Sunteți pe pagina 1din 34

CHANGE

CHANGE IS SOMETHING THAT PRESSES US OUT OF OUR COMFORT ZONE

TYPES OF CHANGES
Changes Related to People Changes Related to Organizations Changes Related to Systems

CHANGE MANAGEMENT
Change management is an approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at helping change stakeholders to accept and embrace changes in their business environment or individuals in their personal lives.

CURRENT STATE

TRANSITION STATE

FUTURE STATE

MOTIVATING CHANGE

CREATING VISION OF CHANGE


DEVELOPING POLITICAL SUPPORT
MANAGING THE TRANSITION OF CHANGE

EFFECTIVE CHANGE MANAGEMENT

SUSTAINING MOMENTUM

ORGANIZATIONAL CHANGE
Organizational change is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented. Examples of organizational change
1. 2. 3. 4. 5. Mission changes, Strategic changes, Operational changes (including Structural changes), Technological changes, Changing the attitudes and behaviors of personnel

CAUSES ORGANIZATION CHANGE

What provokes Organizational Change? Examples:


Management adopts a strategy to accomplish some overall

goal May be provoked by some major outside driving force, e.g., substantial cuts in funding An Organization may wish to evolve to a different level in their life cycle, e.g. from traditional government to egovernment Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization

Unfreeze

Change
Refreeze

KURT LEWIN ANALYSIS


Driving forces Driving forces are forces that push in a direction that causes change to occur. Driving forces facilitate change because they push the person in the desired direction. They cause a shift in the equilibrium towards change. Restraining forces Restraining forces are forces that counter driving forces. Restraining forces hinder change because they push the person in the opposite direction. Restraining forces cause a shift in the equilibrium which opposes change Equilibrium Equilibrium is a state of being where driving forces equal restraining forces and no change occurs Equilibrium can be raised or lowered by changes that occur between the driving and restraining forces.

UNFREEZING
Help people accept that change is needed because the existing situation is not adequate

STAGE 1 UNFREEZING
This stage involves creating the right conditions for change to occur.

By resisting change, people often attach a sense of identity to their environment. In this state, alternatives, even beneficial ones, will initially cause discomfort. The challenge is to move people from this 'frozen' state to a 'change ready' or 'unfrozen' state

Changing
Involves rearranging of current work norms and relationships to meet new needs

18-12
Copyright SHAHID ZARGAR

Stage 2: Transition
Moving to a new level or Changing or Movement This stage involves a process of change in thoughts, feeling, behavior, or all three, that is in some way more liberating or more productive.

Refreezing
Reinforces the changes made so that the new ways of behaving become stabilized

Stage 3: Refreeze

Refreezing is establishing the change as a new habit, so that it now becomes the standard operating procedure.
Without this stage of refreezing, it is easy to go back to the old ways.

Video:

BEFORE

AFTER

Planned Organizational change


It is a change that has already been planned by the organization. There is a definite purpose of achieving something that is attainable with difficulty otherwise.

Basic reasons for planning change are:


1. To improve means for satisfying economic needs 2. To increase profitability 3. To promote human work 4. To contribute to individual satisfaction and social well-being.

Characteristics of an effective planned change


Motivating change by creating readiness among employees. Creating shared vision of desired state of organization among employees. Developing political support for the change. Managing the transition. Sustaining the momentum of change so that it is completed.

Process Planned organizational change consists of following three steps:


Planning for change Assessing change forces Implementing the change

Planning for change


After the need for change is identified, following steps can be taken: Develop new goals and objectives Select an agent of change Diagnose the problem Select methodology Develop a plan Strategy for the implementation of plan

Assessing change forces


Planned change does not come automatically, since there are many forces who resist change. It becomes the duty of the management to create an environment where change is accepted by the people. There are some who favor and some who resist the change so equilibrium among them is to be maintained. Kurt Lewin suggests there are two forces in every situation: 1. Driving Forces 2.Restraining forces

Three types of situations that occur when both forces are operating:
If driving forces far out wt. than restraining, management can push driving forces. If restraining are stronger, either management give up or change restraining into driving or immobilize them. If both are equal, driving forces can be pushed and restraining can be converted or immobilized.

Implementing the change


The implementing of plan can be a formal announcement or it may require brief sessions to get acceptance of other members who may have questions in mind such that who is going to be directly affected by the change that is to be carried out. After this, evaluation of the plan by comparing results and getting feedbacks should be done so that corrective actions can be taken if there is anything wrong in plan.

Mandal slides

Kotters Eight Step Change Management Model


Step One: Create Urgency
What to do -Identify potential threats, develops scenarios showing what could happen in the future . - Examine opportunities that should be or could be exploited. - Start honest & open discussion - Take support from customers , stakeholders to strengthen your argument

Step Two: Form a powerful Coalition


Identify the true leaders in your organization Ask for emotional commitment from these people. Work on team building Check your team for weak areas, make good mix of people from different departments.

Kotters continued..
Step three: Create a vision for Change
Determine the values that are central to the change Develop a short summary that you see as the future of your organisation. Create a strategy to execute that vision Ensure that your change can describe in five minutes or less Practice your vision speech often

Step four: Communicate the vision


Talk often about your change vision Openly and honestly address people concern and anxieties. Apply your vision to all aspects of operations from training to performance reviews. Lead by examples

Step Five: Remove Obstacles


Identify, or hire, change leaders whose main roles are to deliver the change. Look at your organizational structure, job descriptions, and performance and compensation system etc to ensure that they are line with your vision. Recognize and reward people for making change happen. Identify people who are resisting the change and help them see whats needed. Take action quickly remove barriers

Steps Six: Create Short term Wins


Nothing motivates more than success. Give your company a taste of victory in regular interval. Look for sure fire projects that you can implement without help from any strong critics of the change. Dont choose early targets that are expensive . So that investment can be justified. Thoroughly analyze the potential pros and cons of your target .because if you failed with an early goal , it can hurt your entire change initiative. Reward the people who help you meets the target.

Step Seven: Build on the change


After every win, analyze what went right and what needs improving. Set goals to continue building on the momentum you have achieved. Learn about kaizen, the idea of continuous improvement. Keep ideas fresh by bringing in new change agents & leader for your change coalition.

Step Eight: Anchor the changes in Corporate Culture


Talk about your progress every chance you get . Tell success stories about the change process & repeat other stories that you hear. Include the change ideals and values when hiring and training new staff. Publicly recognize key members of your original change coalition, and rest of the staff remember there contributions. Create plans to replace key leaders of change as they move on.

How are people affected by a change These affects are classified as :


Operational effect : Most changes require those doing the work to alter the way in which they perform the psychological routines involved. Psychological effect : Any change tends to alter how each person impacted relates to and feels about what he/she is doing. When a change is first announced , everyone affected begins to wonder how the change will impact accustomed ways of working. Question arises because of uncertainty factor. Social effect : It effects persons established relationship with others in his/her work group , management , union officials and the organization as a whole.

How people react to this Change


This spectrum has following behavior:
Acceptance of change: Although it is rare , this can occur when an individuals own desire and needs , as well as those of group which he/she is a member , are fulfilled by expectations about the effects of change. Indifference to change : Sometimes a problem is totally ignored . In effect the person saying , This is really not my problem. I will not be affected significantly . Such behaviour could be resistance to change which might affect the purpose of bringing change. Organized Resistance : When a group is affected by change then they unite and resist the change in an organized way.

Factors That Causes Resistance to Organizational Changes


Selective perception. Lack of information. Fear of unknown. Habit. Loss of status or job security in the organization. Non-reinforcing reward system. Surprise and fear of the unknown. Peer pressure.

Contd
Climate of mistrust. Organizational politics. Fear of failure. Lack of tact or poor timing.

Overcoming resistance to change


Education and communication. Participation and involvement. Facilitation and support. Negotiation and agreement. Manipulation and co-optation. Explicit and implicit coercion.

S-ar putea să vă placă și