Schein's Typology of Change There are 3 types of change. 1. Natural evolutionary change 2. Planned and managed change 3.

Unplanned revolutionary change 1). Natural Evolutionary Change: It is a kind of change that takes place all the time in an organization by itself. It takes place in an evolutionary manner, knowingly or unknowingly. It may be progress leading to growth or regressive leading to organizational illness and death. 2). Planned and managed change: It is a type of a change where the pace and direction of change can be managed. Manager can control and plan the change process. The change implemented can be stabilized and integrated. It can be 1st order and 2nd order change. 3). Unplanned revolutionary change: It is a type of change which is the impact of unstable environment or organization's strategy and systems, e.g. MCB (Muslim Commercial Bank) changes his name MCB Bank. Now they just use the 3 words MCB for their name (not in the old sense i.e. Muslim Commercial Bank).

Organizational Learning and Learning Organization

Learning: It is the relatively permanent change in behavior. Organizational Learning: When people/employees learn the new skills, new knowledge, new techniques. Def: - "It is the process of continuously developing the existing system and process and enhancing the current activities and as a result creating new goals and objective." Learning can be of three types.

1. Single-loop learning It is known as 1st order change. 2. Double-loop learning It is known as 2nd order change. 3. Triple-loop learning Triple loop learning means how effectively utilized single and double loop learning. Or It tells us that when to have single loop and when to have double loop learning. ydutS esaC

"Why transformational leadership fails"

Questions about Error # 1 At the start of a change project what do people look like? Is phase-1 of change easy? What is paralyzed management? Phase requires leaders or managers? Who is the key if the aim is to renew the (a) whole company (b) a division? Why do we need outsiders to bring bad information? When is urgency rate high enough? Questions about Error # 2 Who is included and excluded from the coalition of a successful transformation? Does the coalition perform outside the current hierarchy? Why? What is the purpose of out-site to retreats? Why a company fails in phase2? Questions about Error # 3 How is a vision developed in transformation and what are its qualities? What is the rule of thumb for creating a good change vision? What are the general patterns of communication? What happens in the absence of a good vision?

Questions about Error #4 What do we mean by troops? How can executives communicate a vision? What are the different obstacles faced during change. Which is the worst of all? What is the role of pressure creation is a change effort? Questions about Error #5 How long does it take for change to integrate into an organization's culture? Questions about Error #6 How to change resistors stop change? Questions about Error #7 1. Which 2 factors are most important in institutionalizing change? Questions about Error #8

Resistance to Change Whenever we have change either Alpha or Gama level we have to face resistance. Resistance: "It is the pushback we face when we are changing a structure or a system." Or "It is the natural reaction of individuals towards anything that challenges their status quo." Or "It is the sum of all forces that try to maintain the status quo, and function against change." Resistance can be observed in two forms in organization: 1. Actively Direct resistance/ reaction e.g. "Absolutely not, this change can't be made." 2. Passively Running away from change or making excuses e.g. "I don't have time to obtain the meeting."

Reasons for Change: 1. Attachment to the current systems , values 2. Lack of competence 3. More satisfied with status quo. 4. Old mindset beliefs. 5. Prefer comfort zones 6. Lack of motivation 7. Fear or threat of Job loss, status loss. 8. No clear vision 9. When change is perceived as fad 10. Poor communication 11. When employees are not consulted or involved 12. Lack of benefits and rewards for change

2) => lack of competence: Shifting of traditional Banking systems to online systems mostly the employees in Banks are not competent to the new systems. They feel problem while surfing the net. Fad: A style, activity or interest which is very popular for a short period of time

Managing or Overcoming the Resistance: The concept of managing resistance was first introduced by Kurt Lewin in 1940's. Lewin also developed a scientific technique for analyzing resistance known as "Force Field Analysis". Generally rsistance can be: 1. Openly communicated and share information 2. Ensure open communication, participation and education. 3. Communicate the logic of change / reason of change through circles, magazines and groups presentation

4. Use negotiating strategies e.g. Golden handshakes and MOUs (Memorandum of Understanding). 5. Allow employees to express their views. 6. Communicate goals and measure and evaluate performance 7. Avoid surprises, provide/ give sufficient time to employees to adjust and get mentally prepared 8. When there is no other way then as a last resort change can use force and coercion e.g. transfer, dismissals and edicts. Edict: An official order, especially one which is given in a forceful and unfair way. Memorandum of Understanding: A temporary written agreement between two companies or employer and employees, etc. that explains how they intend to do business with each other and what their relationship will be Force Field Analysis: It is a technique for analyzing resistance in a change effort. It examines: 1) Supporting forces 2) Restraining forces

-tive Force

Restraining Forces D D

Supporting Forces

+tive Force Current Status Desired Future Status Model: Force Field Analysis