To IMPROVE is to change, to be PERFECT is to change often.

-Winston Churchill

CHANGE IS THE ONLY THING THAT WILL NEVER CHANGE. SO LETS LEARN TO ADAPT IT BY

CHANGE MANAGEMENT

What is Change?

New Materials

New Behaviours/ Practices

New Beliefs/ Understanding

Seven Things Happen When People Find Themselves in a Situation of Change K. Blanchard
1. Doing something that they are not used to doing (feeling awkward, ill-at-ease, selfconscious) 2. Thinking first what you have to give up, not what you have to gain (grieving for what will be lost). 3. Feeling alone, even if others are going through the change (structure exchanges because people cant think of it naturally) 4. People can handle only so much change (a few may be okay; too many are overwhelming)

5. People are at different levels of readiness for change (not good or bad; dont label or be judgmental; also it can be situational). 6. People will be concerned that they dont have enough resources (people need help realizing that there are more resources around them than they thought). 7. If the pressure is off, people will revert back to old Behaviour (relapse is natural; yelling doesnt work).

What is Change?

The term change refer to an alteration in a system-whether physical, biological or social. Thus Organizational change is the alteration of work environment in an organization. It implies a new equilibrium between different components of the organizationtechnology, structural arrangement, job design and people.

Definition

Change is an alteration in the existing field of forces which tends to affect the equilibrium. Organization can deal with these changes effectively by bringing about an alteration or change among these forces so as to reduce tension .

According to Newstrom and Davis

They have illustrated it by comparing an organization to an air-filled balloon.

What is Change? Why should organization plan for and seek change?

Change implies making an essential difference, often amounting to a loss of original identity or a substitution of one thing for another.

Change management is the process of developing a planned approach to change in an organization.

Objective: To maximize the collective benefits for all people involved in the change and minimize the risk of failure of implementing the change.

The discipline of change management deals primarily with the human aspect of change, and is therefore related to pure and industrial psychology.

Factors in Organizational Change

External Factors
Technological Change Changes in Market Conditions Social Changes Political and Legal Changes

Internal Factors
Changes in Management Personnel Deficiency in Existing organization

Types of Organizational Change Programs

Structural change (e.g., a machine model of organization)
Organization parts are sets of functional parts. Management shifts, eliminates, changes the parts. Driven from the top down Examples: mergers, acquisitions, divestiture

Cost cutting

Elimination of non-essential activities; squeezing cost from operations

Process change (e.g., Business Process Reengineering)

Focus on how things are done

Cultural change

People-sided From command-and -control toward participative management From product-push to customer-orientation

Reactive and Proactive Changes

Being reactive implies your action begins after the fact; acting in response to a stimulus or situation, as if simply poised waiting for something to happen. E.g. we usually feel reactive when we are hit with something we did not anticipate. Proactive change involves actively attempting to make alterations to the work place and its practices. Reactive change occurs when an organization makes changes in its practices after some threat or opportunity has already occurred.

Proactive Changes

proactive, which implies that your response is preceding the action. Creating a solution before being requested to have one. Anticipating what is needed and having it ready. Companies that take a proactive approach to change are often trying to avoid a potential future threat or to capitalize on a potential future opportunity.

Planned Change

Planned change is the deliberate design and implementation of a structural innovation, a new policy or goal, or a change in operating philosophy, climate or style. Once managers and an organization commit to planned change, they need to create a logical step-by step approach in order to accomplish the objectives. Planned change requires managers to follow a process for successful implementations.

Factors in Planned Change

Structure

Technology

Task

People

Process of Planned Change

Organizational change is a complex process. It does not occur instantaneously. It involves formidable exercise on the part of the management. A major organizational change requires considerable planning. The change is successful if it is taken in a planned way which proceeds in a sequential form.

Process of Planned Change

Identifying need For change Elements to be changed Planning for change Identifying need For change Actions for change

Unfreezing

Changing

Refreezing

Feedback
Process of Planned Changes

The Change Agent

A person who leads a change project or businesswide initiative by defining, researching, planning, building business support and carefully selecting volunteers to be part of a change team. a professional person who influences innovationdecisions in a direction deemed desirable by a change agency.

A change agent lives in the future, not the present. A change agent is fueled by passion, and inspires passion in others A change agent has a strong ability to selfmotivate A change agent must understand people

Change agent as a linkage between change agency and client system

Clients needs and feedback about change programme flow to change agency

Change agency

Change agent linkage

Change System

Innovations flow to clients

Skills Of a Change Agent

Cognitive Skills:
Self-understanding Conceptualization Evaluation

Action Skills:
As a Counsellor As a facilitator As a consultant

Communication Skills:

ADKAR is useful for individual change management between supervisor and employees.
Awareness Desire Knowledge

Ability
Reinforcement

Why People resist change..???

Lack of communication
The manager has not communicated well the detailed aspects of the change. People may only understand the change in broad terms and not in practical terms. Staff do not know how they should go about for change & they may lack the knowledge, skills and experience to implement the proposed change. Staff may not be convinced about the purpose of the change or they may not see the benefits of the change. Too many parties involved in the change without a clear definition of their roles will bring confusion and frustration. Commitment to change from the top is critical. Many well-planned change programmes have failed as leaders who plan the change do not follow up with the necessary support. Change programmes often fail not because of lack of skills but because of absence of courage to implement the change. A clear and outright declaration on how people are going to be rewarded if they achieve successful results from change would go a long way.

Procedure
Goal oriented Involvement of parties Proper support

Lack of courage
Poor motivation

ADKAR

Awareness of the need for change (why). Desire to support and participate in the change (our choice). Knowledge about how to change (the learning process). Ability to implement the change (turning knowledge into action). Reinforcement to sustain the change (celebrating success).

Clear Communication

and

Excellent Training

Overcoming Resistance to Change

Education and communication

Participation and involvement

Facilitation and support

Negotiation and agreement