Change management

Change Management:Leading Corporate Transformation

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Contents

• Principles of Change

• Five Activities Contributing to Effective Change

Management

• Motivating Change

• Creating Vision of Change

• Developing Political Support

• Managing the Transition

• Sustaining Momentum

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“When the rate of change outside

exceeds the rate of change inside,

the end is in sight”

Rate of Change

Jack Welch

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Activity – Change Your Seat

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1. Change is a process that can be enabled, not

managed

2. The belief that you can change is the key to change

3. It is not the duration of the treatment that allows

people to change but rather its ability to inspire

continued efforts in that direction

4. Repeated efforts are critical to changing

Principles of Change

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5. Behavioral change is a function of perceived need

and occurs at the emotional, not the intellectual level

6. Resistance to change is predictable reaction to an

emotional process and depends on a person’s

perception of a change situation

7. People do not usually succeed all at once. But they

can show significant improvements; and all

improvement should be accepted and rewarded

Principles of Change

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Activity – Goodies Auction

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Five Activities Contributing to Effective Change Management

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Five Activities Contributing to Effective Change Management

1. Motivating Change

2. Creating Vision of Change

3. Developing Political Support

4. Managing the Transition of Change

5. Sustaining Momentum

Effective Change

Management

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1. Motivating Change

Motivating change and creating readiness for

change

Sensitize organizations to

pressure for change

Reveal discrepancies

between current and desired states

Convey credible positive

expectations for the change

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Force Field Analysis Model

Current Situation

Restraining Forces for Change

Driving Forces for Change

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Force Field Analysis Model

Strengthening or adding

driving forces

Removing or reducing

restraining forces

Changing the direction of some of the

forces

Change

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Activity – May the Forces be With You!

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Group Exercise

• Take this opportunity to think of a situation in your organization

where Force Field Model could be demonstrated. Begin by

identifying a change being instituted in your organization

• List the driving forces

• List the restraining forces

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Activity – Perceptual Barriers To Change

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Resistance to Change

20% 40% 60% 80% 100%

Source: Information Week, June 20, 1994

Limitations of Existing Systems

Lack of Executive Commitment

Lack of Executive Champion

Unrealistic Expectations

Lack of Cross-Functional Team

Inadequate Team and User Skills

Technology Users Not Involved

Project Charter Too Narrow

Barriers to Change

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Individual Resistance

Individual Resistance

Habit

Selective Information Processing

Economic Factors

Job Security

Fear of the Unknown

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Organizational Resistance

Organizational Resistance

Threat to Established Power Relationship

Group Inertia

Threat to Established Resource Allocations

Structural Inertia

Limited Focus of Change

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Activity – Wedding Guests

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Denial

Resistance Exploration

Past Future

Four Phases of Transition

Commitment

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• “How good things were in the past”

• “It can’t happen here”• Numbness• Everything-as-usual

attitude• Refusing to hear new

information

• Anger• Loss and hurt• Stubbornness• Blaming others• Complaining• Getting sick• Doubting your ability

Some of the Signs in Each Phase

Denial Resistance

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Exploration Commitment

• “What’s going to happen to me?”

• Seeing possibilities• Chaos• Indecisiveness• Unfocused work• Energy• Clarifying goals• Seeing resources• Exploring alternatives

• “Where I am headed”• Focus• Teamwork• Vision• Cooperation• Balance

Some of the Signs in Each Phase

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Overcoming Resistance to Change

Education and Communication

Participation and Involvement

Facilitation and Support

Negotiation

Manipulation and Cooptation

Coercion

Overcoming Resistance to Change

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2. Creating Vision of Change

Constructing the Envisioned

Future

Bold and Valued

Outcomes

Desired Future State

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3. Developing Political Support

Assessing Change Agent Power

Identifying Key Stakeholders

Influencing Stakeholders

Developing Political Support

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Roles in Organizational Change

Change Sponsor

Change Agents

Change Target

These are individuals or groups with

the power to determine that a change

will occur

These are individuals or groups

responsible for seeing that a previously

determined change occurs

These are individuals or groups who are

asked to change something (knowledge,

skills, or behavior) as a result of the

change

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4. Managing the Transition

Current State

Desired Future State

Transition State

• Activity Planning• Change Management Team

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Critical Skills of Change Agents

Understands change

dynamics

Appreciates diversity

Anticipates and manages

resistance

Understands power and influence

Has high credibility

Manages multiple tasks

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5. Sustaining Momentum

Sustaining

Momentum

Providing Resource for Change

Building a Support System for Change Agents

Developing New Competencies and Skills

Reinforcing New Behaviors

Staying the Course

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Activity – Change is the Name of the Game