C Ch ha an ng ge e a an nd d K Kn no ow wl le ed dg ge e M Ma an na ag ge em me en nt t M Mo od d 1 1

O Ov ve er rv vi ie ew w o of f s sy yl ll la ab bu us s
Change: Introduction, meaning, need, implications.
Personal change: Meaning, understanding personal change, personal change process
Components of personal change: self awareness, self analysis, self efficacy, self esteem
Organizational roles: making organizational roles effective and role efficacy, Importance.

I In nt tr ro od du uc ct ti io on n t to o c ch ha an ng ge e
Change has no beginning and no end. It is a continuous process. we live in the era of
constant change.
It can be defined as The process by which individuals, groups and organizations sense and
respond to the necessity for change has been the focus of much research and practical
attention in recent times.

If there was a perfect socio-technical organization and if the scientific market and technical
environment were stable and predictable, there would be no pressure for change, however
that is not the case.

M Me ea an ni in ng g o of f c ch ha an ng ge e


Change is concerned with making things different.
Change intervention is a planned action to make things different.
From birth to death change is our constant companion.
The person who acts as catalysts and assume the responsibility for managing the change
process is the change agent.

L Le ev ve el ls s f fo or r c ch ha an ng ge e

Changes take place on 3 levels
Self
Team or organization
The larger system

N Ne ee ed d f fo or r c ch ha an ng ge e
Change needs to be facilitated on all three levels to become sustainable.
If change is forced on people, normally problem arise.
Change must be realistic, achievable and measurable.
Before starting organizational change, ask oneself: what is to be achieved with this change,
why, and how will it be known that the change has been achieved? Who is affected by the
change and how will they react to it?

T Th he e p pr ri in nc ci ip pl le e c ca au us se es s o of f c ch ha an ng ge e i in n w wo or rk k e en nv vi ir ro on nm me en nt t

Mission (goal that drives a organization)
Workload (increase or decrease)
Political (different style of administration, power or authority)
Environment (internal and external influence)
Change in management (individuals approach)
Resources (budgetary fluctuations ex: outsourcing)
Technological (today becomes tomorrow)


I Im mp pl li ic ca at ti io on ns s t to o c ch ha an ng ge e


D De en ni ia al l
When things change, especially unexpectedly, the first and very normal reaction is to deny it;
denial is a coping mechanism.
An individual approach change with the attitude that is change is ignored and awaited long
enough, it will go away and things will get back to normal.
B Ba ar rg ga ai in ni in ng g a an nd d n ne eg go ot ti ia at ti in ng g
Even when perceived that the situation change wont go away, individual still firmly believe
that things worked better before the change.
So then try to bargain for reinstating the old system.
They also campaign for a return to the good old days
A An ng ge er r
When one can do nothing about it, they get angry.
Anger comes in many forms and can be directed at those responsible for the change, at those
closest to one, and even at oneself. But there is no logic to be angry.
One can experience a single phase or mixture of these phases.


P Pe er rs so on na al l c ch ha an ng ge e
If you can change your mind, you can change your life.
The only person who can change your mind is YOU. No change will take place unless you
allow it.
Your mind is such a powerful tool that whatever you keep in it will affect your whole
experienced life.
If you believe that there is nothing you can do about anything, then you are quite right. But
if you believe that youve got unlimited potential available to you, then you are
probably even more right.

S So om me e o of f t th he e t th hi in ng gs s y yo ou u m mi ig gh ht t w wi is sh h t to o c ch ha an ng ge e
Unwanted emotional reactions empowering emotions
Limited








M Me ea an ni in ng g
Personal change is defined as means of improvement in an individuals life.
The aim of personal change involves tapping the unlimited potential available in the
individual.
Personal change is a process of movement of an individual from current undesirable level to
a desirable level of behavior to improve the organizational and individual effectiveness and
efficiency.
Personal change is possible by oneself or by seeking the help of professionals or well
wishers.

P Pe er rs so on na al l c ch ha an ng ge e p pr ro oc ce es ss s


D Di is sc co ov ve er ry y
Personal change happens through a journey of discovery.
You need to find out more about yourself; how to do things, how you have been limiting your
options, how you have created your current situation for yourself.
The only prerequisite for starting this journey is that you are willing to learn.
If you realize that there is something to learn, then you can learn it.
If you realize that there are things you have not yet understood about yourself and about life, then
you can understand them.

C Cl le ea ar ri in ng g
The mind contains many wrong answers.
Change is the process of realizing and rejecting the wrong answers one has used.
Clearing the wrong answer is very easy, once you discover what it is really about.
Clearing your mind puts things in their right place and it brings a greatly increased emotional and
mental clarity.
P Pr ro og gr ra am mm mi in ng g
To function in life, we all depend on a whole lot of mental programs. These programs are the
subconscious patterns that determine how we think and respond to situations.
It is how you do things.
Programming is the process of establishing useful ways of HOW to do things.
That might involve the discovery of how you already do things, the construction of more
powerful methods, and the retraining of your subconscious.
It is very important to engage your subconscious mind in any desired change that you wish to
make.

P Pr ro oc ce es ss si in ng g
Personal change can be pursued systematically by engaging in various process.
A process is a distinct activity that addresses an existing situation and gradually changes it into
something else.
Processing is the ongoing activity of working on areas where change is desired.
Processing is not doing something to you. It is simply an educational vehicle to help you change
your own way of being for the better.


J Jo oh hn n f fi is sh he er r m mo od de el l o of f p pe er rs so on na al l c ch ha an ng ge e
John fishers model of personal change- the transition curve- is an excellent analysis of how
individuals deal with personal change.
This model is an extremely useful references for individuals dealing with personal change
and for managers and organizations helping staff to deal with personal change.


A An nx xi ie et ty y ( (c ca an n I I C Co op pe e? ?) )

It lie outside ones range of understanding of control.
Individuals are unable to adequately picture the future.
When individuals do not have enough information to allow them to anticipate behaving in a
different way within the new system of org and they are unsure, how to adequately construct
acting in the new work and social situations.

H Ha ap pp pi in ne es ss s ( (A At t l la as st t s so om me et th hi in ng g i is s g go oi in ng g t to o c ch ha an ng ge e) )

It occurs when ones viewpoint is recognized and shared by others.
The impact of this is twofold.
At the basic level, there is a feeling of relief that something is going to change, and not continue
as before.
Whether the past is perceived positively or negatively, there is still a feeling of anticipation, and
possibly excitement, at the prospect of improvement.

In the another level, there is the satisfaction of knowing that some of the thoughts about the old
systems were correct and that something is going to be done about it.
In this phase we generally expect the best and anticipate a bright future, placing out own
construct system onto the change and seeing ourselves succeeding.

The dangers in this phase is that of the inappropriate psychological contract.
Individuals may perceive more to the change, or believe that they will get more from the change
than is actually the case.
The organization needs to manage this phase and ensure unrealistic expectations are managed
and redefined in the organizations terms, without alienating the individuals.
F Fe ea ar r ( (w wh ha at t i im mp pa ac ct t w wi il ll l t th hi is s h ha av ve e? ? H Ho ow w w wi il ll l i it t a af ff fe ec ct t m me e? ?) )
The awareness of an imminent incidental change in ones core behavioral system.
People will need to act in a different manner and this will have an impact on both their self
perception and on how others externally see them.
They see little change in their normal interactions and believe they will be operating in much the
same way, merely choosing a more appropriate, but new, action.

T Th hr re ea at t ( (t th hi is s i is s b bi ig gg ge er r t th ha an n I I t th ho ou ug gh ht t! !) )
The awareness of an imminent comprehensive change in ones core behavioral structures.
They may perceive a major lifestyle change, one that will radically alter their future choices and
other peoples perception of them.
They are unsure as to how they will be able to act/react in what is, potentially, a totally new and
alien environment-one where the old rules no longer apply and there are no new ones
established as yet.

G Gu ui il lt t ( (d di id d I I r re ea al ll ly y d do o t th ha at t? ?) )
Awareness of dislodgement of self from ones core self perception.
Once the individuals begins exploring their self perception, how they acted/reacted in the past
and looking at alternative interpretations they begin to redefine their sense of self.
It generally involves identifying what are their core beliefs and how closely they have been to
meeting them.
Recognitions of the inappropriateness of their previous actions and the implications for them as
people can cause guilt as they realize the impact of their behavior.

D De ep pr re es ss si io on n ( (w wh ho o a am m I I? ?) )
It is characterized by a general lack of motivation and confusion.
Individuals are uncertain as to what the future holds and how they can fit into the future world.
Their representation are inappropriate and the resultant undermining of their core sense of self
leaves them adrift with no sense of identity and no clear vision of how to operate.

D Di is si il ll lu us si io on nm me en nt t
This phase is where the awareness of ones values, beliefs and goals are incompatible with those of
the organization.
The pitfalls associated with this phase are that the employees becomes unmotivated,
unfocused and increasingly dissatisfied and gradually withdraws their labour, either
mentally or physically by resigning.

H Ho os st ti il li it ty y ( ( I I l ll l m ma ak ke e t th hi is s w wo or rk k i if f i it t k ki il ll ls s m me e! !! !) )
Continued effort to validate social predictions that have already proved to be a failure.
The problem here is that individuals continue to operate processes that have repeatedly failed to
achieve a successful outcome and are no longer part of the new process or are surplus to the new
way of working.
The new processes are ignored at best and actively undermined at worst.

D De en ni ia al l ( ( c ch ha an ng ge e? ? W Wh ha at t c ch ha an ng ge e? ?) )
The stage is defined by a lack of acceptance of any change and denies that there will be any
impact on the individual.
People keep acting as if the change has not happened, using old practices and processes and
ignoring evidences of information contrary to their belief systems.

C Co om mp po on ne en nt ts s o of f p pe er rs so on na al l c ch ha an ng ge e



1 1. . S Se el lf f A An na al ly ys si is s
Self analysis has to do with analyzing oneself, when an individual understand himself.
The change process becomes easier and comfortable.
Personal SWOT analysis
Self analysis helps a person in understanding
Suitable aptitude for a given job.
Capable of handling roles and responsibility.
Stress tolerance level

S Se el lf f a an na al ly ys si is s ( ( A As sk k O On ne es se el lf f) )
Why did I choose this course?
Which parts of this experience did I really enjoy?
Which parts did I find frustrating or boring?
Which bits was I best at?
Which bits did I find a struggle?

2 2. .S SE EL LF F A AW WA AR RE EN NE ES SS S
When you know who you are, you may have to change; and some people just do not want to
change because changing demands effort!
Self-awareness requires honesty and courage ... to get in touch with what we are thinking and
feeling and to face the truth about ourselves.
S Se el lf f- -a aw wa ar re en ne es ss s
Knowing your own strengths, limitations, needs, values, biases, skills, trust radius,
intentionality, pressures, resilience, internal signals, etc.
Emotional self-awareness: recognizing emotions and their effects
Accurate self-assessment: knowing strengths and weaknesses
Self-confidence: strong sense of self-worth and capabilities
S Se el lf f a aw wa ar re en ne es ss s

The better you understand yourself, the better you are able to accept or change who you
are.
Being in the dark about yourself means that you will continue to get caught up in your own
internal struggles and allowed outside forces to mould and shape you.
S Se el lf f a aw wa ar re en ne es ss s
Self awareness can be defined as the ability to perceive ones own existence, including ones own
traits and behaviors.
Once an individual is aware about self, there are chances of better managing self and the
behavioral patterns and also the functions effectively.

W Wh ho o i is s a a s se el lf f a aw wa ar re e p pe er rs so on n? ?
Who knows about his strengths and limitations
Had a clear idea of ones priorities
Who is aware of ones attitudes values and beliefs
Who is aware of his fears and anxieties and the defenses used to protect his sanity
Who knows how his behavior can impact others
Who is aware of his feeling and emotions and how they affect oneself and others
Who had relatively stable and strong self image and is not unduly perturbed by what others
say about oneself.

S Se el lf f a aw wa ar re en ne es ss s h he el lp ps s t to o
Gain clarity on what you really want
Set intention
Spark creativity
Effectively use imagination
Build focus, concentration and discipline
Release your inspiration.

Self-Awareness According to Sigmund Freud


3 3. . S SE EL LF F- -E ES ST TE EE EM M

W WH HA AT T I IS S S SE EL LF F- -E ES ST TE EE EM M? ?
It involves one's mental perception of one's qualities, not of one's physical features.
Self esteem is defined as a persons self image at an emotional level.
Most people's feelings and thoughts about themselves fluctuate somewhat based on their daily
experiences.
The grade you get on an exam, how your friends treat you, ups and downs in a relationship-all can
have a temporary impact on your wellbeing.

Psychologists usually regard self-esteem as an enduring personality characteristic (trait
self-esteem), though normal, short-term variations (state self-esteem) occur.
Self-esteem can apply specifically to a particular dimension (for example: "I believe I am a good
writer, and feel proud of that in particular") or have global extent (for example: "I believe I am a
good person, and feel proud of myself in general").

W Wh he er re e D Do oe es s S Se el lf f- -E Es st te ee em m C Co om me e F Fr ro om m? ? / /S So ou ur rc ce e o of f s se el lf f e es st te ee em m
Our self-esteem develops and evolves throughout our lives as we build an image of
ourselves through our experiences with different people and activities.
Experiences during our childhood play a particularly large role in the shaping of our basic
self-esteem.
When we were growing up, our successes (and failures) and how we were treated by the
members of our immediate family, by our teachers, coaches, religious authorities, and by
our peers, all contributed to the creation of our basic self-esteem

H He ea al lt th hy y S Se el lf f- -E Es st te ee em m
Childhood experiences that lead to healthy self-esteem include-
being praised
being listened to
being spoken to respectfully
getting attention and hugs
experiencing success in sports or school
having trustworthy friends

L Lo ow w S Se el lf f- -E Es st te ee em m
Childhood experiences that lead to low self-esteem include-
being harshly criticized
beaten
being ignored, ridiculed or teased
being expected to be "perfect" all the time
experiencing failures in sports or school

S Se el lf f- -e ef ff fi ic ca ac cy y

self-efficacy is defined as people's beliefs about their capabilities to (perform a task)
produce designated levels of performance that exercise influence over events that affect
their lives.
Self-efficacy beliefs determine how people feel, think, motivate themselves and behave.
A strong sense of efficacy enhances human accomplishment and personal well-being in many
ways.
People with high assurance in their capabilities approach difficult tasks as challenges to be
mastered rather than as threats to be avoided.
Such an efficacious outlook fosters intrinsic interest and deep engrossment in activities. They
set themselves challenging goals and maintain strong commitment to them.

E Ef ff fe ec ct t o of f s st tr ro on ng g S Se el lf f- -e ef ff fi ic ca ac cy y
They quickly recover their sense of efficacy after failures or setbacks.
They approach threatening situations with assurance that they can exercise control over
them.
Such an efficacious outlook produces personal accomplishments, reduces stress and lowers
vulnerability to depression.

O Or rg ga an ni iz za at ti io on na al l r ro ol le es s
Personal change has a direct impact in an organization and the roles that individuals play.
In a social system an organization has roles with expectations that require individuals to
perform certain tasks called job duties.
When the individual occupies a position, it becomes a role. It has been defined as set of
behaviors enacted by a person as a result of his occupying a certain position in the org
An org can be defined as a system of roles.
A role itself is a system from the individuals point of view, there are 2 roles systems.
The system of various roles that the individual carries and performs is called role space
The system of various roles of which his role is a part is called role set.
R Ro ol le e s sp pa ac ce e
Each individual occupies and plays several roles.
A person can be a daughter, mother, a sales person, a member of a club of a voluntary org.
All these roles constitute the role space of the person.
R Ro ol le e s se et t
The individual has his personality and needs. All these aspects interact with each other and to
some extent get integrated into a role.
Role set is a pattern of interrelationship b/w one role among many others.
M Ma ak ki in ng g o or rg ga an ni iz za at ti io on n r ro ol le es s e ef ff fe ec ct ti iv ve e
Effectiveness in organizational roles is the key to the success of any organization.
Employees can be motivated to have consistently high performance if their roles were designed
in a suitable way that matches their personalities.
Role effectiveness depends on:
Having high role efficacy on the part of the role occupant
By developing a style and strategy to cope with the role conflict and stress

O Or rg ga an ni iz za at ti io on na al l R Ro ol le e e ef ff fi ic ca ac cy y
Role efficacy means the
potential effectiveness of an individual occupying a particular position in an organization.

R Ro ol le e E Ef ff fi ic ci ie en nc cy y

The performance of a person working is an organization depends on his own potential
effectiveness, technical competence & managerial experience as well as on the design of the
role that he performs in an organization.

It is the integration of the two (the person & the role. that ensures a persons effectiveness.
Unless a person has the requisite knowledge, technical competence & skill required for the
role, he cannot be effective.

T Th he e T Te en n A As sp pe ec ct ts s o of f R Ro ol le e E Ef ff fi ic ca ac cy y
Role efficacy has ten aspects to consider. These aspects can be classified into three groups, or
dimensions namely, role making, role centering and role linking.
"Role making" is an active attitude towards the role, i.e. defining and making the role one likes to
take on.
"Role centering" is concerned with increasing the power of the role, making it more important.
Role linking" is concerned with extending the relationship of the role with other roles and
groups. The three dimensions have been further subdivided into the ten aspects of role efficacy


O Or rg ga an ni iz za at ti io on na al l R Ro ol le e e ef ff fi ic ca ac cy y

R Ro ol le e m ma ak ki in ng g
1.Self- role integration: every person has strength, experience, technical training, special skills,
and some unique contributions to make.
When his role provides him with greater opportunity for using such special strength, his role is
likely to be higher.

2.Pro-activity : A person who occupies a role responds to the various expectations that people in
the organization have from the role.
While this certainly gives him satisfaction, it also satisfies others in the organization. Pro-activity
contributes to more to efficacy.

3.Creativity: To be creative and try new and unconventional ways of solving problem is
important and it increases their role efficacy

4.Confrontation: The tendency to confront problems and find relevant solutions contributes to
efficacy.

R Ro ol le e C Ce en nt te er ri in ng g
5.Centrality: If a person feels that the role he occupies is central to the organization his role
efficacy is likely to be high.

6.Influence: The more influence a person is able to exercise in his role, the higher its efficacy
is likely to be.

7.Personal growth: Role efficacy is the perception that the role provides the individual with
an opportunity to grow and develop.

R Ro ol le e L Li in nk ki in ng g
8.Inter-role linkage: Linking ones role with others in the organization increases efficacy.

9.Helping relationship: If person performing a particular role feels that he can get help from
some source in the organization whenever the need arises, he is likely to have higher role
efficacy.

10.Super ordination: when a person performing a particular role feels that what he does is
likely to be of value to larger group, his efficacy is likely to be high.

E En nd d o of f m mo od du ul le e- -1 1
Thank you