ckm-mod-two

8/14/2019 CKM-Mod-Two

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Module-2

Organizational

Change


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Organizational Change can be defined

as,

a concerted (determined), planned effortto increase Organizational effectiveness

help thorough changes in Organization

dynamics using behavioral science

knowledge


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to make different in some particular to make radically different to give a different position, course, or direction to to replace with another

to make a shift from one to another to exchange for an equivalent sum or comparable item to undergo a modification of to undergo transformation, transition or substitution


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TYPE OF CHANGES:

Following are examples of candidates for ChangeManagement. Computing Systems hardware:Hardware changes:Additions, deletions, reconfigurations, relocations, orpreventative or emergency maintenance.

Computing Systems software:PTF's, product releases, versions, table changes,tuning, alterations to libraries, catalogs,monitors, traps, or changes to priority mechanisms.

Environmental:

Power, UPS system, generators, air conditioning,chilled water, electrical work, facilitymaintenance, security systems, fire control systems.


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Network Systems:Additions, modifications, lines, modems routers,network access, controllers, servers, protocolconverters. Software components either distributed orcentralized, bitnet tables,

router software, servers. Operating Procedures:

Changes in equipment downtime schedules, plannedsystem outages, changes in delivering services, orchanges to service levels.

Workstations and Public Clusters:Changes in hours of availability, hardwareconfigurations, operating systems, utilities,applications including release levels or versions,installations or de-installations of systems, servers.


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Change management means to plan,

initiate, realize, control, and finally

stabilize change processes on both,

corporate and personal level.

Change may cover such diverse

problems as for example strategic

direction or personal developmentprograms for staff.


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Examples of organization-wide change

might include a change in mission,

restructuring operations

(e.g., restructuring to self-managed

teams, layoffs, etc.),

new technologies, mergers, major

collaborations, "rightsizing"


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Why is it Important to Adapt to Change?

Individuals, teams, or organizations that

do not adapt to change in timely ways

are unlikely to survive.


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What is Change?

Coping process of moving from a

unsatisfactory present state to a desired

state


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Organizational change management

is the process of developing a

planned approach to change in an

organization.


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Any variation or alteration; a passing

from one state or form to another

A passing from one phase to another


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If you force change on people

normally problems arise.

Change must be realistic,achievable and measurable.

These aspects are especially

relevant to managing personalchange.


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Before starting organizational change, ask yourself:

What do we want to achieve with this change,why, and

how will we know that the change has been

achieved?Who is affected by this change, and how will

they react to it?How much of this change can we achieve

ourselves, andwhat parts of the change do we need help

with?


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Typically the objective is to maximize

the collective benefits for all people

involved in the change and minimize

the risk of failure of implementing thechange.


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To alter; to make different; to cause to

pass from one state to another; as, to

change the position, character, or

appearance of a thing (process oractivity)

To alter by substituting something else

for, or by giving up for something else


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The discipline of change management

deals primarily with the human aspect of

change, and is therefore related to pure

and industrial psychology.


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Typically, the concept of organizational

change is in regard to organization-wide

change, as opposed to smaller changes

such as adding a new person, modifyinga program, etc.


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new programs such as Total Quality

Management, re-engineering, etc. Some

experts refer to organizational

transformation. Often this termdesignates a fundamental and radical

reorientation in the way the organization

operates.


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Nature of change

change may be conceived as continuous

and intrinsic to an organization.

Change as patterned and predictable

Change and complex and unpredictable.

The rate of change is faster than our

abilities to comprehend and cope upwith.


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Nature of change

Change may be said to take place at

three levels:

micro changes (personal lives)

Organizational level (institution influence

people lives)

Macro level (people, community &society)


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Change customerneeds and

preferences

Political forces

System

dynamics

Managerial and

administrative

processes

Technological

changes

Individual and

group

expectations

Organizational design

and structure

Technological forcesGovernment forces

Economic

forces

Increased

global

competition

Forces of change


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Political forces

The transition of east European nations

to democracy and a market economy.

Collapse of soviet Russia

Unification Germany

Iraq crisis, Gulf War


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Economic forces

The uncertainty about future trends inthe economy is a major cause of change

Fluctuating bank interest rate

Uncertainty arising out of inflationLow capital investment (Iron ore exp)Banking reforms- Crude oil PricesMarket conditionsCapital market structure


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Increased global competition

Making their presence felt globally

IBM,SONY,MICROSOFT,GM


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Internal forces of change

System dynamics

Human behavior,

Constant and Dynamic (Many) interactionsRelationship among subsystem (Cordial)

Internal politics, group/ ind Behavior

Formal & Informal relationships


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Inadequacy of Admin Process

Set of procedures and rules

With changing times and the revision of

orgl goals and objectives, some existing

rules, procedure and regulations could

be at a variance with the demands of

reality.

Realization of their inadequacy is

force that induces CHANGE


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Individual and group expectations

Each one aiming to satisfy ones own

needs and aspirations.

Desires are keep changing

Ambition and Aspiration

Fear and insecurities and frustrations

operate as inter individual process.


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Structure focused change

Orgn make changes to reduce cost andincrease profitability.

Structural change can take a form of

Downsizing, decentralization, jobredesign.

JP Morgan & HSBC have laid off some

employees as a part of restructuringIndian operations.(forced many co. to become lean)


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Technology focused change

Change that impacts the actual process

of transforming input in to output is

referred to as change.

CNC Machine

CAD / CAM

Robotics


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Person focused change

Introduction of new technology result in

person focused change.

When employees cannot be trained

further. (replacement)

Skilled person and redesigning the job

Work is done in cost effective ways


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Profitability

A significant change that has

necessitated quite a number of orgn. To

restructure and reengineer themselves

relate to profitability issues such as lossof revenue and low productivity.


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Resource constraints

MMM personnel, technology.

Non availability of these can be a

powerful force for any orgn.


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Participation : The more the people

participate and more they will be

committed to getting results.

Recognition : People value recognition

for their change mgt endeavors more

than material rewards.


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Types of change

Happened change

Unpredictable. Occurs due to external

forces.


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Reactive change

Changes that are clearly in response to

an event or a series of events are

termed reactive.


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Planned change

Planned change or developmental

change is undertaken to improve upon

the current ways of operating.

It is a calculated change, initiated to

achieve a certain desirable

output/performance and to make the

organization to more responsive tointernal and external demands.


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Incremental change

Change directed at micro level and focused

on units, sub units and components within an

organization are termed as incremental

changes. It also provides an opportunity to learn form

its own mistake and experiences.

A failed incremental change will cause less

damage to a total system than unsuccessful

large scale implementation.


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Operational changes

This is necessitated when an

organization needs to improve the

quality of its products or services due

to external competition, customerschanging requirements and demands

or internal organization dynamics.


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Strategic change

Change that is addressed to

organization as a whole or to most of

the organizations components,

including strategy, may be calledstrategic change.


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Directional change

a change in direction may

become imperative for an

organization due to severecompetition or regulatory shifts

in government policy and

control


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Fundamental change

This entails a redefinition ofthe current purpose or

mission of the organization


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Transformational change

Such a change involves the entire or agreater part of the organization. It could be achange in the

Shape (size & complexity)

Structure (system & ownership) Nature (basic assumptions and Culture) of

the organization. Fundamental change in relationships

A change in organization culture and norms Shift from product driven to technology

driven


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Revolutionary change

Abrupt changes in organizational strategy

and design represent revolutionary change.

Such change represent 3 Es

Envisioning (clear & credible vision) Energizing (mobilizing employees-

demonstrating & inculcating the excitement

for change)

Enabling (which is to provide the necessary

resources, support structure & process)


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Recreation change

This involves a significant or drastic

change in an organizations strategy

and design, or a radical departure from

its current practices to achieve totaltransformation.

Recreation is metamorphosis

becoming not just best,but different.


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Models of Organizational Change

These model deal with the sequence of

steps involved in bringing about change

in an organization and with interventions

related to it.


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Models of Organizational Change

Lewins change model

The planning model

The action research model

The integrative planning model

These models refer to the planning &

process aspects of changemanagement.


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Change affects three levels

Individual (Change affecting individual

attitude beliefs, values, skills and

behavior)

Structure and Systems (Change

affecting incentive system, Info Systems)

Organizational Climate( Change

affecting leadership styles, interpersonalrelation ships, decision making)


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Restraining forces

CURRENT STATE

Driving forces

Unfreeze

Change/Move

Refreeze

Desired State

Lewins model of Change


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Unfreezing

Disconfirmation where present

conditions lead to dissatisfaction, such

as not meeting personal goals. However,

the larger the gap between what isbelieved and what needs to be

believed for change to occur, the more

likely the new information will be ignored


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Unfreezing techniques

Unfreezing is the first of Lewin's changetransition stages, where people are taken froma state of being unready to change to beingready and willing to make the first step.

Here are some ways to make it happen:Burning platform: Expose or create a crisis.Challenge: Inspire them to achieve remarkable

things.Command: Just tell them to move!Evidence: Cold, hard data is difficult to ignore.

f
http://changingminds.org/disciplines/change_management/creating_change/burning_platform.htmhttp://changingminds.org/disciplines/change_management/creating_change/challenge.htmhttp://changingminds.org/disciplines/change_management/creating_change/command.htmhttp://changingminds.org/disciplines/change_management/creating_change/evidence.htmhttp://changingminds.org/disciplines/change_management/creating_change/evidence.htmhttp://changingminds.org/disciplines/change_management/creating_change/command.htmhttp://changingminds.org/disciplines/change_management/creating_change/challenge.htmhttp://changingminds.org/disciplines/change_management/creating_change/burning_platform.htm


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Unfreezing techniques

Destabilizing: Shaking people of their comfort zone. Education: Learn them to change. Management by Objectives (MBO): Tell people what

to do, but not how.

Restructuring: Redesign the organization to forcebehavior change.

Rites of passage: Hold a wake to help let go of thepast.

Setting goals: Give them a formal objective. Visioning: Done well, visions work to create change. Whole-system Planning: Everyone planning together.

Ch i / M i
http://changingminds.org/disciplines/change_management/creating_change/destabilization.htmhttp://changingminds.org/disciplines/change_management/creating_change/education.htmhttp://changingminds.org/disciplines/change_management/creating_change/mbo.htmhttp://changingminds.org/disciplines/change_management/creating_change/restructuring.htmhttp://changingminds.org/disciplines/change_management/creating_change/rites_passage.htmhttp://changingminds.org/disciplines/change_management/creating_change/setting_goals.htmhttp://changingminds.org/disciplines/change_management/creating_change/visioning.htmhttp://changingminds.org/disciplines/change_management/creating_change/whole-system_planning.htmhttp://changingminds.org/disciplines/change_management/creating_change/whole-system_planning.htmhttp://changingminds.org/disciplines/change_management/creating_change/visioning.htmhttp://changingminds.org/disciplines/change_management/creating_change/setting_goals.htmhttp://changingminds.org/disciplines/change_management/creating_change/rites_passage.htmhttp://changingminds.org/disciplines/change_management/creating_change/restructuring.htmhttp://changingminds.org/disciplines/change_management/creating_change/mbo.htmhttp://changingminds.org/disciplines/change_management/creating_change/education.htmhttp://changingminds.org/disciplines/change_management/creating_change/destabilization.htm


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Changing / Moving

This refers to the shift in behavior to a

new level resulting in the development of

new Behr., values and attitudes in

individuals through changes in orglstructure and process.

Orgl shake-ups


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T iti i t h i


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Transitioning techniques

Kurt Lewin's three phases give main phases ofchange. Once you have unfrozen the people, the nextquestion is how you keep them going.

Boiling the frog: Incremental changes may well not be

noticed. Challenge: Inspire them to achieve remarkable things. Coaching: Psychological support for executives. Command: Tell them what to do.

Education: Teach them, one step at a time. Facilitation: Use a facilitator to guide team meetings.

T iti i t h i
http://changingminds.org/disciplines/change_management/lewin_change/unfreezing.htmhttp://changingminds.org/disciplines/change_management/creating_change/boiling_frog.htmhttp://changingminds.org/disciplines/change_management/creating_change/challenge.htmhttp://changingminds.org/disciplines/change_management/creating_change/coaching.htmhttp://changingminds.org/disciplines/change_management/creating_change/command.htmhttp://changingminds.org/disciplines/change_management/creating_change/education.htmhttp://changingminds.org/disciplines/change_management/creating_change/facilitation.htmhttp://changingminds.org/disciplines/change_management/creating_change/facilitation.htmhttp://changingminds.org/disciplines/change_management/creating_change/education.htmhttp://changingminds.org/disciplines/change_management/creating_change/command.htmhttp://changingminds.org/disciplines/change_management/creating_change/coaching.htmhttp://changingminds.org/disciplines/change_management/creating_change/challenge.htmhttp://changingminds.org/disciplines/change_management/creating_change/boiling_frog.htmhttp://changingminds.org/disciplines/change_management/lewin_change/unfreezing.htm


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Transitioning techniques

First steps: Make it easy to get going. Involvement: Give them an important role. Management by Objectives (MBO): Tell people what to do, but

not how.

Open Space:People talking about what concerns them.

Re-education: Train the people you have in newknowledge/skills.

Restructuring: Redesign the organization to force behaviorchange.

Shift-and-sync: Change a bit then pause restabilize.

Spill and fill: Incremental movement to a new organization. Stepwise change: breaking things down into smaller packages. Whole-system Planning: Everyone planning together.

R f i
http://changingminds.org/disciplines/change_management/creating_change/first_steps.htmhttp://changingminds.org/disciplines/change_management/creating_change/involvement.htmhttp://changingminds.org/disciplines/change_management/creating_change/mbo.htmhttp://changingminds.org/disciplines/change_management/creating_change/open_space.htmhttp://changingminds.org/disciplines/change_management/creating_change/re-education.htmhttp://changingminds.org/disciplines/change_management/creating_change/restructuring.htmhttp://changingminds.org/disciplines/change_management/creating_change/shift_sync.htmhttp://changingminds.org/disciplines/change_management/creating_change/spill_fill.htmhttp://changingminds.org/disciplines/change_management/creating_change/stepwise_change.htmhttp://changingminds.org/disciplines/change_management/creating_change/whole-system_planning.htmhttp://changingminds.org/disciplines/change_management/creating_change/whole-system_planning.htmhttp://changingminds.org/disciplines/change_management/creating_change/stepwise_change.htmhttp://changingminds.org/disciplines/change_management/creating_change/spill_fill.htmhttp://changingminds.org/disciplines/change_management/creating_change/shift_sync.htmhttp://changingminds.org/disciplines/change_management/creating_change/restructuring.htmhttp://changingminds.org/disciplines/change_management/creating_change/re-education.htmhttp://changingminds.org/disciplines/change_management/creating_change/open_space.htmhttp://changingminds.org/disciplines/change_management/creating_change/mbo.htmhttp://changingminds.org/disciplines/change_management/creating_change/involvement.htmhttp://changingminds.org/disciplines/change_management/creating_change/first_steps.htm


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Refreezing

This stage where the orgn stabilizes andachieves a new stage of equilibrium and

a preferred behavior.

Reinforcing the new orgl state

way to freeze Behr in orgl member may

include award, reward, recognition anddemonstration of benefits to individual.

R f i


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Refreezing

Refreezing is the final stage where new

behavior becomes habitual, which

includes developing a new self-concept

& identity and establishing newinterpersonal relationships.

R f i t h i


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Refreezing technique

Refreezing is the third of Lewin's changetransition stages, where people are taken froma state of being in transition and moved to astable and productive state.

Here are some ways to make it happen:Burning bridges: Ensure there is no way back.Evidence stream: Show them time and again

that the change is real.Golden handcuffs: Put rewards in their middle-

term future.

R f i t h i
http://changingminds.org/disciplines/change_management/creating_change/burning_bridges.htmhttp://changingminds.org/disciplines/change_management/creating_change/evidence_stream.htmhttp://changingminds.org/disciplines/change_management/creating_change/golden_handcuffs.htmhttp://changingminds.org/disciplines/change_management/creating_change/golden_handcuffs.htmhttp://changingminds.org/disciplines/change_management/creating_change/evidence_stream.htmhttp://changingminds.org/disciplines/change_management/creating_change/burning_bridges.htm


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Refreezing technique

Institutionalization: Building change into theformal systems and structures.

New challenge: Get them looking to the future.

Rationalization trap: Get them into action thenhelp them explain their actions.Reward alignment: Align rewards with desired

behaviors.

Rites of passage: Use formal rituals to confirmchange.

Socializing: Build it into the social fabric.

Pl i d l
http://changingminds.org/disciplines/change_management/creating_change/institutionalization.htmhttp://changingminds.org/disciplines/change_management/creating_change/new_challenge.htmhttp://changingminds.org/disciplines/change_management/creating_change/rationalization_trap.htmhttp://changingminds.org/disciplines/change_management/creating_change/reward_alignment.htmhttp://changingminds.org/disciplines/change_management/creating_change/rites_passage.htmhttp://changingminds.org/disciplines/change_management/creating_change/socializing.htmhttp://changingminds.org/disciplines/change_management/creating_change/socializing.htmhttp://changingminds.org/disciplines/change_management/creating_change/rites_passage.htmhttp://changingminds.org/disciplines/change_management/creating_change/reward_alignment.htmhttp://changingminds.org/disciplines/change_management/creating_change/rationalization_trap.htmhttp://changingminds.org/disciplines/change_management/creating_change/new_challenge.htmhttp://changingminds.org/disciplines/change_management/creating_change/institutionalization.htm


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Planning model

Scouting

Entry

Diagnosis

Stabilization

&

Evaluation

Planning

Action

Action

Pl i d l


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Planning model

This model is based on the principle

that information must be freely and

openly shared between the

organization and

the change agent and this

information must be able to betranslated into action.

Pl i d l


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Planning model

Scouting : this is the phase where the

change agent and orgn. Jointly explore

the need for and areas requiring change.

Entry : refers to the development ofmutual contract and mutual

expectations.

Diagnosis : refers to stage wherespecific improvement goals are

identified.

Planning model


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Planning model

Planning : this is the stage where actual

and possible reasons for resistance to

change are identified in addition to

planning for specific improvementsgoals.

Action : implementation of the steps

identified in the planning stage.

Planning model


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Planning model

Stabilization & Evaluation : to determine

the extent of success of the planed

change and need for further action or

termination.Termination :refers to the phase where a

decision is made to leave the system or

to end and begin another.

Action research model


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Action research model

Perception

of problem

by key

individuals

Consultationwith behavioral

science

experts

Feedback bythese

Experts to

client or group

Joint

diagnosis of

problems

Joint action

planning

Action Data gathering

after action

Feedback to

client groupby consultant

Re-diagnosis

and action

planning by

client &

consultant

New Action New Data

gathering as a

result of

action

Re-diagnosis

of situation,

etc


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This model focuses on the planned

change activity as a cyclical process.

Initial research about the orgn.

Undertaken which then provides therequisite information to guide further

action.


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The result of the action are assessed to

provide information to guide further

action & this cycle is repeated as an

ongoing process.


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Problem identification : key executive

senses the problem and solves with the

help of OD practitioner.

Consultation with behavioral expert :

after sensing the problem, and realizing

that it can be dealt with, the help of OD

expert is sought.


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Data gathering & preliminary

diagnosis :

the consultant, in conjunction with orgl

members, gathers data employingmethods such as interviews, process

observation, questionnaire, and the

analysis of orgl performance data.


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Feedback to client group : the data so

gathered is passed on to the client to

determine the strength and weakness of

the area under study, with the consultantproviding the client all relevant and

useful data


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Joint diagnosis of the problem : theconsultant and the management team

jointly agree on problem solving

methods.The specific action to be taken depends on

the orgns cultural, technological, and work

environment, problem to be solved.


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Action : this stage involves the actualchange from one orgl state to another.

Installing new methods & procedures

Reorganizing structure & work designs

Reinforcing new work behavior


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Data gathering after action :

As this model is cyclical in nature, new

data is again gathered after action has

been taken to measure and determinethe effects of the action

Based on the feedback, the situation

may be re-diagnosed and new actioncan be taken.

The integrative model of change


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Change processNeed awareness

Search Controlling

Change processDiagnosis

Design Decision

Change processImplementation

Evaluation

Change processStabilization

Diffusion Renewal

Exploration Phase Planning Phase Action Phase Integration Phase




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The basis for an integrative model ofplanned change rests on the fact that an

orgn exists in different states at different

times and that planned movement canoccur from state another.


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Exploration Phase


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Exploration Phase

The orgn decides whether to plan for aspecific change and commit resources fir

it.

Search for OD expert & contracting theservices of an OD expert

Mutual assessment of requirement.

Consultants skill- readiness state for

change


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Contracting phase lays rules andregulations.

What each party expects from

relationshipHow much time each will, invest

Rules for carrying out the consulting

relationship

Planning Phase


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Planning Phase

Planning commence once the problemsidentified and resources committed.

Collecting pertinent information

Appropriate action is designed to

improve the action

The approval of key decision makers is

sought for the proposed changes.

Action Phase


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Action Phase

The changes derived from planning areimplemented at this stage. It includes

process aimed at transitioning the orgn

from its current state to desired futurestate.


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The change activities are monitored andevaluated periodically to assess their

progress and to check whether positive

results are being achieved or whetherthey need modification and refinement.


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The new behavior is reinforced throughregular feedback, incentives, and

rewards. The contract with the OD

professional is gradually terminated.


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Individual Resistance


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Individual Resistance

Individual sources of resistance tochange reside in basic human

characteristics such as perceptions,

personalities, and needs.Habit

Security

Economic factors

Fear of Unknown


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Selective Information ProcessingOrganizational ResistanceStructural inertia

Limited focus of changeGroup InertiaThreat to Expertise

Threat to Established PowerRelationships


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Threat to Established ResourceAllocations

Overcoming Resistance to change

Education and Communication

Participation

Facilitation and Support

Negotiation


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Manipulation and co-optationCoercion

Change Process


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Vision

Strategy (Intended)

Impact analysis

Current State

Structure

ProcessTechnology

Culture

HRM

Desired State

Structure

ProcessTechnology

Culture

HRM

Facilitated byBuilding support structure

(Internal support system, individual, team, top mgt andsystems and external support)Monitoring, evaluating and correctingTransition managementSustaining the momentum

Movement

g


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Confusion :A mental state characterized bydisorientation regarding time, place, or lack oforderly thought

Anxiety :Anxiety is a multi system response to aperceived threat or Change

Resistance :A force that tends to oppose or retardmotion.

Frustration : refers to the state of someone whodenies himself, or who is denied,

Treadmill :A monotonous task or set of tasksseeming to have no end.

Inertia : The tendency of resisting acceleration

John P Kotter's 'eight steps to

f l h '


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successful change'

Increase urgency - inspire people tomove, make objectives real and

relevant.

Build the guiding team - get the rightpeople in place with the right emotional

commitment, and the right mix of skills

and levels.


f l h '


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successful change'

Get the vision right - get the team toestablish a simple vision and strategy focus onemotional and creative aspects necessary todrive service and efficiency.

Communicate for buy-in - Involve as manypeople as possible, communicate theessentials, simply, and to appeal and respondto people's needs. De-clutter communications

- make technology work for you rather thanagainst.


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successful change'

Empower actions - Remove obstacles,enable constructive feedback and lots ofsupport from leaders - reward andrecognize progress and achievements.

Create short-term wins - Set aims thatare easy to achieve - in bite-size chunks.Manageable numbers of initiatives.

Finish current stages before starting newones.


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successful change'

Don't let up - Foster and encouragedetermination and persistence - ongoingchange - encourage ongoing progressreporting - highlight achieved and futuremilestones.

Make change stick - Reinforce thevalue of successful change via

recruitment, promotion, new changeleaders. Weave change into culture.

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