People and Change and Managing Change

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People and Change

&

Managing Change


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Managing Change: Managing

People's Fear

Managing change means managing people's

fear.

Change is natural and good, but people'sreaction to change is unpredictable and

irrational.

However change can be managed if done right.


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People's FearFacing Change

Nothing is as upsetting to people as change.

Nothing has greater potential to cause failure,

loss of production, or falling quality.

Yet nothing is as important to the survival of an

organisation as change.

The secret to successfully managing change,from the perspective of the employees, is

definition and understanding.


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People's Fear Resistance to change comes from a fear of the

unknown or an expectation of loss.

The front-end of an individual's resistance tochange is how they perceive the change.

The back-end is how well they are equipped todeal with the change they expect.


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People's Fear

An individual's degree of resistance to change is

determined by the following factors:-

Is the perceived change good or bad?

How severe will the impact of the change to be.

Is the change linked to the organisationalstructure, culture and of power centres


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People's Fear Ultimately An employees ultimate acceptance of

the change is a function of how much resistance

the person has and the quality of their coping

skills and their support system.

Your job as a manager/leader is to address the

resistance from both ends of the spectrum tohelp the individual reduce their fears to a

minimal manageable level, and not to bulldoze

employee resistance.


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Resistance to Change -

Reasons Fear of the Unknown / low tolerance

Lack of Information

Misinformation / misunderstanding

Threat to status / parochial self interest

Unable to visualise the benefits

Lack of trust

Tradition and culture

Different assessments of situations


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Class Discussion

When looking to implement change, why must the

following be taken into consideration by

managers?

Employee perception

A clear definition and understanding of proposed

change

Please justify your reasons.


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Change Phases

Gilgeous P.7

EXPLORATION PHASE

PLANNING PHASE

ACTION PHASE

INTEGRATION PHASE

FEEDBACK

All change models follow a similar process.


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Key Activities in Planning

Change Identify drivers of change and resistance to it

Create a sense of urgency

Put together a change team

Create a clear and uplifting vision

Recognise key people who are involved and

likely to be affected

Communicate the vision in order to induceunderstanding and commitment

Construct a suitable timetable for change


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Successful change management

(Kotter 1996)Step 1: Establish a sense of urgency

Step 2: Create a guiding coalition

Step 3: Develop a vision and strategy

Step 4: Communicate the change vision

Step 5: Empower broad-based action

Step 6: Generate short-term wins

Step 7: Consolidate gains and producemore change

Step 8: Anchor new approaches in theculture


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Style Context Effective

Education &

Communication

Clear understanding of

change vision

Long-term

incremental change

Collaboration &

Participation

Group involvement in

setting change agenda

Long-term

incremental change

Intervention Change agent retains

control but delegateselements

Non-crisis driven

change

Direction Use of authority to direct

and drive change

Transformational

change

Coercion/edict Explicit use of power Crisis or change in

established culture

Approaches to Managing Change


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Managing Change Framework

Continually look for potential areas of potential

improvement

Assess the benefits of change against the likelyproblems

Consult with all concerned to gain buy-in

Plan and implement the required changes Evaluate whether improvements have been

achieved


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How to Manage Change

Effectively Careful Strategic Planning

Identify benefits and potential problems

Limiting Change Needs to be possible, necessary and desirable

Understanding Effects Consider impact on individuals and company

Involvement Consult all stakeholders

Meet Security Needs of Employees

Positive & Dynamic Leadership Transformational

Training and Support

Develop a Culture of Change

Empowered environment


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Implementing Change

1. Establish need for change

2. Prepare a draft plan

3. Analyse potential problems and/or resistance.

4. Finalise plan

5. Establish a timetable for change

6. Communicate the plan for change

7. Implement changes

8. Evaluate and review


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Managing the Implementation

Set up responsibility charts containing

following elements:

Managers major objective

General programme for achieving objective

Sub-objectives

Critical assumptions underlying all the above

Identify, schedule and monitor tasks Project management

Management by Objectives


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Implementation Issues

Impossible to plan for every eventuality (hence

need for contingency plans and scenario

planning)

May need to adjust implementation

plan/timetable in light of changed conditions

Need to ensure decisions taken at operational

level consider overall strategic implications


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Typical Implementation

Problems Full implementation takes longer than expected

Unexpected problems arise

Activities inadequately defined and/or coordinated

Management attention distracted from core activities

Employees do not have necessary capability to carry outimplementation tasks

Overall goals not communicated

Information systems are inadequate

What practical steps could be taken to

prevent/overcome these problems?


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Establishing a Timetable

What is the urgency of the change?

Is there a window of opportunity?

Is change to be implemented gradually or as a

big bang?

What is involved, what are the implications?

Are there any revenue / cost implications?


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Resource Allocation

Considerations

What resources are needed?

Are required resources already in place?

Can new resources be acquired through

redeployment, re-training etc.?

How do we acquire / integrate additional

resources? What are the budgetary implications?


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Change-Performance Curve

Kubler-Ross (1960) Adapted


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Change-Performance Curve

How can the different stages of the curve be

effectively managed?


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Monitoring and Evaluating

Change

Monitoring Concerned with checking progress on an on going

basis

Based on formal and informal information Measure against key implementation measures, e.g.milestones, cost etc

Evaluating

Involves reviewing what has been done and achieved. Need to examine performance indicators

Important to know at the outset exactly what you arewanting to achieve


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Evaluating Change Questions

Have objectives been met?

Have all required changes been embedded (re-

freeze / integration)?

Where do we go next?


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Critical Success Factors

These are the targets against which success

should be evaluated

Often these are hard, measurable targets, e.g.

increased market share, higher profits etc However, they can often be softer targets, e.g.

increased customer focus, improved staff

motivation, becoming more proactive

How might each of these be measured?


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Monitoring Performance

Observation

Progress Reports

Feedback Surveys

Operational Data


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Managing Change Framework

Continually look for potential areas of potential

improvement

Assess the benefits of change against the likely

problems Consult with all concerned to gain buy-in

Plan and implement the required change/s

Evaluate whether improvements have beenachieved


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References

Vic Gilgeous, (1995) "Strategic concerns and capability impeders", International

Journal of Operations & Production Management, Vol. 15 Iss: 10, pp.429

Lewin K. (1943). Defining the "Field at a Given Time." Psychological Review.50: 292-

310. Republished in Resolving Social Conflicts & Field Theory in Social Science,

Washington, D.C.: American Psychological Association, 1997

Leading Change" by John Kotter. Harvard Business School Press, 1996.

John Reh (2013) Managing Change: Managing People's Fear

Change is natural and good. Reaction to change is unpredictable, butmanageable. Online

http://management.about.com/cs/people/a/MngChng092302.htmAccessed 29th

January 2013
http://management.about.com/cs/people/a/MngChng092302.htmhttp://management.about.com/cs/people/a/MngChng092302.htm

People and Change and Managing Change

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