Management of Change is crucial for organisation

Management of Cange

2. Dinosaurs died out. Mammals did
not.
Mammals embraced changeand
survived!
-Charles Darwin

3. “Change is the
essence of Life”
-Bhagvad Gita

4. ANNUAL CHANGECYCLE
SPRING
SUMMER
MONSOON
S
AUTUMN
WINTER

5. WHAT IS CHANGE?
Make or become different.
-Oxford Dictionary
Change could be merely incrementalor a major
change. Whichever, it implies a difference.

6. INCREMENTAL CHANGE
Ancient 19
th
C
early
1900s
1980s
mid
1900s
1990s

7. MAJOR CHANGE
METAMORPHOSIS

8. CHANGE
DEALING WITH CHANGE
IMPLEMENTING CHANGE

9. DEALING WITH CHANGE
REACTIVELY
PROACTIVELY
By responding only when one has
to, usually too late.
By planning for change and trying
to keep one step ahead.

10. DEALING WITH CHANGE
THIRD OPTION ?
Ignore and hope that it will go away !
This was the course followed by
the dinosaurs……

11. Is there a need to change?
IMPLEMENTING CHANGE

12. …Grow with the time
If you do not change,
Life will change you,
But not on your terms….
And you will become obsolete
anyway!
-Anon

13. IS THERE A NEED TO CHANGE?
Unless changes can provide definite tangible
or intangible benefits, there is no reason to
effect any changes.
The overall benefits of organisational goal
should always be paramount whilst changes
are being considered.

14. SERVICE ORGANIZATION AS A SYSTEM

15. CHANGE
VS
PLANNED CHANGE
IMPLEMENTING CHANGE

16. PLANNED CHANGE
1
ST
ORDER CHANGE
2
ND
ORDER CHANGE
CHANGE AGENT

17. PLANNED CHANGE
1
st
ORDER CHANGE
Is a linear and continuous change.
It implies no fundamental shifts in
the assumptions that organizational
members hold about how the
organization can improve its
functioning.
INCREMENTAL CHANGE

18. PLANNED CHANGE
2
nd
ORDER CHANGE
Multidimensional, multilevel,
discontinuous and radical change
involving reframing of assumptions
about the organization and the world
in which it operates.
MAJOR CHANGE

19. PLANNED CHANGE
CHANGE AGENTS
Persons who act as catalysts and
assume the responsibility for managing
change activities.
Internal
Commander or person deputed by him.
External
Selectivity

20. LEVELS OF CHANGE
Knowledge
Attitude
Individual Behaviour
Group Behaviour

21. PARTICIPATIVE
CHANGE CYCLE
Participative Change
Group Behaviour
Individual Behaviour
Attitude
Knowledge

22. DIRECTIVE
CHANGE CYCLE
Attitude
Group Behaviour
Directive Change
Individual Behaviour
Knowledge

23. RESISTANCE TO CHANGE
“The only person who likes
change is a baby with a
wet diaper!”
-Mark
Twain

24. RESISTANCE TO CHANGE
REACTIONS
OVERT
IMMEDIATE
IMPLICIT
DEFERRED

25. Deferred
Deferred action sometimes, clouds the link
between the source of resistance and the
reaction to it.
A change may produce what appears to be
only a minimal reaction at the time it is initiated
but surfaces weeks, months or years later.

26. Deferred
A single change in itself may have little impact;
but if it comes after a series of events, it could
well become the proverbial “straw that breaks
the camel’s back”. Reactions to change can
build up and then explode in some response
that seems totally out of proportion to the
change action it follows.
The resistance, has only been deferredand
stockpiled. What surfaces is a response to an
accumulation of changes.

27. Resistance to Change
Selective
Information
Processing
Fear of
the Unknown
Force of
Habit
Need for
SecurityEconomic
Factors
Individual

28. Resistance to Change
Organizational
Threat to
Existing
Relationships
Threat to
Existing
Allocations
Structural
Inertia
Limited
Focus
of ChangeThreat
to Expertise
Group Inertia

29. Participation
Negotiation
Facilitation
and Support
Coercion
Manipulation
and Cooptation
Education and
Communication
Overcoming
Resistance to Change

30. Education and Communication
Resistance can be reduced through
communicating with employees to help them
see the logic of a change. If employees get the
full facts and get any misunderstandings
cleared up, resistance will subside.
This tactic basically assumes that the source of
resistance lies in misinformation or poor
communication.

31. Participation
It is difficult for individuals to resist a change
decision in which they have participated. Before a
change is made, those opposed can be brought into
the decision process.
If the participants have the expertise to make
meaningful contribution, their involvement can
reduce resistance, obtain commitment and increase
the quality of the change decision.
As against these advantages are the negatives:
potential for poor solution and great time
consumption.

32. Facilitation and Support
Change agents can offer a number of supportive
efforts to reduce resistance. When employee fear
and anxiety are high, employee counseling and
therapy, new skills training or a short paid leave may
facilitate adjustment.
The drawback of this tactic is that like education and
participation, it is time consuming. It is also
expensive and its implementation offers no
assurance of success.

33. Negotiation
Exchange something of value for lessening of
resistance.
This could of course be costly. Besides, it could
open up the possibility of being blackmailed by other
individuals in positions of power.

34. Manipulation and Cooptation
Manipulationrefers to covert attempts to
influence. Twisting and distorting of facts to make
them appear more attractive, withholding
undesirable information or creating false rumours
to get employees to accept a change are all
examples of manipulation.
Cooptationis a form of both manipulation and
participation. It seeks to buy off the leaders of a
resistance group by giving them a key role in the
change decision. The leader’s advice is sought,
not to seek a better decision, but to get their
endorsement.

35. Manipulation and Cooptation
Both manipulationand cooptationare relatively
inexpensive and easy ways to gain the support of
adversaries, but the tactics can backfire if the
targets become aware they are being tricked or
used. Once discovered, the change agent’s
credibility may drop to zero.

36. Coercion
Application of direct threat/force on the resisters.
Examples of coercion include threats of posting out,
negative appraisal report etc.
Coercion is relatively inexpensive and an easy way
to gain the support of adversaries, but (like
manipulation and cooptation) the tactic can backfire
if the change targets become aware they are being
tricked or used and the change agent’s credibility
may drop to zero.

37. Participation
Negotiation
Facilitation
and Support
Coercion
Manipulation
and Cooptation
Education and
Communication
Overcoming
Resistance to Change

39. “To improve is to change.To
be perfect is to change
often”
-Winston Churchill

40. APPROACHES TO MANAGING
ORGANISATIONAL CHANGE
LEWIN’S 3-STEP MODEL
ACTION RESEARCH
ORGANISATIONAL DEVELOPMENT

41. UnfreezingChangingRefreezing
Kurt Lewin’s
Three-Step Process

42. ACTION RESEARCH
A change process based on systematic
collection of data and then selection of a
change action, based on what the
analyzed data indicate.

43. Action Research Process
One:
Diagnosis
Two:
Analysis
Three:
Feedback
Four:
Action
Five:
Evaluation

44. ORGANISATIONAL DEVELOPMENT
(OD)
A collection of planned change
interventions, built on humanistic-
democratic values, that seek to improve
organisational effectiveness and
employee well being.

45. ORGANISATIONAL DEVELOPMENT
The OD paradigm values human and
organizational growth, collaborative and
participative process and spirit of
inquiry.
The change agent may be ‘directive’ in
OD –however, there is a strong
emphasis on collaboration.

46. ORGANISATIONAL DEVELOPMENT
Concepts such as power, authority,
control, conflict and coercion are held in
relatively low esteem among OD
change agents.

47. RESPECT FOR PEOPLE
TRUST AND SUPPORT
POWER EQUALIZATION
CONFRONTATION
PARTICIPATION
ORGANISATIONAL DEVELOPMENT
UNDERLYING VALUES

48. Knowledge
Attitude
Group Behaviour
Directive Change ?
Individual Behaviour
Participative ChangeOr
MANAGERIAL OPTIONS FOR
IMPLEMENTING CHANGE

49. Participativevs Directive
Participativechange cycle tends to be more
appropriate for working with individuals and
groups who are motivated, seek
responsibility and have a degree of
knowledge and experience that may be
useful in developing new ways of operating.
Once the change starts, these people are
highly capable of assuming responsibilities
for implementation of the desired change.

50. Participativevs Directive
Although these people may welcome change and
the need to improve, they may become very rigid
and opposed to change if it is implemented in a
directive high task-low relationship manner.
A directive changestyle is inconsistent with their
perceptions of themselves as responsible, self-
motivated people who should be consulted
throughout the change process. Directive change
style results in resistance and is inappropriate to
the situation.

51. Directivevs Participative
A directive changestyle might be appropriate and
productive with individuals and groups who are not
ambitious, are dependent and are unwilling to take
on new responsibilities unless forced to do so. In
fact these people might prefer direction from their
leader to being faced with decisions that they are
not willing or experienced enough to make.

52. Directivevs Participative
It is just as inappropriate for a manager to attempt
to implement change in a participatemanner with
a staff that has never been given the opportunity
to take responsibility and has become dependent
on its manager for direction, as it is to implement
change in a directivemanner with a staff that is
ready to change and willing to take responsibility
for implementing it.

53. Knowledge
Attitude
Group Behaviour
Directive Change ?
Individual Behaviour
Participative ChangeOr
MANAGERIAL OPTIONS FOR
IMPLEMENTING CHANGE

54. PARTICIPATIVE CHANGE
A significant advantageof participative
changeis that once the change is accepted,
it tends to be long-lasting. Since everyone
has been involved in the development of the
change, each person tends to be highly
committed to its implementation.
The disadvantageof the participative change
is that it tends to be slow.

55. DIRECTIVE CHANGE
The advantageof directive changeis
speed. Using positional power, leaders can
impose change immediately.
The disadvantageis that the change tends to
be volatile. It often results in animosity,
hostility, and in some cases, overt and covert
behaviour to undermine and overthrow.

56. PARTICIPATIVE / DIRECTIVE
CHANGE
Participative changecycle tends to be effective when
induced by leaders who have ‘personal power’. On the
other hand, Directive changecycle necessitates that a
leader have significant ‘positional power’.
Managers who decide to implement change in an
authoritarian, coercive mannerwould be wise to have
the support of their superiors and other sources of
power or they may be effectively blocked by their staff!

57. SUCCESSFUL CHANGE
CHANGE MUST BE ACCEPTED,
IMPLEMENTED AND SUSTAINED

58. SUCCESSFUL CHANGE MANAGEMENT
TAKING PEOPLE WITH YOU
DOCK INS ORGANIZATION
VISION/
OPPORTUNITY

59. COMMUNICATION
OF PROPOSED CHANGE
Change targets must be told before
initiating the change.
Communicate,
To all at the same time to avoid spread
of rumours.
Internally before communicating
externally.
Don’t delegate. Communicate the
proposed change yourself to ensure no
distortion in the message.

60. RECAP
WHAT IS CHANGE?
PLANNED CHANGE
LEVELS OF CHANGE
CHANGE CYCLE
SERVICE ORGANIZATION AS A SYSTEM
RESISTANCE TO CHANGE
MANAGING ORGANISATIONAL CHANGE
MANAGERIAL OPTIONS
SUCCESSFUL CHANGE
COMMUNICATION OF PROPOSED CHANGE

61. “Learning that does not lead
to change is like a book on the
shelf, waiting to be read”
-Extracted from ‘The 10 Rules of Success’

64. Unfreezing the Status Quo
Status
Quo
Restraining
Forces
Time
Driving
Forces
Effectiveness
Desired
State
Encouragement from superiors,
imparting knowledge of benefits
of change, competition, rewards,
incentive earnings, etc.
Individual resistance, group
conformity, apathy, hostility,
lack of knowledge of benefits
of change etc.

65. Unfreezing the Status Quo
Status
Quo
Restraining
Forces
Time
Driving
Forces
Effectiveness
Desired
State

66. Learning Curve for Change
Restraining
Forces
Time
Driving
Forces
Effectiveness
UNFREEZING AND
CHANGING
Decline in effectiveness
REFREEZING
Effectiveness soars after
acceptance of change