Change ManagementChange Management

Business Management 12Business Management 12

Ms. StewartMs. Stewart

What is Change Management?What is Change Management?

A common definition used for change A common definition used for change management is a set of processes that is management is a set of processes that is employed to ensure that significant employed to ensure that significant changes are implemented in an orderly, changes are implemented in an orderly, controlled and systematic fashion to effect controlled and systematic fashion to effect organizational change. organizational change.

GoalsGoals

One of the goals of change management One of the goals of change management is with regards to the human aspects of is with regards to the human aspects of overcoming resistance to change in order overcoming resistance to change in order for organizational members to buy into for organizational members to buy into change. change.

The ADKAR ModelThe ADKAR Model

Change management has been developed Change management has been developed over a period of time and one of the over a period of time and one of the models that have played an influence in models that have played an influence in change management is the ADKAR change management is the ADKAR model. model. In this model, there are five specific stages In this model, there are five specific stages that must be realized in order for an that must be realized in order for an organization or an individual to organization or an individual to successfully change. successfully change.

Stage 1: AwarenessStage 1: Awareness

An individual or organization must know An individual or organization must know why a specific change or series of why a specific change or series of changes are needed. changes are needed.

Stage 2: DesireStage 2: DesireEither the individual or organizational Either the individual or organizational members must have the motivation and members must have the motivation and desire to participate in the called for change desire to participate in the called for change or changes. or changes.

Stage 3: KnowledgeStage 3: Knowledge

Knowing why one must change is not Knowing why one must change is not enough; an individual or organization must enough; an individual or organization must know how to change. know how to change.

Every individual and organization that truly Every individual and organization that truly wants to change must implement new skills wants to change must implement new skills and behaviors to make the necessary and behaviors to make the necessary changes happen. changes happen.

Stage 4: AbilityStage 4: Ability

Stage 5: ReinforcementStage 5: Reinforcement

Individuals and organizations must be Individuals and organizations must be reinforced to sustain any changes making reinforced to sustain any changes making them the new behavior, if not; an individual them the new behavior, if not; an individual or organization will probably revert back to or organization will probably revert back to their old behavior. their old behavior.

Management’s Role in Management’s Role in Organizational ChangeOrganizational Change

In most cases, management's first responsibility In most cases, management's first responsibility is to identify processes or behaviors that are not is to identify processes or behaviors that are not proficient and come up with new behaviors, proficient and come up with new behaviors, processes, etc that are more effective within an processes, etc that are more effective within an organization. organization.

Once changes are identified, it is important for Once changes are identified, it is important for managers to estimate the impact that they will managers to estimate the impact that they will have to the organization and individual have to the organization and individual employee on many levels including technology, employee on many levels including technology, employee behavior, work processes, etc. employee behavior, work processes, etc.

Management’s Role in Management’s Role in Organizational ChangeOrganizational Change

At this point management should assess At this point management should assess the employee's reaction to an the employee's reaction to an implemented change and try to implemented change and try to understand the reaction to it. understand the reaction to it.

In many cases, change can be extremely In many cases, change can be extremely beneficial with lots of positives; however beneficial with lots of positives; however certain changes do sometimes produce a certain changes do sometimes produce a tremendous amount of resistance. tremendous amount of resistance.

Management’s Role in Management’s Role in Organizational ChangeOrganizational Change

It is the job of management to help support It is the job of management to help support workers through the process of these workers through the process of these changes, which are at times very difficult. changes, which are at times very difficult.

The end result is that management must The end result is that management must help employees accept change and help help employees accept change and help them become well adjusted and effective them become well adjusted and effective once these changes have been once these changes have been implemented. implemented.

The Importance of the Buy InThe Importance of the Buy In

For an individual or organization to achieve For an individual or organization to achieve change effectively, it is important that individuals change effectively, it is important that individuals in the organization that will need to make in the organization that will need to make modifications to their behavior exhibit buy in. modifications to their behavior exhibit buy in.

Buy inBuy in means that the organization as a whole means that the organization as a whole understands that the changes that need to be understands that the changes that need to be made are ultimately beneficial to both the made are ultimately beneficial to both the individual and the organization. individual and the organization.

The Importance of the Buy InThe Importance of the Buy In

If an organization tries to make changes which If an organization tries to make changes which are inherently bad or are not received positively are inherently bad or are not received positively by an organization, it will be much more difficult by an organization, it will be much more difficult or close to impossible to implement these or close to impossible to implement these changes without significant resistance.changes without significant resistance.

You can enhance buy in by first explaining the You can enhance buy in by first explaining the changes you would like to make, citing issues changes you would like to make, citing issues with current procedures and then communicating with current procedures and then communicating the benefits for both the individual and the benefits for both the individual and organization.organization.