Change management - implementation

Managing the change Preparation for change

Environmental analysis. Set out the strengths and weaknesses of the organisation

Current provisions Resources Roles and responsibilities

Identify the change required etermine the ma!or issues Identify and assess the key stakeholders "in the support of key individuals Identify the obstacles etermine the degree of risk and the cost of change #nderstand why change is resisted Recogni$e the need for change% identify current position% devise a suitable method

Building the vision

evelop a clear vision &ake it people clear about what a change involves and how they are involved in it "hat is involved "hat is the proposed change "hy should we do it "hat the ma!or effects will be 'ow we can manage the change

Plan the change ( evise appropriate strategies to introduce change ( esign the change ( Identify the significant steps in the change process ( iscuss the need for change and the full details of what is involved ( )llow people to participate in planning change ( Communicate the plan to all concerned ( *roduce a policy statement ( evise a sensible time scale ( *roduce action plans for monitoring the change ( )llow people to participate in planning change ( +et all parties involved in and committed to the change ( Inspire confidence by forestalling problems and communicating regularly

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evise a sensible time scale for implementation of change )nticipate the problems of implementation #nderstand why change is resisted

Implementing the change ( Check on and record progress ( &ake sure that change is permanent ( Evaluate the change ( Improve on any weak areas ( ,vercome resistance ( Involve all personnel affected ( -eep everyone informed ( evise an appropriate reward system ( .e willing to compromise on detail ( Ensure that strategies are adaptable ( Select people to champion change ( *rovide support and training ( &onitor and review Two types of change (1) Step change

ramatic or radical change in one fell swoop Radical alternation in the organisation +ets it over with quickly &ay require some coercion

(2) Incremental change

,ngoing piecemeal change which takes place as part of an organisation/s evolution and development 0ends to more inclusive

Step v incremental change

Techniques to help implement change 0eams building across units Internal communication 1egotiation )ction planning Change agents or champions of change )nd a certain amount of compulsion manipulation and coercion

Change agents &anagers should be able to act as change agents2

0o identify need for change .e open to goods ideas for change 0o able to successfully implement change

Advantages of using a change agent:

3orces trough change .ecomes the personification of the process Responsibility for change is delegated thus freeing up senior managers to focus on future strategy

Helping people to accept change

Consider how they will be affected Involve them in the change Consult and inform frequently .e firm but fle4ible &ake controversial change as gradually as possible &onitor the change evelop a change philosophy

Six a!s of overcoming resistance to change

(1) !ucation an! communication 5 if people understand the needs for change and what is involved they are more likely to co5operate. (") Participation an! involvement 5 to encourage people to feel ownership of the change. (#) $acilitation an! support 5 listening to the real concerns of people affected. (%) &egotiation an! agreement 5 agreement and compromise if necessary. (') Manipulation 5 e.g. 6buying off7 leaders of resistance. (() )plicit an! implicit coercion 5 threats where necessary but this is a high risk strategy.

(source: Kotter and Schlesinger In HBR 1979) "onitor and revie

)dapt as necessary Recording and monitor the changes &easure progress against targets 'ave the desired results been achieved8 'as the process been successful8 'ow do those affected feel about the new situation8 "hat might have been done differently8 'ow can those not responding well to the change be helped8 Sustain the change.5 prevent any back sliding

#otter$s change phases model

Establish a sense of urgency Create a coalition evelop a clear vision Share the vision Empower people to clear obstacles Secure short term wins Consolidate and keep moving )nchor the change

Change management failures

%hat not to do "ays to increase resistance to change2 "anagers can increase resistance &!:

3ailing to specific about a change 3ailing to e4plain why change is needed 1ot consulting -eeping people in the dark Creating e4cess work pressure E4pecting immediate results 1ot dealing with fears and an4ieties Ignoring resistance

'easons h! change can fail

Employees do not understand the purpose or even the need for change 9ack of planning and preparation *oor communication Employees lack the necessary skills and: or there is insufficient training and development offered 9ack of necessary resources Inadequate:inappropriate rewards

(ight common reasons for failure of change management:

)llowing too much comple4ity 3ailing to build a substantial coalition 3ailing to understand the need for a clear vision 3ailure to clearly communicate that vision *ermitting roadblocks against that vision 1ot planning for short term results and not realising them eclaring victory too soon 3ailure to anchor changes in corporate culture

(John Kotter)