MANAGING CHANGE

1) Changes as threat , opportunity

2) Changes bring Instability, Upheaval &

Uncertainty a) Instability People do not know what jobs, authority, roles they have in future. b) Uncertainity no one has answer what the future is like, what is their place in the organization. This lead to anxiety, stress & battle for power.

Contd

FIRST ORDER CHANGE

Incremental change

SECOND ORDER CHANGE

Fundamental, Quantum change, Discontinuous. Needs Restructuring of the organization. Multi level, Multi dimensional, Discontinuous, Radical

change. Major Reinvention of the orgn. Role of Agents of change- CEO, Consultants.

Participative Directed change : Reactive - Proactive change

3

Contd..
RESISTANCE TO CHANGE Change effort brings Resistance (Dysfunctional mostly, beneficial sometimes) Resistance can be Explicit Implicit Immediate Deferred (Explosive) Need for Communication with & feedback from employees.
4

SELECTIVE INFORMATIO N PROCESSING (Process Information comparable to ones perception)

INDIVIDUAL RESISTANCE TO CHANGE HABIT (Response to situation)

Individual * Resistance

FEAR OF THE UNKNOWN (Uncertainty about the ability to adopt to future)

ECONOMI C FACTOR (Earnings)

SECURITY (Job ,Status)

* Affected by needs ,perception & personality of people.

ORAGANIZATIONAL RESISTANCE TO CHANGE

Threat to established RESOURCE ALLOCATION

STRUCTURAL INERTIA (Social, relationships equilibrium in organization) LIMITED FOCUS OF CHANGE (Organization: a set of interdependent subsystems change in one subsystem affects all) GROUP INERTIA

Threat to established Power relationships (eg. Participative/ delegated decision making: A Threat)

ORGANIZATIONAL RESISTANCE

Threat to EXPERTISE

(majority prevails over minority view)

 Educating employees Employee involvement

Facilitation (counseling/consultants)
Negotiations Manipulation and Co- Optation

( involve unions etc) Coercion

Activities contributing to effective change management

EFFECTIVE CHANGE MANAGEMENT

1.

5. Sustaining momentum Providing resources for change Building a support system for change agents Developing new competencies and skills

Motivating change

Creating readiness for change Overcoming resistance to change

2. Creating Mission

a vision
3. Developing Political Support Assessing change agent power Identifying key stakeholders Influencing stakeholders

Reinforcing new behaviors

4. Managing the transition
Activity planning Commitment planning

Valued outcomes Valued conditions Midpoint goals

Management structures

MANAGING CHANGE

LEWINS 3 STEP MODEL: (Kurt Lewin, Father of modern social psychology)

MOVE OR TRAIN

UNFREEZE
change existing Situation Unlearn (explain benefits to Change motivate) Diagnoise problems

RE -FREEZE

Shift to different Revised Behavior Behavior of performance becomes new norms (Employees get convinced) (Assimilate change Implement change feedback in organization . Constant reinforcement to avoid employees reverting back) Monitor

TICHY AND DEVANNA MODEL

ACT I AWAKENING ACT II MOBILISING ACT III RE-INFORCING

NADLER AND TUSCHMAN MODEL

ENERGISING ENVISIONING

ENABLING

Beckhard & Harris:

C= (ABD)>X
Where, C=change A=level of dissatisfaction with status quo B= clean direction or goal D=steps

Content of change VS. Process of change