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Welcome to

Business and Change Management – Session 6

Planning, managing and embedding change

We will start in a few minutes


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Insert image
of trainer here
A bit about me…

… and a bit
about logistics

How can we talk? Chat panel

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By the end of the session you will be able to…

▪ Discuss, evaluate and apply approaches and
techniques to plan for change, manage the change
process and embed new ways of working

WB Ref: 3 4
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Planning for Change – Change Kaleidoscope

Time
how long the
organisation
Power has to achieve
the autonomy the change Scope
change agents the degree of
have in order change
to bring about required
the change

Readiness
the extent to Preservation
which staff are Change Identify things
aware of the Kaleidoscope that should not
need to be changed
change

Capacity
Diversity
the resources
Do the
that are
different staff
available for
groups need to
investment in Capability
be managed
the proposed Individual, differently?
change Managerial and
Organization
ability to cope
WB Ref:change 6
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Now you try… Exercise 3.8

The change agents in charge of the Pawton fire and rescue

service change programme are now planning the move to using
the new computer systems in the new control centres.
Use the Change Kaleidoscope to list the considerations they
would need to factor in to the change plan

WB Ref: 3.9 7
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Exercise Solution 3.8

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Making the change

▪ Change life cycle

▪ Managing barriers and resistance to change
▪ Supporting the transition curve.

WB Ref: 10
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Lewin’s Three Stage Change Model

Unfreezing Change Freezing

Establishing the Process of People in the

need and introducing the new organisation should
motivation for working practices begin to feel as
change. Vision is and developing the comfortable as they
communicated & new behaviors were before the
sold to stakeholder. required. change process.
WB Ref: 3.10.1 11
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Resistance to Change

Fresh challenge in job Anxiety about job security

Improved rewards Change seems less stimulating

Increased job discretion

Fear of loss of power / status

New skills Fear of having to learn new skills / work
with new team members / manager
Promotion opportunities
Loss of team spirit

Driving forces Restraining forces

WB Ref: 3.10.2 12
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Now you try… Exercise 3.9

Consider what concerns you would have if your organisation was

to introduce major changes?

WB Ref: 3.10 13
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Features of a psychological contract

Employee expectations:
- Provision of safe and hygienic
working conditions
- Challenging and satisfying
work
- Opportunities for personal
development
- Respectful treatment
- To provide job security

Employer expects
employee to:
Psychological contract - Accept the organisations
ideology, vision and
Individuals may be so mission
resistant to a change is
that it feels as though the - Work towards
organisation is changing organisation's goals
the unwritten agreement - Show loyalty, observe
they made with staff about reasonable standards of
what to expect.
behaviour
- Not abuse organisation’s
goodwill

WB Ref: 3.10.4 15
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Now you try…

Explain the two elements of a psychological contract

and why, in times of economic uncertainty and
continuing change, the psychological contract is in
danger of being violated

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Transition Curve - Kubler-Ross

WB Ref: 3.10.5 18
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MANAGING THE CHANGE:

▪ Intervention methods
▪ Overcoming barriers to communication
▪ Conflict resolution

WB Ref: 19
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Intervention methods

Explicit or
implicit
Manipulation coercion
and co-option
Negotiation
and agreement
Facilitation and
support
Participation
and
Education and involvement
communication

WB Ref: 3.11.1 20
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INTERVENING METHODS:
1. Education and communication:
▪ For effective education and communication, it is
important that there is a good relationship between
management and staff

WB Ref: 21
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INTERVENING METHODS:
2. Participation and involvement
▪ This will be vital where management need
information from staff within different functions and
at different levels of the organisation to inform the
change.

WB Ref: 22
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INTERVENING METHODS:
3. Facilitation and Support:
▪ This may be practical support in the form of
training or team building activities or emotional
support.
▪ It can be effective when individuals are having
adjustment problems or when fear and anxiety are
at the heart of their resistance, but again can be
costly and time consuming.

WB Ref: 23
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INTERVENING METHODS:
4. Negotiation and Agreement:
▪ This may be used when powerful but reluctant
stakeholders need to be brought on board.
▪ For example, unions may be appeased by higher
wage payments to compensate for changes to
working practices.
▪ It may avoid major resistance, but could prove
expensive if other groups seek to negotiate.

WB Ref: 24
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INTERVENING METHODS:
5. Manipulation and Co-option:
▪ Manipulation is using information selectively to give
a particular impression – such as over-dramatising
the forces for change to persuade others of its
importance.

▪ Co-option is a specific form of manipulation

whereby individuals are given a role in the change
process simply to gain their support.

WB Ref: 25
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INTERVENING METHODS:
6. Explicit or implicit coercion:
▪ Change is forced upon individuals by threatening
negative consequences for failure to change.

WB Ref: 26
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Overcoming barriers to effective

communication

Physical barriers

Inadequate system / process design

Attitudinal barriers

Ambiguity

Poor communication skills

Physiological barriers

WB Ref: 3.11.2 27
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Conflict management and resolution

Resource
People Technology Skills
allocation

Personality disagreements Some people may Work pressures

clashes, power about what can be not have the skills can overload staff
struggles, achieved with they need to fulfil leading to conflict
leadership styles, technology or how their current roles over the time or
communication it should best be or to achieve the money needed to
failures, used, resistance to promotion they complete the tasks
misunderstandings constantly believe they required or the
changing working deserve, skills way work has
methods or needed may been allocated
expectations of change as the between groups
faster response organisation keeps
times pace with external
WB Ref: changes 28
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Conflict resolution

Anticipate Prevent Identify Manage Resolve

WB Ref: 3.11.3 29
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Competency Framework
Chartered Institute of Personnel & Development
Competencies

a) Dealing with issues

b) Use of official processes
c) Participative Approach
d) Mentoring team relationships
e) Acting as a role model
f) Integrity
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Embedding the change:

▪ Management by Objectives
▪ Team building
▪ Development and appraisals
▪ Reinforcing success
▪ Delegation and job design
▪ Innovative cultures

WB Ref: 37
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Management By Objective

Top management agree long term objectives or KPI’s

Senior Managers identify key tasks within their

areas of responsibility

Senior Managers translate their targets into

departmental, team and individual SMART targets
• Carry out periodic performance reviews
• Training and development needs identified

WB Ref: 3.12.1 38
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ADVANTAGES OF MBO:

▪ Clarity of goals throughout the organisation

▪ Better communication and coordination
▪ Improved motivation as employees are involved in
setting their own goals

WB Ref: 40
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Team Building

Norming
Forming

Storming

Performing
WB Ref: 3.12.2 41
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Creating Group Cohesiveness

Informal relaxed atmosphere

Clear understanding of and commitment to group goals

High degree of participation and focus

Members listen to each other, express ideas freely and address conflicts constructively

Most decisions are reached by consensus

WB Ref: 3.12.3 47
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Embedding the change – Development and

appraisals

Training

Development

Mentoring

WB Ref: 3.12.4 48
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Appraisal process
• Planning – Setting performance
objectives
• Monitoring – by results achieved and
feedback
Stages • Reviewing – appraisal interviews and
documentations.
• Communicating – outcomes are
discussed and agreed and new
objectives are set

• Frequent – appropriate regularity

• Factual – based on past performance
4 F’s • Firm – honest and clear
• Fair – unbiased

WB Ref: 3.12.4 51
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BENEFITS OF APPRAISALS:
▪ Provide feedback to motivate staff to perform better and to drive
their own development.
▪ It encourages ownership of the job (i.e. the achievement of the
objectives) by better communicating expectations.
▪ Reward good performance, and identify and resolve poor
performance.
▪ Help to identify training and development needs and assist in
promotion and salary decisions.
▪ Provide information for human resource planning
▪ Organisation-wide training needs assessment
▪ The pool of skills within the organisation
▪ Succession planning

▪ Provide feedback on how managers and the organisation can help

employees to perform more effectively, and help to develop staff /
management relations.
WB Ref: 52
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Now you try…

The Leisure and Culture department within the council is

responsible for running all the council’s sports facilities
within the town. Over the past 18 months, as a result of
restructuring decisions and personal circumstances, there
have been three different directors in charge of the
department. This has meant that staff appraisals have not
been carried out for over a year and training needs have
been neglected. The new director is aware of the problem
and determined to put things right.
Required
Explain what is meant by Management by Objectives and
the important stages and features to include in an
appraisal process 53
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Now you try….

A junior accountancy trainee has been criticised by

several clients.
Her appraisal is now due.
What is required if her appraisal is to be considered
frequent, factual, firm and fair?

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Reinforcing success

a) Negative reinforcement
b) Positive reinforcement

WB Ref: 55
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a. Negative Reinforcement:

Where a worker is encouraged to behave in a certain

way to avoid unpleasant outcomes.

Example:
A salesman fails to achieve the target number of sales
within a given period. He is called in by his supervisor
to discuss his performance and explain what
happened. He perceives this as an unpleasant
experience and so strives to sell more next period and
so avoid it happening again.

WB Ref: 56
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b. Positive Reinforcement:

When a worker is rewarded for certain behaviors to

encourage them to repeat them

Example:
A member of the sales team sells the target number
of units during the period and so is paid a bonus. This
provides the incentive to work hard to sell the same
number of units the following period in order to earn
the bonus again.

WB Ref: 57
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Job Design

Job enlargement

Job rotation

Job enrichment

Empowerment

WB Ref: 3.12.6 58
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Job enlargement

▪ Providing the employee with a wider range or a

greater variety of tasks, in order to make work
more interesting.

▪ An employee who works on an assembly line may

be tasked with assembling more parts of the whole
product before passing their work along to the next
phase for development.

WB Ref: 59
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Job rotation

▪ Job Rotation is the process of shifting employees

between two or more tasks or job positions within
the same organization in order to improve and
motivate the employee.
▪ This rotation is done at regular intervals of time.
▪ For example in IT industry, an employee can work
in various roles like being a developer, quality
analyst, requirement analysis, solution design etc.

WB Ref: 60
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Job enrichment

▪ This involves giving people a complete task to do

rather than just a part of it.
▪ The aim is to improve responsibility and challenge.
▪ For example, a graphic designer working at your
company who is responsible for designing and
launching your new company website. He might
also be responsible for reviewing potential designs
with an expert and presenting a final draft for the
website to the marketing director.

WB Ref: 61
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Empowerment
▪ Employees can be given greater power over how
they work in a number of ways. For example
employee involvement can be increased through:
▪ Responsibility for decisions lies with the subordinate rather
than the manager
▪ Involving employees in decision making, problem solving
and quality management
▪ Removing a tier of management leading to a flatter
organisation with the front line staff closer to the
organization's top management. (delayering)
▪ Allowing people to work at the times that best suit them.
Flexible working hours

WB Ref: 62
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Now you try…

Using the library service as an example, distinguish

between job enlargement and job enrichment

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Delegation

Support and
monitor
Explain the performance
work
Choose who
to delegate
Decide what the task to
can be
delegated

WB Ref: 3.12.7 64
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DELEGATIONS:

Benefits: Risks:
Employee will:
▪ Making the best use of ▪ Not do a good enough job –
the manager’s time. the belief that ‘I can do
better’
▪ Providing training and ▪ Do too good a job, showing
development. the manager in a bad light
▪ Strengthening the ▪ Not be able to identify when
workforce. things start to go wrong
▪ Not want the responsibility
and would rather just be
told what to do
WB Ref: 65
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Areas we covered

1 2 3

Approaches and techniques to plan change

Approaches and techniques to manage change

Embedding new ways of working

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Homework

▪ Try Exercise 3.10, 3.11 and 3.12

▪ Next session we will be covering Workbook 4

Commissioning and Procurement

▪ Think of examples of any commissioning that your

organisation has gone through recently
▪ Find out if you have a procurement strategy /
procedures

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