Starter Question

Think of a time when you successfully made a significant change in your life. What did you do that helped make the change successful?

Activity: Change management methodologies jig-saw

Organizational Change Is Central to ODOrganizational change differs on several dimensions: Planned vs. Unplanned

Planned changes are intentional Unplanned are in response to context changes (e.g., crisis)

First-order vs. Second-order First-order = incremental changes within an existing framework Second-order = transformational changes that change the framework

Episodic vs. Continuous Episodic change represents infrequent change that occurs during

specific periods of time Continuous change reflects that belief that things are always changing

Change can occur at multiple levels:-Individual -Group/Team -Organization -Inter-organization

Making Change Happen

Types of organizational change activities: Catalytic interventions assist members in making changes

Data presentations and analysis, decision explanations, etc. Acceptant activities help members discover and disclose their

ideas and feelings about the change(s)Outside consultant facilitating “bitch sessions”

Confrontation interventions allow members to challenge cultural and normative practices

For a change to be successful, one or more must be present: Relative advantage of the proposed change over the status quo Compatibility of the change(s) with the culture Complexity of the changes(s) matches the organization’s ability Trialability in that change(s) can be rolled back Observability so that the benefit(s) of the change(s) are seen

Change Management Process

Process Goals/Objectives Develop and implement actionable long and short-term

strategies and tactics Measure results and progress Review progress and corrections as necessary Engage all stakeholders and plan for transition management

Appreciative Inquiry is another process for achieving change: Discovery – collect information/data on the good and the bad Dream – share visions for the future Design – collaboratively construct future vision and actions Destiny – empower at the grossroots level to attain the vision

Case for change

Taking charge Cascade Align Execute

Report & revise

Process review

Feedback

SMART Objectives for Change

Specific Is it clear, understandable, and well defined?

Measurable Can the result of the objective be quantified?

Aligned

Does the objective fit with the higher-level direction and commitments to action?

Are interdependencies identified and addressed?

Relevant

Is this a high impact driver of achieving the higher-level direction and commitments to action?

Do I have the necessary authority, knowledge, and skill to accomplish the objective?

Time-Based Is a start date and completion date assigned?

SMART Objectives Come from a SWOT

Strengths Weaknesses

ThreatsOpportunities

Individual-level Change Example

Opportunities

Initiative

Increase the number of distance learning classes

Stretch Goals

Each course listing has a distance learning equivalentMetrics

Ratio of distance learning classes per course offering

Personal Commitments

Deans commits to % increase in distance learning classes per academic year

Results and Feedback

30 new distance learning classes added

Change through Alignment

Areas of Focus

Success Metrics

Initiatives

Shop

Corporate ValuesRespect for the Fanatical Customer Excellence in Individual Service Execution

Invest

Top 100 Best Companies to

Work for

Fastest Growing Segments in All Markets

Lowest Cost Structure in the Industry

Reduce Turnover 20%Improve EE Index 10%Improve Diversity Index 10%

Grow Revenue $400 Million Reduce Expenses $100 Million

Compelling Work EnvironmentCommitted, Involved EmployeesDiversity in Action

Profitable Sales VelocityRight Product, Right TimeCustomer Service

Transformation Initiatives

Customer Focus Profitable Growth

Values

Customer First Respect Passion to Succeed

Winning Culture

COMMITMENTS TO ACTION

Strategy

Defend the Core: Latest & Greatest

Technology & Services

Aggressively Grow SoHo: Solutions for Starting and Running a Successful Business

• Customer Experience • Build CompUSA Brand

• TM Training, Dev., and Engagement• Best-in-Class TM

• Drive Margins• Drive Growth• Drive Cash Flow

Forces Resisting Change

Internal and External Forces for Change

External: outside the organization Demographic

characteristics Technology Market changes Social and political

pressure

Internal: inside the organization Human resource

problems/prospects Managerial

behavior/decisions

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Why People Resist Change

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An individual’s predisposition to change Surprise and fear of the unknown Climate of mistrust Fear of failure Loss of status or job security Peer pressure Disruption of cultural traditions or group relationships Personality conflicts Lack of tact or poor timing Nonreinforcing reward systems

Overcoming Resistance to Change

Education and Communication: This method is best when employees either have no information or incorrect information. Once persuaded, people will help implement the change but it can be time consuming.

Participation and Involvement: This method is best if managers initiating the change don’t have the information to design the change or if people have power to resist. People who participate will be committed to get the change rolling and they will share any information they have relevant to the change. This approach can be time consuming especially if an inappropriate change is implemented.

Facilitation and Support: This is best to use when people are having difficulty adjusting to the change so they resist it. No other approach works as well for employees with adjustment problems. It can be time consuming and expensive and the method could still fail.

Negotiation and Agreement: If a group will obviously lose if the change is implemented and this group has the power to resist change, then this method is best. It is a relatively easy way to avoid resistance. It might also be expensive and if those resisting catch on to your negotiation tactics, they may try to negotiate to avoid the change all together.

Manipulation and Co-optation: This approach is best if everything else fails or is too expensive to implement. It can be a quick and inexpensive way to solve problems. It might lead to more problems if people feel manipulated.

Explicit and Implicit Coercion: If speed is of the essence than this approach is best. It works quickly and can overcome resistance. It can however be risky if people become angry at the initiators of the change.

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Planning and Benefits

Planning: is the process of setting goals and deciding how to achieve them.

Planning helps you check on your progress. Planning helps you coordinate activities. Planning helps you think ahead. Above all, planning helps you cope with uncertainty.

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The Planning Process

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Mission Statement

Vision Statement

StrategicPlanning

Tactical Planning

OperationalPlanning

Goals

Action

plans

Goals

Action

plans

Goals

Action

plans