FACILITATOR Prof. Dr. Mohammad Majid Mahmood Art of Leadership & Motivation HRM – 760 Lecture -...
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FACILITATOR Prof. Dr. Mohammad Majid Mahmood Art of Leadership & Motivation HRM – 760 Lecture - 9
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Transcript of FACILITATOR Prof. Dr. Mohammad Majid Mahmood Art of Leadership & Motivation HRM – 760 Lecture -...
FACILITATORProf. Dr. Mohammad Majid Mahmood
Art of Leadership & MotivationHRM – 760
Lecture - 9
Leader as a Change Agent
Leader as a Change Agent
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We Want Change Without Change
We Want Change Without Change
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Why Change?Why Change?
INSANITY
Doing the Same Things&
Expecting
Better Results
Why Change?Why Change?
CHANGE IS THE ONLY THING THAT WILL
NEVER CHANGE. SO BETTER ADAPT TO IT.
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What ever level you reach, getting better never stops
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Any alterations in the people, structure, or technology of an organization.
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change must involve the people – change must not be imposed upon the people
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ChangeChange
Difference between two situations or conditions
Change is a window or way where you can see the
future or outcome or a different world.
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Change Change
“If You Can’t Change Your Mind, You Can’t Change Anything”--
George B. Shaw
WHY PEOPLE DON’T CHANGE ?
Comfort Zone
Changes may lead to anger, hatred, jealousy and violence
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Reacting to ChangeReacting to Change
Deny/ignore it Fight it Suffer through it Run from it Embrace it
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PSYCHOLOGY OF CHANGE
We experience changes physically, mentally and emotionally
Usually it is slight and slow but it can be sudden – disrupting
our work, dislocating our relationships or ruining our leisure
time.
Sometimes we can explain it, sometimes not
Changes involves the familiar; sometimes the unknown. Many
of us prefer what is familiar.
Rather than seek change, we continue to live with our old
familiar feelings (patterns and routines) 13
Why is Change Management Important?
People want to be successful
People feel successful once they have mastered their environment and believe it is secure
People will resist any change to the work environment that impacts their security
The biggest reason why organizational change fails
The biggest reason why organizational change fails
Not planning to manage its impact on people
Not planning to manage its impact on people
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Change is a ProcessChange is a Process
Where you want to be
Where you are today
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Determining
What
Should be
Changed?
A Generic Typology of Organizational ChangeA Generic Typology of Organizational Change
Adaptive Change
Innovative Change
Radically Innovative
Change
Reintroducing a familiar
practice
Introducing a practice new to the
organization
Introducing a practice new to the industry
Resistance to Change
Low High
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Reasons for ChangeReasons for Change
1. Current needs have been met
2. New needs have been identified
3. The environment changes
-Robert Byrne-
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Forces ForForces ForChangeChange
WorkforceWorkforce
CompetitionCompetition
WorldWorldPoliticsPolitics
TechnologyTechnology
SocialSocialTrendsTrends
EconomicEconomicShocksShocks
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OutsideOutside
Change AgentsChange Agents
New New inductionsinductions
Inside Inside Change AgentsChange Agents
Agents of ChangeAgents of Change
What Should I Do?What Should I Do?
Obviously, you won’t be able to control everything that
happens to you. But you’re in complete control of how
you respond to what happens.
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Human beings, by changing the inner
attitudes of their minds, can change the outer aspects of their lives.
William James (1842 - 1910)
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ANTICIPATE CHANGE EVEN WHEN THINGS
ARE GOING RIGHT
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ALWAYS LOOK AT THE OPPORTUNITIES
THAT CHANGE REPRESENTS
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DO NOT ALLOW ROUTINES TO
BECOME CHAINS
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DO YOUR BEST &
LEAVE THE REST TO ALLAH
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we must remember that succeeding in a
changing world is beyond just
surviving27
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General Motors‘, “think list”:
1) Can a machine be used to do a better or faster job?2) Can handling of materials for the machine be improved?3) Can a special tool be used to combine the operations?4) Can the quality of the part being produced be improved by changing the sequence of the operation?5) Can the material used be cut or trimmed differently for
greater economy or efficiency?6) Can the operation be made safer?7) Can paperwork regarding this job be eliminated?8) Can established procedures be simplified?
General Motors‘, “think list”:
1) Can a machine be used to do a better or faster job?2) Can handling of materials for the machine be improved?3) Can a special tool be used to combine the operations?4) Can the quality of the part being produced be improved by changing the sequence of the operation?5) Can the material used be cut or trimmed differently for
greater economy or efficiency?6) Can the operation be made safer?7) Can paperwork regarding this job be eliminated?8) Can established procedures be simplified?
Change Versus Stability
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Affective
ASPECTS OF ATTITUDE
Cognitive
Behavioural
What a personknows about thesituation
How the personfeels about it
How the personreacts
People build up attitudes which fit their needs and values as they perceive them to be.
Attitudes & ChangeAttitudes & Change
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Unfreezing Changing Refreezing
Lewin’s Force Field Analysis Model
Unfreezing
Breaking down existing ways of doing things
Discarding conventional methods & behavioral patterns.
Lewin’s Force Field Analysis Model
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Changing or Moving
Receptive to proposed change New learning It is a time of trial & error Careful guidance – problems arise – tackle efficiently
Lewin’s Force Field Analysis Model
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Refreezing
New beliefs, attitudes gained, behavior learnt are
implemented.
Lewin’s Force Field Analysis Model
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Changing the CultureChanging the Culture
Coercive
CHANGE STRATEGIES
Empirical
Re-educative
Rational explanation ofneed for change
Imposing thechange - use ofauthority
Highlighting thebenefits ofchange
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Work Stress & its ManagementWork Stress & its Management
Stress
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Issues in Managing ChangeIssues in Managing Change
Handling Employee Stress due to Change
How Potential Stress Becomes Actual Stress?• When there is uncertainty over the outcome.• When the outcome is important.
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Causes of StressCauses of Stress
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PrayerNegotiateDietExerciseImproved Recruitment & SelectionUse of realistic goal settingTraining & DevelopmentImproved organizational communicationRedesigning of jobsIncreased employee participationWellness programsProvide a counseling program
Managing StressManaging Stress
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Resistance to ChangeResistance to Change
Most people do not like change
Creates ambiguity and uncertainty– Creates stress
Individual Resistance
* Economic reasons
* Personal Reasons
* Social Reasons
Organizational Resistance
* Organizational Structure
* Resource Constraints
* Threat to power & influence
Reasons to Resist…..Reasons to Resist…..
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CommunicationCommunication Highest priority and first strategy for change
Improves urgency to change
Reduces uncertainty (fear of unknown)
Problems -- time consuming and costly
Minimizing Resistance to ChangeMinimizing Resistance to Change
CommunicationCommunication Provides new knowledge and skills
Includes coaching and learning
Helps break old routines and adopt new roles
Problems -- potentially time consuming and costly
Minimizing Resistance to ChangeMinimizing Resistance to Change
TrainingTraining
CommunicationCommunication Increases ownership of change
Helps saving face and reducing fear of unknown
Includes task forces, conferences
Problems -- time-consuming, potential conflict
Minimizing Resistance to ChangeMinimizing Resistance to Change
TrainingTraining
Employee Employee InvolvementInvolvement
CommunicationCommunication Potential benefits– More motivation to change– Less fear of unknown– Fewer direct costs
Problems -- time-consuming, expensive, doesn’t help everyone
Minimizing Resistance to ChangeMinimizing Resistance to Change
TrainingTraining
Employee Employee InvolvementInvolvement
Stress Stress ManagementManagement
CommunicationCommunication
When people don’t support change
Influence by exchange
Problems– Expensive– Lack of commitment
Minimizing Resistance to ChangeMinimizing Resistance to Change
TrainingTraining
Employee Employee InvolvementInvolvement
Stress Stress ManagementManagement
Negotiation
CommunicationCommunication
When all else fails
Forceful influence
Firing people
Problems– Reduces trust– May create more resistance
Minimizing Resistance to ChangeMinimizing Resistance to Change
TrainingTraining
Employee Employee InvolvementInvolvement
Stress Stress ManagementManagement
Negotiation
Coercion
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Managing ChangeManaging Change
Vision Skills Incentives Resources Action Plan
Vision Skills Incentives Resources Action Plan
Vision Skills Incentives Resources Action Plan
Vision Skills Incentives Resources Action Plan
Vision Skills Incentives Resources Action Plan
Vision Skills Incentives Resources Action Plan
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SuccessfulChange
Confusion
Anxiety
Slow theChange
Frustration
False Starts
Change is never easy
Keep the big picture in mind
Persistence
Focus
Stamina
Conclusion Conclusion
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Thank you for your kind attention!
Thank you for your kind attention!
FACILITATORProf. Dr. Mohammad Majid Mahmood Bagram
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