Slide 1 of 13 Management of Change Title: Change Management Introduction Resistance to change...

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Management of Change

• Title: Change Management• Introduction

• Resistance to change

• Planning Change

• Managing Change Through IT

• Inevitability of Change

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Introduction

• “The essence of managing change is to achieve beneficial outcomes for the

organisation arising from the external and internal forces” (Stewart, 1996),

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Classic Reasons People Resist Change

• Loss of face• Loss of control• Excess uncertainty• Surprise• The “Difference”

Effect• “Can I Do it?”

• Ripple Effect• More Work• Past Resentments• Real threats• Competing

commitments

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“It should be borne in mind that there is nothing more dangerous to carry through than initiating changes. The innovator makes enemies of all

those who prospered under the old order, and only lukewarm support is forthcoming from those who prosper under the new. Their support is

lukewarm partly from fear of their adversaries, who have the existing laws on their side, and partly because men are generally incredulous, mever really trusting new things unless they have tested them by experience.

In consequence, whenever those who oppose the changes can do so, they attack vigorously, and the defense made by the others is ineffective.

So both the innovator and his friends are endangered together”.

A. Machiavelli, The Prince, 1513.

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8 Elements in the Planning of Change

SharedVision

Guidance,Structure & Process

CommunicationsEducation &

Training PolicyAnd

SystemsReview

LocalParticipation &

innovations

Standards,Measures &

feedback

Symbols, signals

&rewards

Backers &Supporters

Change

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Managing Change through IT(Lewin-Schein )

Unfreezing Change Refreezing

Motivation for change Well-defined Objectives

Institutional change

Impediments Communication Overcome lingering resistance to change

Plan

Stakeholder Management

Plan for resistance to change

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Unfreezing

• Motivators– Pain – Real job benefits – Charismatic leader

• IT as Changer and Changee• Positive and negative response to the idea of

change

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Organisational Change Process

Create a ClearTomorrow

ReinforceThe new

behaviour

Build a Sense of Urgency

Develop aMigration

Plan

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Four keys to Implementing Change

• Leadership plus Facilitation

• Get the right people involved

• Team building

• Secure resources

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8 Characteristics of High Performing Teams

• A clear elevating goal• Results-driven structure• Competent team members• Unified commitment• Collaborative climate• Standards of excellence• External support and recognition• Principled leadership• As Team Leader, I will

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Refreezing

• Institutionalise the new processes and systems so they become norm

• Examples of Non-cooperation– People update the “official “ database and yes still

maintain their own Excel spreadsheets– Individuals’ power, status or income is threatened– The Information system is inadequate– Social intertia

• Managers do not want to change

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Overcoming Resistance to Change

• Resistance is natural and inevitable• Resistance is often subtle and hidden• Change manager must find the resistance• Understand the motivation for resistance

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Overcoming Resistance to Change contin…

• Listen to what people are and are not saying

• Communicate so people will feel knowledgeable

• Address concerns• Apply 80/20 rule

– Put effort into preparing for the change rather than the change itself

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Change – an inevitable part of life and work

• The lessons from who moved my cheese endure

– Change happens• They keep moving the cheese

– Anticipate change• Get ready for the cheese to move

– Monitor change• Smell the cheese often so you know when it is getting old

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