying where you are is not anoption" and that doing nothing will result in

disaster.

• 6ook for a crisis that you can highlight.hey are often lurking nearby" forlorn and

unnoticed.

• ou can also engineer your owncrisis that forces change.


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Cha##enge

• -ti!ulate people into change bychallenging the! to achieve so!ething

re!arkable. -how confidence in their

ability to get out of their co!fort zone anddo what has not been done before.

• Once the group has bought the challenge"

then they will bounce off each other to!ake it happen.


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4$+en-e

• 5ind evidence that supports the need for

change.

• Bse data and statistics to createi!pressive graphs and charts.

• Cold" hard evidence is a good way of

changing !inds as counter'argu!entsre>uire better data.


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+u-at$on

• each people about the need for change

and how e!bracing change is a far !ore

effective life strategy than staying wherethey are or resisting.

• each people the !ethods of change"

about how to be logical and creative ini!proving processes and organizations.


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Management 5y O56e-t$4es7MBO)

• -et for!al ob0ectives for people that theywill have to achieve" but do not tell the!

how they have to achieve this.

• %ive people ob0ectives that they can on!y achieve by working in the intended

change.

•%ive the! relatively free rein inhow they go about achieving the

ob0ectives. #ncourage the! to

look outside the bo4 for

creative new ways of achievingthe ob ective.


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8$s$on

• Create a !otivating vision of thefuture.

• -hare it with others.

• &ie it unti! it comes true.

• @isions work only when they act to !otivate and inspirethe large nu!bers of people that are needed to !ake thechange happen.

• 5or the vision to be !otivating" then it !ust be!e!orable.

• 5or it to be !e!orable" it !ust be e4citing and short.

• o be believed" it !ust be a regular part of theconversation of senior people.


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Chang$ng Te-hn$3ues#nce you have unfro!en the people" the ne0t

1uestion is how you keep them going/

• Coaching/ (sychological support for e4ecutives.

• 5acilitation< Bse a facilitator to guide tea!!eetings.

• 5irst steps/ &ake it easy to get going.

• #nvolvement< %ive the! an i!portant role.

• "pen Space/ (eople talk about what concernsthe!.

• Step $ise change< )reak the work intopackages.


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Coa-h$ng

• /hen you have individual people who arehaving difficulty in !anaging to adapt to

change" be a Coach to the!.

• Coaching helps e4plore deeper!otivations and beliefs about other

people" and find practical ways to change

these.


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Fa-$#$tat$on

• Bse skilled facilitators 7D*9 to supportchange activities.

• 5acilitators can be used to guide variousgroup events" fro! brainstor!ing andplanning to i!prove!ent pro0ects andchange activities.

• 5acilitators can also act as tea! coaches"

helping people to i!prove withinthe!selves and work together in betterways.


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F$"st tes.

• Actually starting so!ething is often thehardest thing. he %reek poet Doracesaid" =De has half the deed done who has!ade a beginning.;

• &ake the first steps of change particularlyeasy. &ake the! the !ost obvious thingto do.

• hen !ake the ne4t steps easy that ittakes away all reasonable ob0ections toenacting it.


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In4o#4ement

• %et the! involved in the change.• Invite the! to participate in discussions.

• %ive the! things to do.

• /hen people are a part of so!ething" theybond with it" !aking it a part of their

identity.


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Oen sa-e

• Open -pace 7or" !ore fully" Open -pace echnology" or O-9 is a

si!ple but very useful way of getting people to openly discuss issues

that are of concern to the!.

• It started when Darrison Owen was running conferences and found

that people preferred talking to others during the breaks than listening

to speakers. De then began running conferences without speakers.

• he underlying philosophy is that trying to control a naturally chaotic

universe 0ust !akes things worse. If you want people to collaborate"

the basic principle is to bring the! together and then get out of the

way . 5or !anagers and facilitators this can be a very difficult part of

the Open -pace process. et the !ost successful Open -paces are

!anaged with but a very light touch.• In change" this is useful for getting people talking together. 5or

e4a!ple" you can use it to get people to talk about their fears and

concerns.


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tew$se Change

• Dave clear steps in the change. )reak thework into distinct packages and talk about

each separately.

• Co!!unicate about the change not as asingle" but as a set of activities" each of

which gains specific value.

• Celebrate the &ilestones.


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Re'"ee%$ng te-hn$3ues people are taken from a state of being in transition

and moved to a stable and productive state • .urning bridges< #nsure there is no wayback.

• Evidence stream< -how the! ti!e andagain that the change is real.

• #nstitutionalization/ )uilding change intothe for!al syste!s and structures.

• ,e$ard alignment< Align rewards withdesired behaviors.

• Socializing< )uild it into the social fabric


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Bu"n$ng the 5"$+ges

• /hen changes are instituted" it is notunco!!on for people to seek ways to go back

the old way of working" hence ensure that there

is no way back to previous ways of working.

• )urning bridges is a deliberate way ofpreventing any backsliding by re!oving any

!ethod by which people can go back.

• &anagers who !ay be not fully co!!itted to thechange are now strongly !otivated to continue.


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4$+en-e t"eam• %et people to accept that a change is real by providing

a steady strea! of evidence to de!onstrate that thechange has happened and is successful.

• Co!!unicate through a range of !edia. %et peoplewho have been involved to stand up and tell their

stories of challenge and overco!ing adversity.• #vidence is a powerful tool for persuasion" particularly

when people are doubtful whether so!ething is real.his is particularly powerful when presented by peoplewho are trusted by the audience for the infor!ation.

• A steady strea! of evidence is needed because peopleare not always convinced by a few pieces of earlyevidence.


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Inst$tut$ona#$%at$on

• &ake changes stick by building the! into the for!alfabric of the organization.

• &ake the! an organizational standard" building the!into the syste!s of standards.

•(ut the! or aspects of the! into the pri!ary strategicplan.

• )uild the! into people personal ob0ectives.

• #nsure people are assessed against the! in personalreviews.

• he for!al syste!s and structures within theorganization are those which are not optional. (eopledo the! because they are business as usual=.


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Rewa"+ A#$gnment.

• /hen you !ake a change" ensure thatyou align the reward syste! with the

changes that you want to happen.

• he saying -how !e how I! paid and Illshow you how I behave is surprisingly

co!!on.


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o-$a#$%e.

• -eal changes by building the! into thesocial structures.

• %ive social leaders pro!inent positions in

the change. /hen they feel ownership forit" they will talk about it and sell it to

others.

change intro

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