BEYOND 2010:Management of Change

Prof.Dr.Aung Tun Thet(aungtunthet@gmail.com)

• If you don't like something,• change it.• If you can't change it, • change the way you think about

it.

• It is not the strongest of the species that survive,

• nor the most intelligent, • but the one most responsive to

change

•All change is not growth, •as all movement is not

forward.

Change

• Way of life• Always difficult• Management – influence process

and outcomes • Move from comfort of the present to• A different uncertain future• Everyone responsible

Managers• Keep wheels turning• Set objectives• Define procedures• Monitor• Focus on here and now

Leaders• Proactive• Inspire others• Setting strategies • Role modeling• Coach• Different ways of doing things

Leaders & Managers

Change

High

Low

Low High

Complexity

Little LeadershipLittle Management

Considerable LeadershipLittle Management

Considerable ManagementLittle Leadership

Considerable ManagementConsiderable Leadership

Buffalo

Geese

Leadership during change

• Map of the seas• Destinations• Navigate• Prepared

Change is always with us.

Change• Most critical aspect of effective

management• More frequent• More complex

Causes• Technological change• Competition• Customers more demanding• Privatization of public owned

businesses• Changing demographics• Shareholders demand more

value

Change Situations• Downsizing or Right-sizing• Rethinking ways of doing

things• Increased outsourcing• Strategic alliances and joint

ventures• Acquisition

What was the most significant negative change

you personally faced in 2010?

Change process

0 time

emot

iona

l par

ticip

atio

n

low

high

1

shock/surprise

2

denial

3awareness

4

acceptance

5

experimentation

6search

7

integration

Change dynamics

Restraining Forces

Driving Forces

Change Model

unfreezechange

freeze

Why Resistance?

• People don't like change• Don't like being changed• Fear and resistance

Resistance• Fight against change:1. fear to lose something 2. don't understand the

change and its implications, or

3. don't think that the change makes sense, or

4. find it difficult to cope with either the level or pace of the change

Resistance

• Threat to something the individual values

• Real or Perceived• Misunderstanding, or • Total ignorance

Change as an Unnatural Act

• Humans seek homeostasis and equilibrium

• Predictable, stable

Overcoming resistance• Education and

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

Sustainable Change

Eight critical stages

1. Establish a Sense of Urgency

• Internal/external realities • Crises, potential crises, or major

opportunities

2. Form a Powerful Guiding Coalition

• Group with enough power • Team

3. Create a Vision

• Direction

• Strategies

4. Communicate the Vision

• Use everything possible • Teach new behaviors by example

5. Empower Others to Act on the Vision

• Get rid of obstacles • Change systems or structures• Encourage risk taking and

nontraditional ideas and actions

6. Plan for and Create Short-Term Wins

• Visible performance improvements • Create them

7. Consolidate Improvements and Produce Still More Change

• Change systems, structures, and policies

• New projects, themes, and change agents

8. Institutionalize New Approaches

• Articulate connections between the new behaviors and success

• Ensure leadership development and succession

Type of Change

Incremental Fundamental

evolution

revolution

2 additional factors1. Urgency2. Resistance

Approaches to Incremental Change

Urgency

Low

High

Low HighResistance

Extensive Participation

Focused Participation

Persuasive

Persuasiveor

Coercive

Choice of approach• Skills and abilities • Motivation to participation• Culture• Confidentiality• Long-term motivational needs

Approaches to Fundamental Change

Urgency

High

Crisis

Low HighResistance

Visionary/Charismatic

Visionary/Persuasive

Visionary/Coercive

Dictatorial

Approaches to Change Management

• Pride• Prejudice• Sense• Sensibility

Resistance to Change• Psychological contract• Actual threats• Imposed change• Lack of faith in those making

the change• A belief that something has

been overlooked• The head and the heart

Reducing Resistance

• Participation• Communication• Training

Thinking about attitude change

Values Attitudes

Behaviour

Responses of Implementers of Change

Agreement with Change

High

Low

Low HighEffort

Pretender

Dissenter

Leader

Follower

Leading Fundamental Change

EASIER Way

EASIER•Envisioning•Activating•Supporting• Implementing•Ensuring•Recognizing• Defining a purpose and uniting

people to achieve

EASIER Approach

• Envisioning; Activating; Supporting

• Charismatic & Behavioural Aspects

• Implementing; Ensuring; Recognizing

• Management & Administrative Aspects

EASIER Approach

1. Envision

4. Implement

2. Activate

3. Support

6. Recognize

5. Ensure

Envisioning• Vision• ‘I have a dream’

Activating• Understand• Support• Share vision• Commitment

Support• Inspiring• Empathy

Implementing• All consequences of change

understood• Identify necessary actions• Allocate responsibility• Establish priorities• Provide budgets• Establish teams• Allocate right human resources• Set goals

Ensure• Monitoring• Controlling

Recognizing• Positive• Negative• Financial reward• Public recognition• Monitoring• Controlling

Change• “…. the window through which the

future enters your life."

• All around you, in many types and shapes

• You can bring it about yourself or it can come anyway.

From Change to

Transformation

• “Your will never forcefully change someone else,

• But by liking that person • And helping them to like

themselves even more, • You will give them the

most amazing power • to change

themselves."  

Be the Change

You wish to see in the world!

Questions/Comments