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Role of Change Agent in Organizational Development & Change

Change agents are the persons who initiate change and manage change in the

organizations. They are specialized in theory and practice of managing changes. The

change agent may be a member of organization or an outsider such as a consultant.An internal agent very well knows the organization and have ability, knowledge and

experience of directing people for changes. But, internal agent is removed from

regular duties to concentrate on the transition. owever, external agents view the

organization from the system point of view and is much affected by the organization

norms. Top managers also prefer hiring specialized consultant change agents as

they can offer more ob!ective prospective than insiders. "xternal experts are,

however, not well aware of the desires and attributes of the employees, therefore,

the changes suggested by them are generally resisted by the employees.

Change agents have five set of powers as support of managers is essential but not

enough. #ollowing are the powers,

$. igh status given by the members of the client organization, based on their

perception that the change agent is similar to them in behaviour, language

etc.

%. Trust based on his consistent handling of information and maintaining proper

role in the organization.

&. "xpertise in the practice of organizational change.

'. Credibility based on experience with previous clients.

(. )issatisfied constitutions who see the change agents as the best opportunity

to change the organization to meet their needs.

There are four subject matters which a change agent can change.

Structure*tructure is defined as how the tasks are formally divided,

grouped and co+ordinated. #or inastance, change in plant layout or new

techniue can only succeed when the structure is changed according to

change in environment. e may also change responsibility, authority,

functions, performance according to the need of the change. e might also

redesign !obs or work schedule.

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Technolog!The introduction of new euipment and work process is

technological change. Automation or computerization is the common

technological change. -a!or technological changes involve introduction of new

tools and euipment, automation, computerization.

"eopleThis involves changing attitudes and behaviour of members thorugh

communication, decision making and problem solving. They help individuals

to work more efficiently and effectively together. The changes may only be

possible in case the members are positive. n case there is lack of agreement,

stress and tension occurs with the employees.

"h!sical Settingt involves change in interior design, euipment

placement, plant layout, tool placement. These changes are helpful in

organizational development. /hysical setting considers flow process,

information flow and outcome. The smoothness of flow increases the

effectiveness of changes.

Top 10 Competencies for Change AgentsSeptember 13, 2012, 1:04 pm

Filed under: Change !"ecution, C# $esources, %rgani&ation Change #anagement,

'eople Change #anagement, 'rofessional (e)elopment* Tags: Agents, Change#anagement, +ined-n, 'rofessional (e)elopment

.hat competencies should leaders and agents e"cel at to be successful/ Are ou building

a Communit of 'ractice or Centre of !"cellence/ .hats on our list/

elo is m topten list for change agentsith a bonus for change targets5 A pre)iouspost pro)ided m top ten list for change leaders5

Late addition: Some might ask why there is no mention of methodologies or tools here

to which I would like to quote my friend Tamara Moore A fool with a tool is still a

fool !erha"s the two single most critical success factors in e#ecuting change are thequality of the s"onsor and the agent So what makes for quality$

Change Agents

15 Trustworthiness6As change agents, e need to earn the respect of leaders7uicl so the ill seriousl consider our ad)ice and factor it into their

decisions5 This is the foundation of a relationship of partnering that recogni&es the

http://gailseverini.com/category/change-execution/http://gailseverini.com/category/cm-resources/http://gailseverini.com/category/organization-change-management/http://gailseverini.com/category/people-change-management/http://gailseverini.com/category/people-change-management/http://gailseverini.com/category/people-change-management/http://gailseverini.com/category/professional-development/http://gailseverini.com/tag/agents/http://gailseverini.com/tag/change-management/http://gailseverini.com/tag/change-management/http://gailseverini.com/tag/linkedin/http://gailseverini.com/tag/professional-development-2/http://gailseverini.com/2012/08/30/top-10-competencies-for-change-leaders/http://gailseverini.com/category/change-execution/http://gailseverini.com/category/cm-resources/http://gailseverini.com/category/organization-change-management/http://gailseverini.com/category/people-change-management/http://gailseverini.com/category/people-change-management/http://gailseverini.com/category/professional-development/http://gailseverini.com/tag/agents/http://gailseverini.com/tag/change-management/http://gailseverini.com/tag/change-management/http://gailseverini.com/tag/linkedin/http://gailseverini.com/tag/professional-development-2/http://gailseverini.com/2012/08/30/top-10-competencies-for-change-leaders/

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)alue each brings to the relationship5 -t begins ith %eing trustworthyand

demonstrating this e)er da, in e)er afrom being on time 8i5e5, reliable9 to

being insightful 8i5e5, adding )alue95 #ore in 10 Tips for ecoming a TrustedAd)isor in Change #anagement;5

25 Resilience6Thin of the old T-#!< slogan taes a licing and eeps on

ticing;5 $esilience is the abilit to absorb high le)els of disrupti)e change hiledisplaing minimal dsfunctional beha)ior5 $esilient people sidestep the

dsfunctions of future shoc because the are pliable and ha)e a high capacit to

rebound5; 8=uman $esilience (uring Change;, Conner 'artners .hite 'aper95All indi)iduals in the change benefit from de)eloping resilience5 ecause change

agents are in the fra, - belie)e the benefit most from this5

35 Conflict management6Stress often leads to dsfunction that, at its most e"treme,

e"presses itself in conflict5 The abilit to remain calm and ob>ecti)e and to helpothers or out their differences in constructi)e and healing as is important5

$ic #auer has an insightful summar in his or on resistance: le)el one6-

dont get it? le)el to6- dont lie it? le)el three6- dont lie ou;5 Change

agents must de)elop the abilit to understand hen beha)iors e"pressed as -dont lie ou; 8anone in the )icinit, but particularl change agents9 are actuall

resistance to the change545 Coaching6Fe resources 8leaders, agents, or targets9 in the change process ha)e

all the competencies necessar to transition5 @reat coaching helps resources

understand and de)elop in specific areas5 Change agents need to be able to earnthe trust of others and confront the difficult con)ersations through coaching ith

respect and candor5

5 Facilitation6Change is about mo)ing peoples thining5 %ften this happens in

meetings5 The role of the facilitator is to ob>ecti)el structure and run e)ents suchthat energ is focused on the topic and all rele)ant participants are heard5

-nformation and perspecti)es are shared5 Analsis is generated and decisions are

made5 -ndi)iduals enter the room ith their on isolated starting position andlea)e ith a fuller understanding of the groups perspecti)es5 Agreement is not

necessaril re7uired, but engagement informs the participants decision regarding

his or her on le)el of commitment5B5 Advanced communication skills6ot broadcasting, but rather toa engaging

dialogue, listening and taling5 The abilit to surface resistance and help

indi)iduals tal through it is essential5 Sometimes people dont ant to commit to

the change5 @etting them to the point that the ill mae a decision is difficult,and essential 8e)en, perhaps especiall, hen the anser is - ill not commit to

this change;95

D5 Emotional Intelligence6The abilit to manage oneself6to ha)e selfaarenessand selfregulation6is the )er basis of managing others, in man as5;

8(aniel @oleman on +eadership and The 'oer of !motional -ntelligence;,

Forbes, Sept 1 201195 -f !E is important to managing others; imagine hoimportant it is to helping others transition change5

5 Tolerance for ambiguity and the ability to manage polarities6%ne of the

distinguishing features of transformational change is that the change is constantl

changing5 The phrase e are building the bridge as e al on it; comes to

http://gailseverini.com/2012/04/13/10-tips-for-becoming-a-trusted-advisor-in-change-management/http://gailseverini.com/2012/04/13/10-tips-for-becoming-a-trusted-advisor-in-change-management/http://www.forbes.com/sites/danschawbel/2011/09/15/daniel-goleman-on-leadership-and-the-power-of-emotional-intelligence/http://gailseverini.com/2012/04/13/10-tips-for-becoming-a-trusted-advisor-in-change-management/http://gailseverini.com/2012/04/13/10-tips-for-becoming-a-trusted-advisor-in-change-management/http://www.forbes.com/sites/danschawbel/2011/09/15/daniel-goleman-on-leadership-and-the-power-of-emotional-intelligence/

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mind5 The )aring high le)els and dnamic nature of ambiguit and constant

changes in direction ears on people5 -t ears on leaders, agents, and targets5

eginning ith a high aareness of the nature of transformational change andresilience helps5

G5 Service mindset6Change agents act in ser)ice of the organi&ation, specificall

the sponsor5 The must de)elop analsis, ad)ocate for recommendation, andsupport decisions5

105ove of learning6The fields of strateg e"ecution and change management are

so broad and so deep that the path to master can be both fulfilling and long5

Knowledge Base

!ature of change6.hile this is onl one bullet, the content behind it is huge5

Hnderstanding different magnitudes of change, and ho humans respond to it, is a

deep science5

"ow organi#ations work$%rgani&ation design6and ho the reall or

8politics and other human dnamics9 Consulting Skills

%ro&ect 'anagement

(usiness Analysis

Bonus ListChange Targets

!ature of Change6Change is first an indi)idual >ourne5 An understanding of

the nature of change empoers people to tae more control in their on li)es and

in their careers5

Resilience8as noted abo)e9

%ersonal responsibility6!mploees ho tae responsibilit for themsel)es maeinformed choices and the accept responsibilit for their actions, and nonactions5

The figure out hether the ill participate in the change and are selfaare

enough to a)oid )ictimi&ation5