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CHANGE

MANAGEMENT

THEGREATESTDISCOVERYOFANYGENERATIONISTHATAHUMANBEINGCANALTERHISLIFEBY

ALTERINGHISATTITUDE.

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Change & Change Management.

Adoption of a new idea or behavior by anorganization.

Organizations need to continuously adapt tonew situations if they are to survive andprosper

Constant change keeps organizations agile

Indicative of learning organizations

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BUT when you say Change,they

say:

This is a waste of time.

Why change if it was working just fine before?

If it isn't broken, don't fix it.

They never tell us whats going on!

How soon will this happen?

How will this impact me?

Will I receive new training?

Whats in it for me.

I doubt they are really serious about this.

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Forces ForChange

ShiftingDemographics

Technology

EconomicShocks

Competition

Globalization

WorldPolitics

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Purposeshared vision/values/goals

Strategy

Structure

Workforce

Leadership

Culture

Organization

systems

Who is responsible

for what

Ongoing

processes

Doing the right things

How you achieve

your goals

Underlying

assumptions

that drive behavior

Capacity and capabilities of

the people who do the work

ORGANIZING FOR CHANGE

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Four Roles in Organizational

Change

Inventor

Develops and

understands

technical aspects of

ideas

Does not know howto win support for

the idea or make a

business of it

Champion

Believes in idea

Visualizes benefits

Confronts

organization

realities of cost,benefits

Obtains financial

and political

support Overcomes

obstacles

Sponsor

High-level

manager

who removes

organizational

barriersApproves and

protects idea

within

organization

Critic

Provides reality

test

Looks for short-

comings

Defines hard-nosed

criteria that idea

must pass

f h

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OrganizationalChange

Planned Changes Changes in products and

services Changes in administrative

systems Changes in organizational

size or structure Introduction of newtechnologies

Advances in informationprocessing andcommunication

Accidental Changes Changing employee

demographics Performance gaps Governmental regulations Economic competition in the

global arena

Types of Changes:

1) Planned

2) Accidental

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Types of Planned Changes

Two Types

Operational Change

based on efforts to improve basic work and organizational processes

Transformational Change

involves redesign and renewal of the total organization

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HUMAN SIDE OF IT.

Change is fundamentally about feelings. Itneeds peoples heads and hearts together.

Winning Attitudes do make a difference,

and it is important to market new ideas

and approaches within the organizationvery carefully.

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Lewins 3 step Change

process.

Unfreezing Changing Refreezing

Unfreezing Old behavior creates motivation to learn.

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The first step, unfreeze involves theprocess of letting go of certain restrictingattitudes during the initial stages of anoutdoor education experience.

The second step, "change" involvesalteration of self-conceptions and ways ofthinking during the experience.

The third step, "refreeze" involvessolidifying or crystallizing the changes intoa new, permanent form for the individual

Lewins Three-Step Process

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Unfreezing Techniquespeople are taken from a state of being unready to

change to being ready and willing to make the first

step.

Burning platform: Expose or create a crisis.

Challenge: Inspire them to achieve remarkablethings.

Evidence: Cold, hard data is difficult to ignore.

Education: Learn them to change.

Management by Objectives (MBO): Tellpeople what to do, but not how.

Visioning: Form Visions. Visions work to create

change.

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Burning Platform

Show how staying where you are is not anoption, and that doing nothing will result indisaster.

Look for a crisis that you can highlight.They are often lurking nearby, forlorn andunnoticed.

You can also engineer your owncrisis that forces change.

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Challenge

Stimulate people into change bychallenging them to achieve somethingremarkable. Show confidence in their

ability to get out of their comfort zone anddo what has not been done before.

Once the group has bought the challenge,

then they will bounce off each other tomake it happen.

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Evidence

Find evidence that supports the need forchange.

Use data and statistics to createimpressive graphs and charts.

Cold, hard evidence is a good way ofchanging minds as counter-argumentsrequire better data.

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Education

Teach people about the need for changeand how embracing change is a far more

effective life strategy than staying wherethey are or resisting.

Teach people the methods of change,

about how to be logical and creative inimproving processes and organizations.

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Management by Objectives

(MBO)

Set formal objectives for people that theywill have to achieve, but do not tell themhow they have to achieve this.

Give people objectives that they can onlyachieve by working in the intendedchange.

Give them relatively free rein inhow they go about achieving theobjectives. Encourage them to'look outside the box' for

creative new ways of achievingthe ob ective.

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Vision

Create a motivating vision of thefuture.

Share it with others.

Live it until it comes true.

Visions work only when they act to motivate and inspirethe large numbers of people that are needed to make thechange happen.

For the vision to be motivating, then it must bememorable.

For it to be memorable, it must be exciting and short. To be believed, it must be a regular part of the

conversation of senior people.

Changing Techniques

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Changing Techniques

Once you have unfrozen the people, the next

question is how you keep them going.

Coaching: Psychological support for executives.

Facilitation: Use a facilitator to guide teammeetings.

First steps: Make it easy to get going.

Involvement: Give them an important role.

Open Space: People talk about what concernsthem.

Step wise change: Break the work intopackages.

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Coaching

When you have individual people who arehaving difficulty in managing to adapt tochange, be a Coach to them.

Coaching helps explore deepermotivations and beliefs about otherpeople, and find practical ways to changethese.

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Facilitation

Use skilled facilitators (HR) to supportchange activities.

Facilitators can be used to guide variousgroup events, from brainstorming andplanning to improvement projects andchange activities.

Facilitators can also act as team coaches,

helping people to improve withinthemselves and work together in betterways.

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First Steps.

Actually starting something is often thehardest thing. The Greek poet Horacesaid, He has half the deed done who hasmade a beginning.

Make the first steps of change particularlyeasy. Make them the most obvious thingto do.

Then make the next steps easy that ittakes away all reasonable objections toenacting it.

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Involvement

Get them involved in the change. Invite them to participate in discussions.

Give them things to do.

When people are a part of something, theybond with it, making it a part of theiridentity.

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Open space

'Open Space' (or, more fully, Open Space Technology, or OST) is asimple but very useful way of getting people to openly discussissues that are of concern to them.

It started when Harrison Owen was running conferences and foundthat people preferred talking to others during the breaks thanlistening to speakers. He then began running conferences withoutspeakers.

The underlying philosophy is that trying to control a naturally chaoticuniverse just makes things worse. If you want people to collaborate,the basic principle is to bring them together and then get out of theway. For managers and facilitators this can be a very difficult part ofthe Open Space process. Yet the most successful Open Spaces aremanaged with but a very light touch.

In change, this is useful for getting people talking together. Forexample, you can use it to get people to talk about their fears andconcerns.

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Stepwise Change

Have clear steps in the change. Break thework into distinct packages and talk abouteach separately.

Communicate about the change not as asingle, but as a set of activities, each ofwhich gains specific value.

Celebrate the Milestones.

Refreezing techniques

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Refreezing techniquespeople are taken from a state of being in transition

and moved to a stable and productive state

Burning bridges: Ensure there is no wayback.

Evidence stream: Show them time and

again that the change is real. Institutionalization: Building change into

the formal systems and structures.

Reward alignment: Align rewards withdesired behaviors.

Socializing: Build it into the social fabric

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Burning the bridges

When changes are instituted, it is not uncommonfor people to seek ways to go back the old wayof working, hence ensure that there is no wayback to previous ways of working.

'Burning bridges' is a deliberate way ofpreventing any backsliding by removing anymethod by which people can go back.

Managers who may be not fully committed to thechange are now strongly motivated to continue.

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Evidence Stream

Get people to accept that a change is real byproviding a steady stream of evidence todemonstrate that the change has happened and issuccessful.

Communicate through a range of media. Get people

who have been involved to stand up and tell theirstories of challenge and overcoming adversity.

Evidence is a powerful tool for persuasion,particularly when people are doubtful whether

something is real. This is particularly powerful whenpresented by people who are trusted by theaudience for the information.

A steady stream of evidence is needed because

people are not always convinced by a few pieces ofearly evidence.

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Institutionalization

Make changes stick by building them into theformal fabric of the organization.

Make them an organizational standard, buildingthem into the systems of standards.

Put them or aspects of them into the primarystrategic plan.

Build them into people personal objectives.

Ensure people are assessed against them in

personal reviews. The formal systems and structures within the

organization are those which are not optional.People do them because they are 'business as

usual.

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Reward Alignment.

When you make a change, ensure thatyou align the reward system with thechanges that you want to happen.

The saying 'Show me how I'm paid and I'llshow you how I behave' is surprisinglycommon.

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Socialize.

Seal changes by building them into thesocial structures.

Give social leaders prominent positions in

the change. When they feel ownership forit, they will talk about it and sell it to others.

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