Planned Change in Organizations Defined.pptx

Planned change is the process of preparing an entire organization, or a significant part of it, to achieve new goals or move in a new direction. This direction can refer to a company's culture, internal structure, processes, metrics and rewards, or any other aspect related to the business.

1. Planned Change

2. Planned change is deliberate design & implementation of a structural innovation, a new policy or goal, or a change in operating philosophy, climate or style.

3. Planned change – intended, purposeful attempt or proactive plan by an individual (change agent) or group to create something new Well thought out, deliberate, initiated and coordinated, require well developed leadership. Require visions and expert planning skills. Vision is your future goal, the painting of what you want it to be. An organization will never be better than the vision that guides it, different than a mission .

4. Murphy (1999) suggests that “change is inevitable, but growth is optional.”

5. Planned change, in contrast to accidental change or change by drift, is change that results from a well-thought-out and deliberate effort to make something happen.

6. Characteristics of planned change A planned change is qualitative in nature. A change in the frequency or in the technique of change points out only a quantitative change. Qualitative change takes place only when the clients developed the desire to change. Go through personal introspection and modify their behaviour in meaningful ways.

7. Every planned change has direction. The change has a basic purpose and rationale. The means used for bringing about the change influence the quality and direction of change. In any change process, the adoption rates vary.

8. Good Reasons for Change Change to solve some problem. Change to make work more procedures more efficient. Change to reduce unnecessary workload.

9. Six Elements in the Process of Planned Change Building a relationship Diagnosing the problem Acquiring relevant resources Choosing the solution Gaining acceptance Stabilization and self-renewal Data from Havelock (1973).

10. Lewin (1951) identified several rules that should be followed in implementing Planned change : Change should only be implemented for good reason. Change should always be gradual. All change should be planned, and not sporadic or sudden. All individuals who may be affected by the change should be involved in planning for the change.

11. Three Phases of Planned Change ( Lewin , 1951) Unfreezing Movement Refreezing

12. Lewin’s Model Unfreezing – Occurs when the change agent convinces members of the group to change or when guilt, anxiety, or concern can be elicited. Movement – the change agent identifies, plans, and implements appropriate strategies, ensuring that driving forces exceed restraining forces. Sets goals, target dates to implement the change. Whenever possible we are going to try to implement change gradually!

13. Refreezing – the change agent assists in stabilizing the system change so that is becomes integrated into the status quo. Change agent is out there being supportive, helping people adapt, making sure you have the tools you need to sustain the change, making sure you have the reasons and that you know why, making sure everything is stable. Usually takes about 3 – 6 months. We should never attempt a change unless that change agent can stay there the entire time.

14. Change Agents Persons skilled in the theory and implementation of planned change

15. Regardless of the type of change, all major change brings feelings of achievement, loss, pride, and stress.

16. Change Agent Strategies ( Bennis et al, 1969) Rational – Empirical Normative - Re-educative Power – Coercive

17. Change Agent Strategies Rational–empirical Assumes that people are rational and receptive to change when given adequate facts Normative–re-educative Change will only occur when attitudes and relationships are altered Power–coercive Result of an individuals need to please a supervisor, or fear of losing their job.

18. Actions to Avoid Simply announce a change without laying the foundation. Ignore or offend powerful people. Violate the authority and communication lines in an organization. Rely only on formal authority. Overestimate your formal authority.

19. “ The significant problems we face cannot be solved at the same level of thinking we were at when we created them.” —Albert Einstein