Change Management Module Participant Manual

Change Management Module Participant Manual
Change Management Module

Table of Contents
CM
Introduction 2
Some facts about change 2
Definition of change management 3
Why organizations Change? 3
Some forces driving change
 Internal Forces 3
 External Forces 3
Common success factors in change projects 4
Levels of change
 Individual Level 4
 Group Level 4
 Organizational level 5
Degrees of change 5
What to change 5
Change Team 5
Change Models
 ADKAR model (PORSCI) 6
 Freeze phases model (Kurt Lewin) 8
 Mckinsey's 7S framework 12
 Congruence model 15
 Kotter eight stage change model 18
Adjustment tools to change
 Grief cycle 21
 Positive change cycle 24
Why change initiative fail 25
Resistance to change: A major reason for change efforts failure
 Definition of resistance 26
 Why people resist change? 26
 How to overcome resistance to change? 27
Managing organizational change development 28
Categories of organizational change development
 Human process applications 28
 Technological interventions 29
Change management lessons 30
Mrs. Hala Abdel Meguid Omar CM - 1

Change and uncertainty have always been part of life but what is
CHANGE shocking is the quantum and speed of change that is occurring in
MANAGEMENT today’s world. It is, undoubtedly, true that the impact of change has
affected the business and social life of human beings. As such, change
has become a primary characteristic of today’s world and those
seeking to survive, become successful and ahead of competition
should continuously seek and adopt new ideas or behaviors that allow
them to become leaders in their domains. It is the individual’s choice in face of change
to respond in one of the following manners:
 Believe that we are victims of change.
 Stand and wait for change to occur and then react accordingly.
 Criticize the situation and never think of ways to handle change.
 Navigate into various possible behaviors after anticipating the change and,
thus, take a proactive approach.
SOME FACTS ABOUT CHANGE
 Change itself is a fact of life.
 Change upsets the people’s understanding of the reality of things in addition to
initiating risks of failure when change occurs.
 Change takes time and persistence.
 Change is a universal phenomenon and those willing to succeed should be
proactive at all times.
 Today’s world is characterized by a rapid and fast speed of change. Thus,
organizations seeking survival and prosperity should continuously be prepared
to quickly adapt to new situations.
 Market changes are rapid and radical forcing organizations to reinvent
themselves.
 Success in today’s world does not depend on just surviving.
 Organization should anticipate change even when things are going right.
 Change should be viewed as a tool for creating new opportunities for the
organization.
 Successful change efforts require planning, organization, resources and actions.
 Change is a sign of learning organizations.
 Individuals go through different stages during change and thus have different
needs at different stages.
 Change is a highly personal experience that is made by individuals and not
organizations.

 Change is situational as it involves movement to a new state and thus involves

psychological changes during the transition period.
DEFINITION OF CHANGE MANAGEMENT
 The movement of people from current state to desired state that leads to
improvement through a set of planned and integrated interventions.
 A structured process and set of tools for leading the people side of change.
 A shift from one way of doing things to a different way of doing things.
 A set of processes that is employed to insure that change has been
implemented in an orderly, controlled and systematic way.
 A structured approach, plan or methodology to managing the process of
changing individuals, teams, organization or society at large.
 A structured approach related to the transition of individuals, teams and
organizations from current state to desired future state.
WHY ORGANIZATIONS CHANGE?
 Performance improvement.
 Waste and inefficiency reduction.
 Management control and employee satisfaction improvement.
 Quality and organization productivity improvement.
 Competition and changes in the market environment.
 Achievement of desired business results.
 Changes in legal, political, economic or social framework.
 Changes in technology leading to technological obsolescence or new product
opportunities.
SOME FORCES DRIVING CHANGE
 Internal forces:
 Desire to increase profitability.
 Reorganization to increase efficiency
 Conflicting roles between departments.
 Introduction of new technology.
 Change in the organization strategies.
 Changing organizational culture.
 Implementing high performance work systems (HPWS).
 External forces:
 Globalization.

 Technological trends.
 Changes in the nature of work.
COMMON SUCCESS FACTORS IN CHANGE PROJECTS
 Planning: Developing and documenting the objectives that need to be achieved
by the change program and the means to achieve them.
 Defined governance: Establishing appropriate organization structures, roles
and responsibilities for the change that engages stakeholders and support the
change efforts
 Commitment: Ongoing commitment at the top and across the organization to
guide organizational behavior and leading by example. A committed workforce
is distinguished by the following characteristics:
 A sense of belonging to the organization.
 Confidence in management leadership.
 Sense of excitement in the job.
 Individuals willing to make things happen not just favoring change.
 Informed stakeholders: Encouraging stakeholders’ participation & commitment
to change, by employing open and constructive communication approaches to
create awareness and understanding of change throughout the organization.
 Aligned workforce: Identifying the human impact of change and developing
plans to align the workforce to support the changing organization.
LEVELS OF CHANGE
 Individual level
Input Design components Output

 Organization  Task identity
design  Task significance Goal
Individual
 Group design  Feedback on results variety
Effectiveness
 Personal traits  Autonomy
 Group Level

 Task structure
Organization  Group composition Goal
Team
design  Group norms clarity
Effectiveness
 Team functioning

 Organizational level

 General  Technology structure
environment  HR systems
Culture Organizational
 Industry  Measurement systems
Effectiveness
structure  Organization strategy
DEGREES OF CHANGE
 Evolutionary: Continual improvement that takes place within already accepted
frameworks, value systems or organizational structures that is necessary for the
organizational survival and success. Therefore it is:
 Concerned with incremental improvements
 Based on existing systems
 Fine tuning of already existing systems like for example process
improvement.
 Revolutionary: This is a rapid change that alters accepted frameworks system
or organizational structures. For example, a breakthrough radical innovation
WHAT TO CHANGE?
 Strategic change: This is an organizational renewal which involves change in
the company's strategy, mission and vision. This change would, undoubtedly,
have repercussions throughout the organization.
 Cultural change: this involves adopting new values, what employees should or
should not do.
 Procedural change: this involves reorganizing the company department
structure, coordination, span of control, reporting relationships, tasks, decision
making procedures.
 Technological change: Organization development practitioners are involved in
changing the firm's structure, methods and job design using technologically
structural interventions, for example; employees collect data on the company's
current structure and then jointly redesign and implement the new structure.
CHANGE TEAM
 Change committee: It must include:
 Upper management.
 Supervisors from affected areas.
 Change leader/manager who will lead the committee.

 Training and performance analyst who can determine the training needs
for the new implemented system.
 Change agent: The person who as a catalyst assume the responsibility for
managing change activities i.e. anyone who possesses enough knowledge and
power to guide and facilitate change efforts. A change agent applies
transformational leadership in order to be able to:
 Help develop a vision.
 Communicate the vision.
 Act consistently with vision.
 Build commitment to vision.
To achieve the change agent role, the following skills:
 Ability to solve complex business problems.
 Excellent interpersonal skills with special emphasis on empathy,
perseverance and persuasion.
 Strong communication skills.
 Ability to work with challenge and ambiguity.
 Deal with conflict constructively.
 Analytical skills.
 Project management skills.
CHANGE MODELS
ADKAR MODEL (PORSCI)
 It is related to the process for individual change and thus, it looks at the
psychological side of change.
 It emphasizes that successful organizational change occurs only when each
person is able to transition successfully i.e. successful individual change leads to
organizational change.
 Assumptions:
 People change at different speeds.
 Individual change must be customized and care must be given to
matching change project phases to people change phases.
 Organizations must help employees during the transition phase
through:
 Gathering information from people on what is working (systems,
processes …etc.) and problem areas.
 Distinguishing between resistance to change and objections to
proposed solutions and design.

 The following figure depicts the model:
A Awareness: Need for Change
D Desire: Participation and support of change
K Knowledge: How to change
A Ability: New skills and behaviors implementation
R Reinforcement: Keeping change in place
 Brief description of the five components of the model

 Awareness:
 Understanding why change is necessary is the first aspect of
successful change.
 Explaining the reasons and thoughts that is behind required
change.
 It is the stage where communication is highly essential because it
allows individuals to fully understand why change is necessary.
 Desire:
 Individuals take a decision to participate in change.
 Building a desire to participate in change efforts can only
happen:
 Individuals are fully aware of change reasons.
 Individuals are provided with incentives which create a
desire in them to be a part of change.
 Knowledge:
 It involves transferring knowledge about change.
 This could be done through activities like training, coaching and
mentoring.
 Knowledge includes:
 What to do during the transition?
 How to perform once change is implemented

 Ability:
 Knowledge involves the theoretical part on how to change,
whereas actual performance reflects the ability to implement
change
 This is achieved through coaching and putting theory into
practice.
 Reinforcement:
 Ensuring that the change will stay in place – sustained change –
and those individuals will not revert to old ways.
 This is achieved through:
 Positive feedback
 Reward system
 Recognition
 Performance measurement and taking corrective actions.
 Why use ADKAR model?
 Focusing on the individual enables measurement of the progress of the
change project and the provision of assistance when needed.
 Communication strategies can be focused as the model directs change
activities. In other words, it describes the outcome of each stage
(Awareness, Desire, Knowledge, Ability and Reinforcement)
 It allows managers to identify specific roles. For example, an individual
struggling with change may:
 Need knowledge and information on how to change and thus
training could be a means of providing the theoretical part of
change.
 Individuals may lack the necessary skills and behavior to
implement the change initiatives and thus, managers may
need to work closely with the individual, coaching them and
giving them confidence.
FREEZE PHASES MODEL (KURT LEWIN)
 A model that is used for planned change.
 The freeze model suggests that change involves a move from one static state
via a state of activity to another static status quo through a three-stage process
of managing change: unfreezing, changing and re-freezing.
Unfreeze Change/Move Freeze

Create the right Support change to Reinforce to
environment desired state anchor change
 Stages:
 Unfreeze: Creating motivation to change. Thus it involves the process
of letting go of certain restricting attitudes during the initial stages of
change project. The objectives of this stage are:
 Encourage replacement of old behavior and attitudes with those
desired by the management of the organization.
 Devising ways to reduce barriers to change and thus creating
psychological safety.
 Demonstrating the need for change as well as communicating
desired future to engender commitment.
There are a number of techniques that can be used at this stage. Those
techniques aim at taking people from a state of being unready to change
to being ready and willing to take the first step. Such techniques
include:
 Burning the platform: This techniques aims at creating a crisis.
Thus, it involves showing people that staying in the current
status is not an option and if no change is initiated, a disaster will
occur. This is done by looking for a crisis and drawing the
attention of others to it.
 Challenge: A technique that aims at inspiring people to achieve
remarkable things. In order to do that, it is necessary to
stimulate people and show confidence in their ability to get out
of their comfort zone and do what has not been done before.
 Evidence: This is based on finding information, data, statistics …
etc. that support the need for change. There is no doubt that
core hard evidence is an effective way of changing the minds
who are arguing against change.
 Education: This involves teaching people about the need for
change, how embracing change is an effective life strategy, the
methods of change and how to be logical and creative in
improving the processes and the organization as a whole.
 Management by Objectives (MBO): A management approach
that tells people what needs to be done and leaves them to
decide how it should be done. Consequently, the success of this
approach is highly dependent on setting specific, measurable,
attainable, realistic and timely objectives –SMART objectives.
Once this is done individuals are left to determine how to reach
those expected results. It is important, at this stage, to

encourage them to think “outside the box” for creative new

ways to achieve the objectives.
 Visioning: This technique aims at forming a vision that induces
change – one that can motivate and inspire a large number of
people who are needed to make change happen. In order for
this to happen, the vision must be memorable, exciting, short,
believed and supported by top management.
 Change/Move: This stage attempts to create a new state of affairs i.e.
cognitive restructuring. Thus in involves an alteration of self-conception
and ways of thinking. The objectives of this stage are:
 Provide information, new behavioral models or new ways of
looking at things.
 Help employees learn new concepts.
 Identify with the new vision of the organization.
techniques help people on how to keep going within the framework of
change project. Such techniques include:
 Coaching: It is a way of helping people who are experiencing
difficulty in managing change. Thus, coaching helps in exploring
deeper motivation and beliefs about people then finding
practical ways to change their beliefs.
 Facilitation: Skilled facilitators may support the change programs
as they guide people in improving themselves as well as helping
them to work together as a team in a better and more effective
manner.
 First step: It is of ultimate importance to make the first step in
the change process as easy as possible because it is at this stage
people experience difficulties and many objections are brought
to the surface.
 Involvement: There is no doubt that involving people gives them
a sense of importance. In addition, when people are part of
something, they bond with it and make a part of their identity.
 Open space technology (OST): This is a simple but powerful toll
of getting people to openly discuss issues that are of concern to
them.
 Step wise change: It involves splitting the change program into
packages through the following steps:
 Breaking work into distinct packages.
 Talking about each package separately.

 Communicating change as a set of activities, each of which

gains specific value.
 Celebrating successful milestones.
 Freeze: This stage attempts to incorporate changes through creating
and maintain new organizational systems that reinforce desired change.
Thus, it involves solidifying or crystallizing the changes into new
permanent form for individuals. The objectives of this stage are:
 Help employees integrate the changed behavior or attitude into
their normal way of doing things.
 Create social acceptance of new behavior and link it to self-
concept.
 Positive reinforcement of desired change.
techniques take people from a state of being in transition to a stable
and productive state. Such techniques include:
 Burning bridges: A deliberate way of preventing any back sliding
by removing any methods that can facilitate going to the old
behaviors. Thus, managers should be strongly motivated and
committed to continue with the new situation.
 Evidence stream: This method aims at providing a steady
stream of evidence demonstrating that change has successfully
occurred. Steady stream of evidence is needed because people
are not always convinced by few pieces of early evidence. This
could be done by:
 Getting people who have been involved in the change project
to tell their success stories and the challenges they faced and
how they have overcome it.
 Trusted people should communicate that change is real
especially to those people who are doubtful.
 Institutionalization: It is essential to build change into the
organization’s formal systems and structure, thus, making sure
that change is an organizational standard. This could be done
by:
 Putting change into primary strategic plan.
 Ensure that the new set of standards is those that people will
be assessed against in the personal performance reviews.
 Reward alignment: Individual and group rewards should be
associated with the desired behavior.

 Socialize: This means that change should be built into the

organization social fabric i.e. sealing change by building it into
the social structures. This could be done by giving social leaders
prominent positions into change because once those leaders feel
ownership of the change program, the will talk about it and sell it
to others.
MCKINSEY’S 7S FRAMEWORK
 It provides a framework for analyzing and improving the organization through
ensuring that all parts of the organization are working in harmony with one
another.
 It is used to analyze the current as well as the proposed situation and thereby
identifying the gap between the two situations.
 The model is one that can be applied to almost any organizational or team
effectiveness issue. If something within the organization or team isn't working,
chances are there is inconsistency between some of the elements. Once these
inconsistencies are revealed, one can work to align the internal elements to
make sure they are all contributing to the shared goals and values.
 The following figure depicts the Mckinsey’s 7S framework
Structure
Strategy Systems
Shared Values
Skills Style
Staff
 The Mckinsey model identifies seven interrelated elements categorized as:

 Hard elements: These are elements that are easy to identify and define
besides the fact that management can directly influence them. These
elements are:
 Strategy: The plan devised to maintain and build a competitive
advantage for the organization over its competitors. In other
words it provides the direction and scope of the organization
over a long period of time and, as such, it could be viewed as
means for creating a value for the organization.
 Structure: The basic organization of the company, its
departments, reporting lines, expertise and responsibilities.
Therefore, it reflects the pattern of relationship among positions
in the organization and among members within the organization.
 Systems: The formal and informal procedures that govern
everyday activities like, for example, the ordering system, capital
budgeting procedures …etc.
 Soft elements: These are more difficult to describe because they are
intangible and are most often influenced by culture. These Elements
are:
 Shared values: The values and beliefs of the company that guides
the employees towards “valued behavior” i.e. the fundamental
ideas of the values that organization members identify with and
abide by. Shared valued are considered central to the
development of all the other elements.
 Style: This is related to the managerial and leadership styles and
their effect on the overall operating approach within the
organization.
 Staff: The organization human capital and how they are
developed, trained and motivated i.e. the employees and their
general capabilities and competencies.
 Skills: The dominating attributes or capabilities of an
organization i.e. capabilities and competencies that exist within
the organization and reflects what the organization can do best.
 7S Checklist Questions: These are some questions that are needed to explore
and helps in understanding the current situation of the organization as well as
the proposed situation.
 Strategy:
 What is our strategy?
 How do we intend to achieve our objectives?
 How do we deal with competitive pressure?
 How are changes in customer demands dealt with?

 How is strategy adjusted for environmental issues?

 Structure:
 How is the company/team divided?
 What is the hierarchy?
 How do the various departments coordinate activities?
 How do the team members organize and align themselves?
 Is decision making and controlling centralized or decentralized?
Is this as it should be, given what we're doing?
 Where are the lines of communication? Explicit and implicit?
 Systems:
 What are the main systems that run the organization? Consider
financial and HR systems as well as communications and
document storage.
 Where are the controls and how are they monitored and
evaluated?
 What internal rules and processes does the team use to keep on
track?
 Shared Values:
 What are the core values?
 What is the corporate/team culture?
 How strong are the values?
 What are the fundamental values that the company/team was
built on?
 Style:
 How participative is the management/leadership style?
 How effective is that leadership?
 Do employees/team members tend to be competitive or
cooperative?
 Are there real teams functioning within the organization or are
they just nominal groups?
 Staff:
 What positions or specializations are represented within the
team?
 What positions need to be filled?
 Are there gaps in required competencies?

 Skills:
 What are the strongest skills represented within the
company/team?
 Are there any skills gaps?
 What is the company/team known for doing well?
 Do the current employees/team members have the ability to do
the job?
 How are skills monitored and assessed?
Using the information gathered, an examination of where there are gaps and
inconsistencies between elements is performed.
 The analysis process:
 Start with Shared Values: Are they consistent with organization
structure, strategy, and systems? If not, what needs to change?
 Then look at the hard elements: How well does each one support the
others? Identify where changes need to be made.
 Next look at the other soft elements: Do they support the desired hard
elements? Do they support one another? If not, what needs to change?
 An adjustment and alignment of the elements is made, one needs to
use an iterative -and often time consuming - process of making
adjustments, and then re-analyze how that impacts other elements and
their alignment.
 The end result of better performance will be worth it.
 The analysis matrix: A matrix that can be used to check off alignment between
each of the elements as one goes through the above mentioned analysis steps.
The matrix is made for the current and proposed situation.
Shared
Strategy Structure System Style Staff Skills
Values
Share
Values
Strategy
Structure
System

Style
Staff
Skills
CONGRUENCE MODEL
 It is based on the principle that an organization’s performance is derived from
four basic elements, namely tasks, people, structure and culture.
 It looks at the organizational components contributing to the organization
overall performance and create congruence in and between the four elements.
This will result in having people who are more satisfied and work will be done
more effectively.
 The higher the congruence or compatibility amongst the four elements the
higher the performance.
 The model offers a systematic way to consider the root elements that drive
organizational performance.
Culture
Strategy Work Structure Performance
People
 Steps:
 Step 1: Analyze each key element separately
 Tasks: This involves looking at the critical tasks that are done
with the organization from two perspectives: What work is done
and how it is processed. This involves answering the following
questions:

 Doe the work require specific knowledge or skill?

 What are the intrinsic rewards involved in completing the
work?
 Is the task mechanistic or creative?
 How does the work flow?
 What sort of approach is needed to do this work best?
Quick? Thorough? Caring? Analytical? Precise? …etc.
 People: This involves looking at the people who get the work
done as well as knowing what types of people are currently
performing the organization’s critical tasks. This involves
answering the following questions:
 Who interacts to get the work done? Managers, peers,
subordinates, external stakeholders.
 What skills do the people possess? Knowledge, experience,
education, competencies.
 Is there a demographic profile? Age, gender, ethnicity.
 What are these people’s preferences and expectations for
compensation, reward, career progression, recognition and
organizational commitment?
 Structure: This element involves looking at the formal structure,
systems and processes that support the organization. This
involves answering the following questions:
 How is the company organized? Mechanistic or organic.
 Are there distinct business units or other separations?
Regional, functional, by product, by market.
 How distinct and/or rigid are the lines of authority?
 How standardized is the work? Rules, policies, procedures.
 How is work measured and incentivized and rewarded?
 Culture: unwritten rules that define how work is really done –
which depends on attitudes, beliefs, commitment, and
motivation and so on, as well as the formal elements of process
and structure that you have already examined. This element is
the hardest to define, and often the one with the most influence.
This involves answering the following questions:
 What do people really do to get work done?
 How does information flow around the organization?
 What are the beliefs and values of individuals in the
organization?

 What leadership style is adopted?

 Is there a political network in play?
 Step 2: Analyze how these elements interrelate in the organization
 This step involves examining how the four elements, task,
people, structure and culture – interrelate in addition to looking
at areas of congruence and incongruence.
 Work and people: Is the work being done by the right people?
 Work and Structure: Is the work done in a well-coordinated
manner given the organizational structure in place?
 Structure and People: Does the formal organization structure
allow the people to work together effectively?
 People and Culture: Are the people working within a culture that
best suits them?
 Culture and Work: Does the culture support the nature of the
work that needs to be done?
 Structure and Culture: Do the formal and informal structures
work cooperatively or do they compete?
 Step 3: Plan to create and maintain congruence
 This step identifies areas of congruence and incongruence and
then deciding on what should be done to resolve major
incongruence and reinforce congruence.
 It is essential to set a strategy that leads to well coordinated
processes that maintain congruence between the four elements:
task, people, structure and culture.
 When the four elements fit together, they support high
performance and the end result is an organization-wide system
that functions efficiently and effectively.
KOTTER EIGHT STAGE CHANGE MODEL
 The model can be applied for all top-down change processes i.e. for projects
that have been decided at the top management level of an organization.
Establish a sense of urgency
Form a powerful coalition
Create a vision for change
Communicate the vision
Remove obstacles
Create short term wins
Anchor the changes in corporate culture
 The eight stages:

 Establish a sense of urgency:
 Examine the market and competitive realities.
 Identify and discuss crisis, potential crisis or major opportunities.
 Provide evidence from outside the organization that change is
necessary.
 Start honest discussions and give dynamic and convincing
reasons to get people talking and thinking.
 Proper preparation for the change program should be done.
 Form a powerful coalition:
 Convince people of the necessity of change. This usually
requires strong leadership and visible support from key people
within the organization.
 Identify true leaders in the organization.
 Assemble a group with enough power to lead the change efforts.
These teams are necessary within the change coalition.
 Attract influential key change leaders by showing enthusiasm
and commitment.
 Encourage the group to work together as a team.
 Create a vision for change:
 Create a vision to help the change effort. A clear vision can help
everyone understand why they are asked to do something.
 Develop a short summary (one or two sentences) that captures
what one sees as the future of the organization.
 Ensure that the coalition team can explain the vision in five
minutes or less.
 Determine the values that central to change.
 Develop strategies for achieving that vision

 Communicate the vision:

 Communicate the vision frequently and powerfully and embed it
with everything that is done.
 Openly and honestly address peoples’ concerns and anxieties.
 Build alignment and engagement through stories.
 Use every vehicle possible to communicate the new vision and
strategies.
 Keep communication simple and heartfelt.
 Teach new behaviors by the example of the guiding coalition.
 Apply the vision to all aspects of the organization operations, for
example, performance reviews.
 Remove obstacles:
 Put in place the structure for change and continually check for
barriers to it. Removing obstacles can empower the people you
need to execute the vision and can help change move forward.
 Change systems and/or structures that work against the vision.
 On the one hand, recognize and reward people for making
change happen and on the other hand, identify people who are
resisting the change and help them see what is needed.
 Take actions as quickly as possible to remove any barriers or
obstacles.
 Create short term wins:
 Nothing motivate more than success. It is, thus, recommended
that the change create short term targets and not just one long-
term goal.
 Each win that is produced can motivate the entire staff.
 Plan for and achieve visible performance improvements.
 Recognize and reward those involved in bringing the
improvements to life.
 Build on change:
 Plan for and achieve visible performance improvements.
 Recognize and reward personnel involved in the improvements.
 Reinforce the behaviors shown that led to the improvements.
 Anchor the change in corporate culture:
 Articulate the connections between the new behaviors and
corporate success.

 Make continuous efforts to ensure that the change is seen in

every aspect of the organization as this will help that change a
solid place in the organization’s culture.
 Tell success stories about the change process.
 Publically recognize key members of the original change coalition
and make sure the rest of the staff remembers their
contributions.
ADJUSTMENT TOOLS TO CHANGE

THE GRIEF CYCLE
 The aim of this tool is to help change leaders minimize the negative impact of
the change and help people adapt more quickly to change initiatives.
 A useful model that helps in explaining the emotional stages that people pass
through during the transition phase of change process.
 It is viewed as a useful perspective of understanding one’s and other peoples’
emotional reactions to change.
 The model helps leaders to put their focus on individuals because they are the
ones who can make or break change.
 Communication and involvement needs would vary according to the phase of
the change project.
 It provides a roadmap for leaders who want to understand their people and
provides suggestions on when to:
 Provide emotional support to individuals
 Determine the speed with which change should occur.
 Phases of the change process:

Shock
Denial
Anger
Bargaining
Depression
Acceptance

 Shock:
 It is the first reaction to a change projected that is announced to
people.
 The initial reaction to an announced change starts when people
realize what the change means to them personally.
 This is a critical stage for communication:
 It is essential not overwhelm people with information as they
will only be able to take in a limited amount of information at
a time.
 People need to know where to go when they want to know
more information
 Enough time should be given to answer any questions that
come up.
 At this stage, people need:
 More information about the change initiative.
 To understand what is happening and how to get help.
 Denial:
 Denial is a conscious or unconscious refusal to accept facts,
information, reality, etc., relating to the situation concerned.
 It's a temporary natural defense mechanism: people may resist
change actively or passively.
 Some people can become locked in this stage when dealing with
a traumatic change that can be ignored.
 Anger:
 It is recognition that denial cannot continue and thus a person
would experience misplaced feelings. For example, a person
would pose questions like:
 Why me, it is not fair
 How can this happen to me?
 Who to blame
 People dealing with emotional upset can be angry with
themselves, and/or with others.
 This is considered a “danger zone” for the organization” and if
managed ineffectively may lead to a serious crisis or chaos.
 At this stage, change leaders need to:

 Carefully plan and prepare for the change project taking into
consideration the impacts and objections that people may
have.
 Clear communication and support is required to minimize
the problems that people may experience.
 The reaction to change may be personal and can be
emotional. Consequently listening skills are required.
 Development of mechanisms that help in responding to the
unexpected.
 Bargaining:
 The hope that the individual can somehow postpone, delay or
neutralize the change or get an adequate compensation. For
example, the individual would ask questions like:
 What is in it for me?
 What can I do?
 It is at this stage that individuals seek to find compromises for
the situation.
 Depression:
 It is at this stage that people start to understand the certainty of
change. Therefore, it is a state of emotional acceptance.
 At this stage people may:
 Become silent.
 Refuse dialogue and much time with peers who feel the
same.
 It is an important time for grieving that must be processed and
individuals, at this stage, may pose questions like:
 Why bother with anything?
 What is the point and why are they doing this?
 Acceptance:
 The organization starts to come out of the “danger zone” and is
on the way to making a success of the changes.
 People buy-in and start to become proactive i.e. people’s
acceptance grow as they will need to test and explore what the
change means.
 Individuals become emotionally objective.
 Changes start to become second nature and people embrace the
improvements to the way they work.

 The change leader role:

 Make sure that people are well trained and are given early
opportunities to experience what the change will bring.
 Build contingency time so that people can learn and explore
without too much pressure: Become aware that this stage is
vital for learning and acceptance and that it takes time i.e.
people are not expected to be productive at their full
capacity.
 It is important to note the following:
 The cycle is not a sequential process as people may move back and forth
from one stage to another.
 The intensity of each stage is dependent on the person’s personality.
 The Extended Grief Cycle can be shown as in the chart below, indicating
the roller-coaster ride of activity and passivity as the person wriggles
and turns in their desperate efforts to avoid the change.
THE POSITIVE CHANGE CYCLE

 Not all people experience change as a bad thing: some will benefit from the
change, whilst others just find change in itself intriguing and exciting.
 The following chart provides an overview of stages of positive change:

 Uninformed optimism:
 In the first stage of positive change, the person is excited and
intrigued by the change. They look forward to it with eager
anticipation, building a very positive and often over-optimistic
view, for example that it will be much easier for them and
resolve all of their current issues.
 Though people are positively happy with the change but
unfortunately this honeymoon period does not last for a long
period of time.
 Informed pessimism:
 Individuals find that things have not all fallen into place:
 Other people have not magically become as cooperative as
they expected
 Things are just not as easy as they had expected.
 This pushes them over into a period of gloom when they realize
that perfection is not that easy to attain. This may evidence itself
in mutterings and grumblings, but still does not reach the depths
of the depression stage of negative change perception unless
the person flips into a delayed negative cycle.
 Informed optimism:
 The original optimism starts to reassert itself, now tinted by a
resignation to the reality of the situation because a positive
sense of potential begins to come back.
 People start making realistic plans and move forward with an
informed sense of optimism.
 Completion:
 Things reach a relatively steady platform of realistic and
workable action.
 The person is probably happier than they were before the
change started and, with their realistic vision, have the potential
to reach higher levels of happiness as they achieve more of their
potential.
WHY CHANGE INITIATIVES FAIL?
 The organization had not been clear about the reasons for the change and the
overall objectives.
 Organizations had failed to move from talking to action quickly enough. This
leads to mixed messages and gives resistance a better opportunity to focus.

 The leaders had not been prepared for the change of management style
required to manage a changed business or one where change is the norm. "
 The mentality of "now we're going to do change and then we'll get back to
normal" causes the failure. Change as the cliché goes is a constant; so a one off
program, which presumably has a start and a finish, doesn't address the long-
term change in management style.
 They had chosen a change methodology or approach that did not suit the
business.
 The organization had not been prepared and the internal culture had 'pushed
back' against the change.
 The business had 'ram raided' certain functions with little regard to the overall
business i.e. they had changed one part of the process and not considered the
impact up or downstream. In short they had panicked and were looking for a
quick win or to declare victory too soon.
 They had set the strategic direction for the change and then the leaders had
remained remote from the change leaving the actual change to less motivated
people.
RESISTANCE TO CHANGE: A MAJOR REASON FOR CHANGE EFFORTS FAILURE
 Definition of Resistance: It is any conduct that tries to maintain the status quo
in face of pressure to change.
 Why people resist change?
 Announcing what the change will be and expecting people to comply:
 Failure to recognize that people are creatures of habits who are
usually satisfied with their status quo. Hence, people initially
resist change.
 People may have had past negative experience with change
efforts.
 Organizational change initiatives involve changing people who
have to take the decision to change.
 Distinction between the change situation and transition period:
 Change is a situational event that occurs as a result of new
technology introduction or new policy initiation or new team
roles …etc. As such, it involves a transition – a psychological
process that people go through to come to terms with the new
change.
 Organizations generally fail to minimize the negative
consequences of transition because of the following reasons:
 Employees fear to succeed in the post change work
environment.

 Employees cannot understand the scope of change and how

their jobs will be impacted.
 Death of the employee status quo and thus change leaders
must attempt to portray that the current status quo is
unacceptable, undesirable and that change aims at creating
a better future.
 Uncertainty created by the announcement of the impeding change :
Change involves disruption of expectations as it disrupts the certainty
and order of the individuals’ work life.
 People have a stake in their status quo: People do not strongly express
resistance when the proposed changes are initially unveiled because
there is widespread denial that change will be pushed through.
 How to overcome resistance to change?
 Unfreezing the status quo:
 Portray the proposed change is a better alternative than
maintaining the status quo. This involves explaining the
importance of planned change.
 Creating a burning platform for change in order to make it easy
to let go of the status quo by making it impossible to maintain
the current status.
 Reinforce the absolute necessity for change:
 Portray the positive aspects of the organizational life one can
expect once the change initiative is completed.
 Some flexibility is needed where change makers may participate
in refining the implementation plan.
 Spot examples of “trial behaviors” and positively reinforce these
to produce more of the same type of behaviors that is
considered appropriate for change initiatives.
 3 C’s communication strategy:
 Context:
 Why make these changes?
 What is happening with customers, competitors,
stakeholders …etc. that make these changes so important
for us?
 Content:
 What exactly are we changing?
 What are the scope, nature, and timing of the planned
change initiatives?

 Consequences:
 What is in it for the individual personally if he/she
demonstrates compliance with the proposed change
initiative?
MANAGING ORGANIZATION CHANGE DEVELOPMENT
 Definition: A special approach to organizational change in which employees
themselves formulate and implement the change that is required, often with
the help of a trained consultant and handled by Human Resources.
 Characteristics
 Involves action research which includes:
 Data collection about groups, departments and/or the
organization
 Feeding information back to employees to analyze it and
develop a hypothesis about what the problem might be.
 Behavioral science knowledge application to improve organizational
effectiveness.
 Changes in the organization directions, especially in improving problem
solving, responsiveness, quality of work and effectiveness.
CATEGORIES OF ORGANIZATIONAL CHANGE DEVELOPMENT
 Human process application:
 They aim at improving human relations skills through providing
employees with skills to analyze their own behavior and the behavior of
others.
 Tools:
 Sensitivity training (laboratory or t-training) is the most widely
used technique in human process application. Its process is as
follows:
1. 10 – 15 people meet away from work with no specific
agenda for the meeting; rather the focus is on feelings
and emotions of the group members during the meeting.
2. The facilitator encourages open expression of feelings
and participants are asked to portray themselves as they
are.
3. The success of t-group depends on the feedback each
person gets from other members of the group.

4. It is an effective tool for teambuilding but it has to be

administered in a climate of psychological safety and
voluntary participation.
Advantages:
- Understanding one self and others.
- Discovering feelings and emotions related to different
situations and relationships.
- In depth understanding of personal factors and its
effect on thinking and behavior.
- Changing and developing trainees’ behavior
- Understanding the behavior of others.
Disadvantages:
- Uncovers the relationship among participants
- Negative feedback especially among those with high
emotional sensitivity.
 Survey research requires:
1. Employees fill an organization wide attitude survey.
2. Data is, then, analyzed by the facilitator to identify
problem areas and recommend means to overcome
them.
3. It is a convenient tool during the unfreezing stage in
change process.
 Technological intervention: Organization development practitioners are
involved in changing the firm's structure, methods and job design using
technologically structural interventions, for example; employees collect data on
the company's current structure and then jointly redesign and implement the
new structure.
 HR management: Organization development practitioners use action research
to enable employees to analyze and change human resource practices, for
example; performance appraisals and incentive systems.
 Strategic organization development: They aim at achieving a fit among the
firm's strategy, structure, culture and external environment, for example;
integrated strategic management which includes the following steps:
1. Managers and employees analyze current strategy and
organizational design.
2. They choose a desired strategy and organizational design.
3. Design of a strategic change plan: A strategy of moving
the organization from its current status to its desired one.
4. Implement and review results of change.

CHANGE MANAGEMENT LESSONS

 Most of the problems in organizations are fixable through organizational changes
- structure, process, culture - and learning – training and practice.
 Change is continuous: Change Management is a fad that in many respects may or
may not work. It is clearly the measurement of change that organizations are
most interested in as they wish to drive and direct it.
 The workplace change causes great difficulty as it appears to accelerate beyond,
in many cases, the human capacity to keep up with, especially if people within
the organization are not prepared to embrace change at the same speed as most
organizations wish to embrace.
 The imposition of change in a formal fashion causes great change shifts to go in
the wrong direction. Change that is aligned with true individuals’ motivation is
the most positive and profound process
 Change will deliver positive impact if it implemented through involvement and
acceptance rather than enforcement.
 The key to any change process is to take into consideration the organization’s
perspective as well that of the individuals. This requires leadership that builds on
strong reflective process and trust between the organization management and
those affected by change. This could be done by:
 Developing a strategy that could be understood by all organization
members.
 Open and honest communication as well trust, especially during crisis
times.
 Expect tough times ahead; everyone expects that after the initiation event, it
should go smoothly, but the most painful part is yet to come - the transition
period. Recognizing this early on in the process will help weather the storms
ahead.

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Change Management Module Participant Manual

Change Management Module

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 Change is situational as it involves movement to a new state and thus involves

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Input Design components Output

Input Design components Output

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Input Design components Output

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 The following figure depicts the model:

A Awareness: Need for Change

D Desire: Participation and support of change

K Knowledge: How to change

A Ability: New skills and behaviors implementation

R Reinforcement: Keeping change in place

 Brief description of the five components of the model

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Unfreeze Change/Move Freeze

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encourage them to think “outside the box” for creative new

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 Communicating change as a set of activities, each of which

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 Socialize: This means that change should be built into the

 The Mckinsey model identifies seven interrelated elements categorized as:

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 How is strategy adjusted for environmental issues?

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Strategy Work Structure Performance

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 Doe the work require specific knowledge or skill?

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 What leadership style is adopted?

Establish a sense of urgency

Form a powerful coalition

Create a vision for change

Communicate the vision

Change Management Module Participant Manual

 The eight stages:

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 Communicate the vision:

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 Make continuous efforts to ensure that the change is seen in

ADJUSTMENT TOOLS TO CHANGE

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 The change leader role:

THE POSITIVE CHANGE CYCLE

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 Employees cannot understand the scope of change and how

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4. It is an effective tool for teambuilding but it has to be

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