Lt.Col.Dr. Jamal Al-HommadiT.Q.M. Director

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Change Management Defined

• The process of becoming different. • making of changes in a planned and managed

or systematic fashion.• The aim is to more effectively implement new

methods and systems in an ongoing organization.

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Organizations normally go through four main changes throughout their growth:

1. Formative Period - This is when a new organization is just getting started.

2. Rapid Growth Period - Direction and coordination are added to the organization to sustain growth and solidify gains.

3. Mature Period - The strong growth curve levels off to the overall pace of the economy.

4. Declining Period - This is the rough ride. For many organizations it means down-sizing and reorganization. To survive, changes include tough objectives and compassionate implementation. The goal is to get out of the old and into something new. Success in this period means that the four periods start over again.

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Change Acceptance

1. Denial - cannot foresee any major changes 2. Anger at others for what they're putting me

through 3. Bargaining - work out solutions, keep

everyone happy 4. Depression - is it worth it? doubt, need

support 5. Acceptance - the reality

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Change start

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Description Change StrategyPeople are rational and will follow their self-interest — once it is revealed to them. Change is based on the communication of information and the proffering of incentives.

Empirical-Rational

People are social beings and will adhere to cultural norms and values. Change is based on redefining and reinterpreting existing norms and values, and developing commitments to new ones.

Normative-Reeducative

People are basically compliant and will generally do what they are told or can be made to do. Change is based on the exercise of authority and the imposition of sanctions.

Power-Coercive

People oppose loss and disruption but they adapt readily to new circumstances. Change is based on building a new organization and gradually transferring people from the old one to the new one.

Environmental-Adaptive

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Factors in Selecting A Change Strategy

• Generally speaking, there is no single change strategy.

• You can adopt a general or what is called a "grand strategy" but, for any given initiative, you are best served by some mix of strategies.

• Which of the preceding strategies to use in your mix of strategies is a decision affected by a number of factors.

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Factors in Selecting A Change Strategy

• Degree of Resistance. Strong resistance argues for a coupling of Power-Coercive and Environmental-Adaptive strategies. Weak resistance or concurrence argues for a combination of Empirical-Rational and Normative-Reeducative strategies.

• Target Population. Large populations argue for a mix of all four strategies.

• The Stakes. High stakes argue for a mix of all four strategies. When the stakes are high, nothing can be left to chance.

Factors in Selecting A Change Strategy• The Time Frame. Short time frames argue for a Power-

Coercive strategy. Longer time frames argue for a mix of Empirical-Rational, Normative-Reeducative, and Environmental-Adaptive strategies.

• Expertise. Having available adequate expertise at making change argues for some mix of the strategies. Not having it available argues for reliance on the power-coercive strategy.

• Dependency. This is a classic double-edged sword. If the organization is dependent on its people, management's ability to command or demand is limited. Conversely, if people are dependent upon the organization, their ability to oppose or resist is limited.

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Lt.Col.Dr.Jamal Hommadi, T.Q.M. Director, Quality Day 2008

Selected readings1. The Planning of Change (2nd Edition). Warren G. Bennis, Kenneth D. Benne, and Robert Chin (Eds.). Holt, Rinehart and Winston, New York: 1969. 2. Human Problem Solving. Allen Newell and Herbert A. Simon. Prentice-Hall, Englewood Cliffs: 1972. 3. Organizations in Action. James D. Thompson. McGraw-Hill, New York: 1967.4. Change Management Bibliography5. A bibliography pertaining to change management can be found at http://home.att.net/~nickols/change_biblio.pdf6. Contact the Author 7. Fred Nickols can be reached by e-mail at nickols@att.net. Other articles of his can be found on his web site at: http://home.att.net/~nickols/articles.htm8. http://www.windsofchange.net/9. http://www.indiachange.com/10. http://www.change.org/11. http://anahena.com/12. http://www.changepeople.co.uk/13. http://www.createchange.org/14. http://www.nwlink.com/~donclark/leader/leadchg.html15. http://www.nwlink.com/~donclark/leader/leadchg.html16. (Conner, 1993).17. Conner, Daryl (1993).Managing at the Speed of Change New York: Random House. Note: He based his model on Death and Dying by Dr. Elisabeth Kubler-Ross. 18. Roethlisberger, F.J. and Dickson, W. J. (1939). Management and the Worker (1939). Cambridge, Mass.: Harvard University Press. 19. Lewin, K. (1951). Field theory in social science. New York: Harper & Row.

20. http://www.addictioninfo.org/articles/11/1/Stages-of-Change-Model/Page1.html21. http://ucsfhr.ucsf.edu/index.php/assist/article/how-we-change-stages-of-change/

22. UCSF AIDS Health Project, 1998, Building quality HIV prevention counseling skills: The Basic I training.23. http://images.google.com.sa/imgres?imgurl=http://www.eleganthack.com/widgetopia/archives/changecurve.gif&imgrefurl=http://www.eleganthack.com/

widgetopia/archives/003881.html&usg=__AcVboqRq4xBBFpfRqAqr0CKNlqc=&h=306&w=517&sz=20&hl=ar&start=21&um=1&tbnid=QUmEeyxGIXzJCM:&tbnh=78&tbnw=131&prev=/images%3Fq%3DChange%2B%252B%2Bstages%26start%3D20%26ndsp%3D20%26um%3D1%26hl%3Dar%26rlz%3D1T4GZEZ_ar___SA290%26sa%3DN