Ending Neutral Zone New Beginning fileCommon change Reaction: What do they need? Managing Change...
Transcript of Ending Neutral Zone New Beginning fileCommon change Reaction: What do they need? Managing Change...
EndingEnding Neutral ZoneNeutral Zone New BeginningNew Beginning
Change Model : Bridges Change Model : Bridges
W Bridges (1980)
Beckhard’s Transition ModelBeckhard’s Transition Model
Current State
Transition State
Future State
•Familiar
•Comfortable•Can becontrolled
•Roles areunderstood
•Letting go of the old
•Taking on the new
•Changeseverywhere
•Feelings of -- loss, depression, gain, exhilaration
•Unfamiliar, risky
•Unknown• Controls notunderstood
•New roles
Beckhard 1977, 1987
Lewin’s Change Process
Unfreeze(createthe rightenvironment)
Change(supportchangeto desiredstate)
Refreeze(reinforceto anchorthe change)
Kurt Lewin, 1943
Terminal Terminal DiagnosisDiagnosis
1. Denial1. Denial
2. Anger2. Anger
3. Bargaining3. Bargaining
4. Preparatory 4. Preparatory DepressionDepression
5. Acceptance5. Acceptance
Increased Increased selfself--reliancereliance
Health & Health & StabilityStability
Time
Change Model : Change Model : KublerKubler-- Ross Ross
Kubler-Ross, 1975
Time
Stage 4Acceptance of New Beginning
Stage 3Shock
Denial
Stage 1
AngerResistance
Stage 2
Change Curve- Stages people move through during transition
Ending
Acceptance of Ending
Kubler-Ross (1975)
1. Shock & Disbelief1. Shock & Disbelief
2. Resistance2. Resistance
4. Peaceful acceptance of 4. Peaceful acceptance of New RealityNew Reality
3. Acceptance of 3. Acceptance of Ending (grieving)Ending (grieving)
Change Model Three:Change Model Three:LongakerLongaker
C Longaker (1993)
�Ready & willing
�Encouragement, reinforcement.
�Confused
� Facts & information, planning.
�Withdrawn
�Personal contact and involvement in vision/strategy.
�Angry
�Needs to be heard/understood, then involved in vision/strategy.
Common change Reaction: Common change Reaction: What do they need?What do they need?
Managing Change Managing Change P
essi
mis
m
Time
UninformedOptimism
InformedPessimism
HopefulRealism
InformedPessimism
ChangeCompletion
Conner, 1992
EmotionalEmotional--Behavioral Response toBehavioral Response toRestructuringRestructuring--Merger or Change Efforts Merger or Change Efforts
Pes
sim
ism
Pre-Announcement Announcement Discovery Transition-Action Plan New Order
UninformedOptimism
InformedPessimism
HopefulRealism
InformedPessimism
ChangeCompletion
Stable-Secure Comfortable
Denial-Anger Sense of
Loss
Bargaining Negotiating
Resignation Stay or Leave
Acceptance Re-engage
Blind-Side Impact
InformedImpact
Conner, 1992
Patterns of Behavior and EmotionalPatterns of Behavior and EmotionalResponse to Downsizing and Transitions Response to Downsizing and Transitions
The Entrenched
The Learner
The Overwhelmed
The“BS er”
Center for Creative Leadership, 1994
HIGH
HIGHLOW
Environment for Change
Continuous LearningRisk Taking & Experimentation
Two highly-developed capabilities:
The ability to make the right decisions at theright time about what changes need to be initiated or responded to.
The ability to understand and orchestrate thehuman variables necessary to gain support & commitmentfrom those affected by change decisions
“Create an environment where trust and learning can occur”
Fit Model to Focus Change Effort
Information Sharing/Decision Making
Rewardand Recognition
Work
OrganizationalStructure
People Development
“ Change is about doing the right things, right”
Galbraith, 1982
The Fifth Discipline
Mental Models[key assumptions]
Team Learning[capacity to create results]
System Thinking[framework]
Shared Vision[destination/commitment]
Personal Mastery[knowledge, skills, abilities]
Senge, 1990
Six Steps to Leading Change....Six Steps to Leading Change....
�Mobalize Commitment to Change Through Joint Diagnosis of Business Problems
�Develop a Shared Vision of How to Organize &Manage for Competitiveness
�Foster Consensus for the New Vision, Competence to Enact it, and Cohesion to Move It Along
Six Steps to Leading Change....Six Steps to Leading Change....
�Spread Revitalization to All OrganizationsWithout Pushing It From the Top
�Institutionalize Revitalization Through Formal Policies, Systems, and Structures
�Monitor and Adjust Strategies in Response to Problems in the Revitalization Process
Changing a Culture
Recruitmento Attractiono Challenge
Membershipo Retiremento Removal
Selectiono Leadershipo Risk-Taking
Socializationo Communicateo Cooperate
The NewVision
Hero’s & HeroinesNew Myths & LegendsHope & Motivation
GoodStanding
AttitudeBehaviors
Competencies
Successful Stewardship
��StrategyStrategy
�Define the Strategic Intent of the Business� What business are you in?� What business do you want to be in?
�Help People See Themselves in the Future� Our Vision is…...� In the Winner’s Circle of Excellence
� Define the Mission and Commission Peopleto accept the Challenge of Change
Successful Stewardship
��StructureStructure��Establish a guiding coalition to provide Establish a guiding coalition to provide
continuity of leadershipcontinuity of leadership
��Establish Transformation Team[s] that turnEstablish Transformation Team[s] that turnthe organization vision into realitythe organization vision into reality
��Establish organizational anchors Establish organizational anchors
Change FormulaChange Formula
Change f (A + B + D)> $Change f (A + B + D)> $
•A = Dissatisfaction with the status quo
•B = Vision of an ideal future state
•D = Process for change, first steps
•$ = Perceived cost of changing
Alexander & Scott (1994)
Speed of ChangeSpeed of ChangePeople Adapt to Change at Three Speeds
Fastest
Slowest
1. Physical
2. Intellectual
3. Emotional
The time it takes for a person to COMPLY with the behavior requirements of the change
The time it takes for a person to COMPREHEND why a change has taken place or is necessary
The time it takes for a person to FEEL COMFORTABLE with the new desired state
Alexander & Scott (1994)
Most Change Efforts Have Failed to Achieve their Goals for Several Reasons, Including:
Resistanceto Change
Limitations ofExisting Systems
Lack of Executive Consensus
UnrealisticExpectations
Lack of SeniorExecutive Champion
Project CharterToo Narrow
IS Staff InvolvedToo Late
InadequateTeam Skills
Lack of Cross-Functional Project Team
% of respondents10 20 30 40 50 60
Note: Total exceeds 100% due to multiple answers
DATA: Deloitte & Touche 1993 Survey of 400 U.S. and Canadian CIO’s
Source: Information Week, June 20, 1994
Obstacles to Organizational Change Success
Axiom• There will always be resistance• to change
• Resistance is a natural and inevitable reaction to the disruptionof expectations
8 Major Risk Factors in Change Projects
• Low Relative Cost of the Status Quo• Vision Clarity• Sponsor Commitment• Change Agent Skills• Target Response• Culture/Organizational Alignment• Communications• Internal/External Events• Transition Management Plan (Overall Process)
Generic Types of Change
Fine Tuning• Incremental change• Individual behavior based
on conforming to rules• Decision making and control
of change is decentralized
Building• Large scale extensions• Organization focused within• boundaries/functions• Decision making and control of• change is within building • function
Transforming• Fundamental, planned change
to existing way of operating• Large scale, broad impact of
change• Individual behavior based on
personal change• Decision making and control of
change is centralized
Crisis• Rapid, sometimes unplanned,
large scale change• Rules are suspended• Decision making and control is
haphazard
In essence, Change Management is based on 2 main concepts:
That human performance is at the core of business performance; Therefore, change management looks at building the organizational and human performance in the organizations
That it’s possible to optimize an organization’s revenue and profit delivery during change. Therefore change management determine ways to manage the change process effectively
to ensure this occurs
— Stages of Large Scale Change —
New Level
Old Level
Change Over Time
Productivity
Downturn
Upturn
Effective ChangeManagement
Is Change Management Important?
Consider what Michael Hammer, co-author of Reengineering the Corporation,
said about people issues:
“I don’t regret saying anything (in the first book); it’s more what I left out.
In particular, the human side is much harder than the technology side
and harder than the process side.It’s the overwhelming issue.”
Impact AnalysisChange is Multi-Dimensional
u Organization Culture
u Organizational Structure
u Business Processes
u Job Design/Responsibilities
u Skill/Knowledge Requirements
u Decision Processes
u Measurements/Incentives
u Communication Processes
u Operating Policies
u Human Resource Management
u Technology Interfaces
u Training ProgramsPeople Strategy Technology Processes Systems