11

Managing ChangeManaging Change

Programme developed and delivered by Dr Belinda Ketel

Faranani Facilitation Services

2222

Programme

07h30-08h00 Registration

08h00-08h20 Fasset Welcome, Briefing and Introduction

08h20-09h30 The context for Change

09h30-09h40 Comfort Break

09h40-10h45 Implementing Change

10h45-11h05 Tea break

11h05-12h25 Adapting to Change

12h25-12h30 Fasset closure

12h30-13h00 Lunch

3333

About this seminar

The seminar aims to challenge Skills Development Facilitators (SDFs),

Human Resource Professionals and Managers

44

• Understanding what change is

• The role of change management in the organisation

• Drivers of change

• Effects of change

• Critical success factors in change management

• Planned vs. reactive change

Context for change

55

• Guiding principles of change management

• Change management models

• Stages in the Change Management process

• Trends in change management

• Factors in selecting a change management

strategy

• Change management strategies

Implementing change

66

• Creating an organisational culture that embraces change management

• Developing a change management plan

• The role of the change agent

• How HR/SDF can deliver change management results

• Why change management often fails

• Measuring the impact of change processes – results chain

Implementing change

77

• Creating resilient organizations

• Do’s and Don’ts of change management

• Consequences and mistakes in change management

• Innovation practices to enhance change management sustainability

• Managing risks in the change management process

• Managing resistance to change – managing people’s fear

Adapting to change

88

What is change?

1. The task of managing change

2. An area of professional practice

3. A body of knowledge

4. A control mechanism

• The Change Process as Problem Solving and Problem Finding

• The Approach taken to Change Management Mirrors Management's Mindset

99

Role of change in organisations

1010

What does CHANGE feel like?

Change three things……

1111

Own experience of CHANGE

• What change processes have you experienced

in your organisation in the last 2 years?

• Share briefly in your groups – what was more

positive / more negative about these changes?

1212

Change is an episodic activity

It starts at some point, proceeds through a series of steps, and

culminates in some outcome that those involved hope is an

improvement over the starting point……

1313

Thoughts on change

• Change takes time, but quick-fixes are essential to make it happen

• You can’t expect to get every-thing right, so expect mistakes - don’t be paralysed at the possibility of making them

• If you wait until all the facts are in, they’ll be useless

• The biggest risk is to avoid all risk

1414

Drivers of change

1. Inadequate Financial Performance

2. Change In Strategic Objectives

3. End of the Product Development Life Cycle

4. New Technology

5. Mergers and Acquisitions

15151515

Triggers of change

• External Triggers

Globalisation

Major political and social events

New laws and regulations

New technology

Organisational growth and expansion Fluctuations in business cycles

16161616

Triggers of change

• Internal triggers New leader with new management style

New strategic plan

Need to improve performance

Need to save money or reduce debt

Need to manage an increasingly diverse workforce

Need to meet customer’s expectations of service

Need to keep up with international and local trends

1717

Critical success factors

1818

Managing organisational change

Vision

Present

State

Common Characteristics of the Transition Stage

• Confusion with roles, decision making, authority• Holding on to the past• Cynicism• Difficulty with ambiguity• Back-sliding to old behaviours• Skills/knowledge gaps

1919

So what makes up a good change process then?

2020

Change Management MatrixSuccessful

Change

Pressure For

Change

Clear Shared Vision

Capacity For

Change

Actionable 1st Steps

Bottom of the Basket

Pulling in different

directions – no results

Frustration and muddled

actions

Nothing happens

2121

StructuralStructural

Performance Improvemen

t

Performance Improvemen

t

TechnicalTechnicalBehavioural Behavioural

Types of Change

Change Production/ Methods

New Processes

Change Structures/ Designs

New RelationshipsNew Behaviours

Change Attitudes/ Values

2222

“Ten Commandments”

• Analyse the organisation and its need for change

• Create a shared vision and common direction

• Separate from the past

• Create a sense of urgency

• Support a strong leader role

• Line up political sponsorship

• Craft an implementation plan

• Develop enabling structures

• Communicate, involve people, and be honest

• Reinforce and institutionalize change

23232323

Planned and reactive change

Planned Change:

• This occurs when a change results from a deliberate decision to alter the organisation.

• A company may wish to move from one structure to another and, thus, engage in a carefully constructed or orchestrated approach to alter the structure or functions of the organisation.  

24242424

Planned and reactive change

Planned change has three facets

Incremental change: This is change of a relatively small scope, such as making a small modification in a work procedure. It is change involving minor improvements.

Strategic change: This is change of a larger scale, such as the restructuring of an organisation. In strategic change, the organisation moves from an old state to a known new state during a controlled period of time. Strategic change usually involves a series of transitional steps.

Transformational change: This is the most massive scope of change. With this change, the organisation moves to a radically diff erent, and, at times, unknown future state. In this change process, the organisation’s mission, culture, goals, structure, and leadership may all change dramatically.

2525

Planned and reactive change

Unplanned Change• Alterations may occur as a result of imposed

conditions. Such change may be unforeseen. Unplanned changes may be environmental, for instance, natural disasters. Government regulations and economic conditions may lead to abrupt and unexpected changes for organisations.

• Whether forced or planned, but especially in the case of the latter, change needs to be managed, especially because it can be either disruptive or constructive

2626

Why are most change initiatives not sustainable?

2727

2828

Change models

2929

Change models

3030

Change models

3131

3232

The learning organisation

Personal Mastery

Team Learning

Systems Thinking

Shared Vision

Mental Models

The Learning Organisation

3333

ADKAR Model

3434

ADKAR Model

3535

Stakeholder involvement

3636

The “laws” of change management systems

• Areas of the highest leverage are often least obvious

• Behaviour grows better before it gets worse

• Cause and effect are not closely related in time and space

• The cure can be worse than the disease

• Dividing an elephant in half does not produce two elephants

3737

The “laws” of change management systems

• The easy way out usually leads back in

• Faster is slower

• The harder you push, the harder the system pushes back

• There is no blame

• Today’s problem come from yesterday’s solutions

• You can have your cake and eat it too - but not all at once

3838

Strategies for managing change

• Directive

• Expert

• Negotiating

• Educative

• Participative

3939

Creating an organisational culture that embraces

changeAssessment tools:

• Organisational–type Inventory

• Organisational Climate Questionnaire

• Organisational Readiness Inventory

4040

Designing a change management plan

4141

Change agent responsibilities

Change Agent analyses:

• Existing problem / challenge

• Current reality of team

• Desired future state

• Barrier preventing progress

• Forces of the change

• Goals of key stakeholders

• Organisation’s strategy

• Organisation’s readiness and capacity to change

• Other changes in the organisation

4242

Change agent roles

• The Facilitator• The Designer• The Project Manager• The Educator• The Marketer• The Inspiration Agent• The Systems Integrator• The M&E expert

4343

Change agent skills

• Political skills

• People skills

• Systems skills

• Business skills

4444

Management of employee

contribution

Future/Strategic focus

Processes People

Day to day operational focus

Management of organisational infrastructure (HR processes and systems)

Management of strategic

human resources

Management of transformation

and change

Role of HR and SDF

4545

Why change management fails??

• Miss-starts

• Making change an option

• Focus only on process

• Focus only on results

• Not involving the people expected to implement the changes

• Delegate to outsiders

• No change in reward system

• Leadership doesn’t walk the talk

• Wrong size

• No follow-through

4646

Measuring the IMPACT of Measuring the IMPACT of change change

4747

Indicators for measurement

• Baseline• Input• Output• Outcome• Impact• Process• Composite

4848

Measuring the IMPACT of change

4949

Measuring the IMPACT of change

In your groups:

• Identify take any e.g. of change from your organisation/s;

• Plan a results chain for this change – use colour cards provided

• Identify the IMPACT measures that are critical

5050

Organisational resilience

• Its NOT something you do, its something you

ARE!

• …..is the capacity for complex systems to

survive, adapt and grow in the face of

turbulent changes;

• A resilient enterprise is risk intelligent ,

flexible and agile.

5151

Organisational resilience

5252

Organisational resilience

How does it help an organisation?

• Return to pre-disruption profits faster

• Uses the event as an opportunity to improve its effectiveness

• Reduce the cost of the disruption

• Reduce exposure to unintended losses

• Negate the requirement for increased regulation to meet expectations

5353

Organisational resilience

What does a resilient organisation look like?

• Pulls together to work as a team in times of adversity

• Knows what needs to be achieved

• Has supportive networks with role players

• Adapts quickly and with enthusiasm to challenges

• Foresees developing threats

5454

Organisational resilience

ConnectionsOptimism

UnityEffective Communication

Survivor instinctsInterdependency Understanding

CohesionAbility to bounce back

Shared visionInnovation

Self relianceFlexibility

DeterminationPreparation

Strong spiritAwareness of S & WStrong social capital

VigilanceLeadership

Informed ViewResourcefulness

Learning OrganisationForward thinking approach

IntuitionCollaboration

Situational awarenessExercises & practices

Anti-silo mentality

5555

Organisational resilience

Five Principles

1.Leadership

2.Culture

3.People

4.Systems

5.Settings

5656

Why people resist change

• Fear of the unknown

• Unaware of future dangers

• Complacent

• Unaware of benefits of change

• Unable to deal with uncertainty

• See change as a personal threat

• Afraid own “kingdom” will be toppled

• Cannot envisage future

5757

The human response to change

OVERT

Unawareness

Denial

Projected aggression

Bargaining

Fight-flight-freeze

Acceptance

Connection and pro-action

COVERTSuppression

Guilt and questioning

Anger, repulsion and self-rejection

Resistance, malicious compliance and inertia

Powerlessness, loss and despair

Hope or resignation

Ownership

5858

Response to change characteristics

TIMEPASSIVE

EMOT IONAL

RESPONSE

ACTIVE

Stability

Immobilisation

Denial

Anger

Bargaining

Acceptance

Testing

Depression

5959

Typical responses to change

• Dis-engagement• Dis-identification• Dis-enchantment• Dis-orientation

6060

Overcoming resistance

1. Mobilise commitment

2. Develop a Shared Vision

3. Foster consensus and competence

4. Spread revitalisation

5. Institutionalise revitalisation

6. Monitor and adjust strategies

61616161Fasset Managing Change Seminar

Thank you ….Thank you ….

Head Office (Cape Town): 206 Rosmead Ave, Wynberg, 7800, PO Box. 457, Plumstead 7801

Gauteng: Postnet Suite 469, Private Bag X51, BryanstonEast London: Posnet Suite Number 187, Private Bag X3, Beacon Bay,

5205, South Africa.

Ph: (021) 762 - 5742 Fax: (021) 762 – 9745 Email: marketing@farananiservices.co.za

http://www.farananiservices.co.za

(PTY) LTD 2007/019026/07 Accreditation No: Services Seta: 0866/02/11/05 Directors: Benedict Pillay, Deborah Williams, Zukiswa

Mandlana