Managing Organizational Change

What is Change Management?

▪ Change management is the creation and implementation of the roles, processes and
tools that each of these groups use to effectively manage the people side of change.

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What does it mean to ‘manage change’?

▪ To the organization:
Have a structured change management process suitable to the nature of the change

▪ To the employee
Understand what change means and how it affects me. Have some skills to manage
change.

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Forces For Change

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Who is involved in Managing Change?

▪ Change management requires each of the ‘gears’ in the picture to fulfill their specific
role. A change manager can facilitate assessments, create a change management
strategy and develop change management plans, but they are not the only ones
involved in managed change. The other groups involved in manage change include:
▪ Project team
▪ Senior leaders
▪ Managers and supervisors
▪ Employees

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Why do you need to manage change?

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Organizational change: Adaptive change or transformational change?

▪ Adaptive change :
▪ Transformational change:

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Organisational Change Management

Three phases of change:

▪ Prepare
▪ Implement
▪ Reinforce

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Three Phases of Change Management

1. Preparing of Change Management

▪ Define your Change Management strategy
▪ Prepare your Change Management Team
▪ Develop your Sponsorship Model

2. Managing Change
▪ Develop Change Management Plans
▪ Take action and Implement

3. Reinforce Change
▪ Collect and analyze feedback
▪ Diagnose gaps and manage resistance
▪ Implement corrective actions and celebrate successes

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Implementation Strategies

Change
Change Communicating Timeline for Sustaining the
Management
Transition Plan the Change Implementation Momentum
Training

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Feedback & Evaluation

Change Management Feedback

Change Management Experience

Change Management Performance Dashboard

Timeline for Implementation

Sustaining the Momentum

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Change Management Questionnaire/Feedback

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Why People Resist Change

▪ Loss of status or job security in the organization

▪ Poorly aligned (non-reinforcing) reward systems

▪ Surprise and fear of the unknown

▪ Peer pressure

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Why People Resist Change

▪ Climate of mistrust

▪ Organizational politics

▪ Fear of failure

▪ Faulty Implementation Approach

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▪ How do we overcome the resistance of change by Employees in the Organization

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Change Process – The Change Curve

The Change Curve

• The Change Curve is based

on a model originally
developed in the 1960s by
Elisabeth Kubler-Ross to
explain the grieving
process. Since then it has
been widely utilised as a
method of helping people
understand their reactions
to significant change or
upheaval.

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Basic reactions to change process

• Stage 1 – Shock and denial: this can result in a temporary slow down and loss of
productivity. Performance tends to dip sharply, individuals who are normally
clear and decisive seek more guidance and reassurance, and agreed
deadlines can be missed.
• Stage 2 –Anger and depression: After the feelings of shock and denial, anger is
often the next stage. A scapegoat, in the shape of an organization, group, or
individual, is commonly found. Focusing the blame on someone or something
allows a continuation of the denial by providing another focus for the fears and
anxieties the potential impact is causing Common feelings to include: causing.
people stop focusing on what they’ve lost and start to let go and accept the
change. People will begin to test and explore what the changes mean to them.
• Stage 3 –Acceptance and integration: a more optimistic and enthusiastic mood
begins to emerge. Individuals accept that change is inevitable, and begin to
work with the changes rather than against them. Now come thoughts of:
exciting new opportunities relief that the change has been survived impatience
for the change to be complete The final steps involve integration. The focus is
firmly on the future and there is a sense that real progress can now be made. By
the time everyone reaches this stage, the changed situation has firmly replaced
the original and becomes the new reality. It leads to the feeling of acceptance
hope trust
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7 Fundamental Change Management Models

• ADKAR model: A people-centered approach to facilitate change at the

individual level.
• Kotter's 8-step change model: A process that uses employee's experience to
reduce resistance and accept change.
• Lewin's change management model: A 3-step approach to change behavior
that reflects the process of melting and reshaping an ice cube.
• Kubler-Ross change curve: A strategy that breaks down how people process
change using the 5 stages of grief.
• McKinsey 7s model: A process centered around the alignment seven
fundamental elements of any organization
• PDCA: A cyclical and iterative change management process focused on
continuous improvement.
• Bridges Transition Model: A people-centered model focused on managing
people's experience transitioning to change.

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ADKAR model

▪ The ADKAR model is popular for its people-focused approach to change management.
Created by Jeffrey Hiatt, the ADKAR change model helps facilitate change on an
individual level since change is often less about the changes themselves and more about
people’s reactions to them.

▪ Since organizational change is directly dependent upon its employees for successful
implementation, it’s critical for individuals to have a clear understanding of what changes
are occurring, why they are occurring, and how they affect them personally. The ADKAR
model helps individuals process change through clearly defined stages that enable them
to both understand and accept the changes at hand.

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ADKAR model

▪ ADKAR is easy to remember and is a foundational tool for understanding “how, why and
when”to use different Change Management tools.

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ADKAR model

▪ Awareness of the need for change

▪ Desire to support the change
▪ Knowledge on how to change
▪ Ability to implement new skills
▪ Reinforcement to cement the change

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ADKAR model

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Kotter’s 8-step change model

▪ Developed by John Kotter after a survey of over 100 organizations in flux, the Kotter 8-step
change model also focuses more on the people experiencing large organizational
changes rather than the changes themselves. The eight steps are:
1.Create a sense of urgency.
2.Build a strong coalition.
3.Form a strategic vision.
4.Get everyone’s buy-in.
5.Enable action by removing barriers.
6.Generate short-term wins.
7.Sustain acceleration.
8.Institute change.

▪ Kotter’s change management process skillfully turns possibly resistant individuals into
receptive participants through trust, transparency, and teamwork. By identifying the end
goal, employing everyone’s involvement, and executing the impending changes together,
this process remains a long-standing favorite among change management models.

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Kotter’s 8-step change model

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Role of Leader in Change

A leader can play the following positive roles by helping the management during the
process of change:
▪ Encouraging collaboration rather than competition
▪ Encouraging customer-orientation
▪ Encouraging training and coaching
▪ Encouraging quality consciousness
▪ Improving communication
▪ Encouraging team-work
▪ Improving participation of work force
▪ Can reduce conflicts by problem-solving
▪ Helping and encouraging for better productivity
▪ Can encourage creativity in an organisation
▪ Helping in creating proper culture for improvement, problem solving, prevention etc.

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Involving People in Change Management/ People Lever in Organisations

▪ Kaizen – is the Japanese concept of continuous improvement. Motto of Kaizen is “Today

better than yesterday and Tomorrow better than today”. Kaizen practice means deep,
systematic and continuous involvement of people (everybody) and by using certain
techniques, but mainly by their brain, to cause a process of improvement to start,
develop and never-end.
▪ Under this concept, plant is treated as a living institution. It is continuously learning and
changing.
▪ Work-teams focus on how to improve what they are doing.
▪ Job rotation & cross – training are frequently employed / used to give workers a complete
perspective of production processes.

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Involving People in Change Management/ People Lever in Organisations

The five elements of kaizen

▪ Teamwork
▪ Personal discipline
▪ Improved morale
▪ Quality circles
▪ Suggestions for improvement

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Involving People in Change Management/ People Lever in Organisations

A quality circle is a volunteer group composed of workers (or even students), usually under
the leadership of their supervisor (they may elect a team leader), who are trained to
identify, analyze and solve work-related problems and present their solutions to
management in order to improve the performance of the organization, and motivate and
enrich the work of employees. When matured, true quality circles become self-managing,
having gained the confidence of management.

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Involving People in Change Management/ People Lever in Organisations

▪ The Ringi System is a unique way of coming to consensus about new ideas within
Japanese companies
▪ It is based on widely held consultations among different level managers on new ideas or
projects
▪ The ideas are usually proposed by the lower rank managers who have operational
responsibilities. The concept would then be discussed among the same rank personnel
and once having reached the consensus it would be passed to the next level of
managers, where it would undergo the same procedure.
▪ After such broad consultations the proposal will reach the top management, where it
would or would not get the final approach.

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