A Classroom Discussion. Session Coverage Change: An inevitable phenomenon of life Change in organizational context Managing change: What Why, and How?

A Classroom Discussion

Session CoverageChange: An inevitable

phenomenon of lifeChange in

organizational contextManaging change:

What Why, and How?Considerations

Forethought “It is not the

strongest of the species that survive, nor the most intelligent but, the one most responsive to change”

Charles Darwin

Change in organization

Forces for changeNature of the

workforceTechnologyEconomic shocksCompetitionSocial trendWorld politics

Change: Common termsChange: Making things differentPlanned change: Activities that are

intentional and goal orientedFirst- order change: linear and

continuous changeSecond- order change: change that is

multidimensional, multilevel, discontinuous and radical

Change: Common termsChange agents: Persons who act as

catalysts and assume the responsibility for managing change activities

Driving forces: forces that direct behavior away from the status quo

Restraining forces: forces that hinder movement away from the status quo

Strategic change

Group Exercise1. Identify a situation that needs significant

improvement/change in your organization2. Envision the situation after change occurs

successfully3. Identify few major driving forces and

restraining forces for moving away from the status quo

4. Analyze the degree of influences of such factors

Group Exercise5. Discuss and devise few major ways

how to reduce the restraining forces, increase the driving forces or both for successful change efforts

6. Develop implement/action plan for managing change efforts

7. Outline major considerations to institutionalize the change efforts

CHANGE Management Process

Managing Change

Approaches to managing changeLewin’s three step modelAction ResearchOrganizational Development

Why transformation efforts fail?Not establishing a great enough

sense of urgencyNot creating a powerful enough

guiding coalitionLacking a visionUnder-communicating the vision

Why transformation efforts fail?Not removing the obstacles to new visionNot systematically planning for and

creating short term winsDeclaring victory too soonNot anchoring changes in organization’s

culture

Source: John P.Kotter, Leading Change: Why transformation efforts fail?, HBR

Remember the ‘Driving Path’

Blockade of learning culture1. I am my position2. The enemy is out there3. Illusion of taking charge4. Fixation of events5. Delusion of learning from

experiences6. Myth of the management team

- Peter Senge

“Maybe pushing on that wall to the right will give some space.”

System Thinking is crucial

23

“Oops!”

M&E of change interventions

ConclusionChange is inevitable in

personal as well as organizational life

Creating and communicating vision, getting people support, commitments and competencies of change agents are crucial for successful change management

The story continues…

brsigdel@nasc.org.np