Change

All change is a miracle to contemplate; but it is a miracle

which is taking place every instant.
--Henry David Thoreau

Change
Work change is any alteration that
occurs in the work environment

Factors of Change

Technological Advances

Company
Company
Employee
s

Cultur
e

Suppliers

International
Environ

Competitors

Customers

Manageme
Mgmt
nt

Legal &
Political Shifts

Economic
conditions

Social
changes

Kinds of change
Continuum representing
Degree of complexity
Potential resistance
Low

High

Adaptive Change

Radical Change

1st order change

Incremental change

2nd order change

Quantum change
Fundamental change

Kinds of change

Timing

Proactive Change

Reactive Change

Nature

Strategic Change

Structural Change

Process Oriented change

Cultural Change

Resistance to change
Implicit (covert)/ Explicit (overt)
Immediate/Deferred

Continuum of Resistance to change

Acceptance
Indifference
Passive resistance
Active resistance

Sources of Resistance
Individual sources
Economic
Fear of unemployment, demotion, reduced incentive

Personal
Ego defensiveness, status quo, fear of unknown, dislike
criticism, lack knowledge, do not want to learn new
things

Social
Social displacement, peer pressure, abrupt changes
without consultation

Sources of Resistance
Organizational sources

Structural inertia
Resource constraints
Group inertia
Threat to expertise / power relationships

Overcoming resistance to
change
1. Education + Communication
2.

Participation + Involvement

3.

Facilitation + Support

4.

Negotiation + Agreement

5.

Manipulation + Cooptation

6.

Explicit/Implicit Coercion

Approaches to managing
change

Kotters Eight Stage model

Appreciative Inquiry
Kurt Lewins Three Step Model
Force field Analysis

Appreciative Inquiry
A technique for leading change that engages
individuals, teams, or the entire organization
by reinforcing positive messages & focusing
on learning from success.

Appreciative Inquiry

Changing

Unfreezing

Refreezing

Lewins Three-Step Process

Unlearning earlier
practices
Create motivation
to change
Reduce barrier to
change
Disconfirm
usefulness of
present practice

Learning new ideas &

practices

Provide adequate info on

change
Give opportunity to learn
& practice new systems
Provide role models,
benchmarks, guidance

etc.

Step of reinforcement

Integrate new attitudes,

practice into normal
routine
Provide positive
reinforcement
Additional training
where required

Force field Analysis

Force field Analysis

Desired
State
Restraining
Forces

Status
Quo
Driving
Forces
Time

Key Characteristics of Leaders Who Can

Accomplish Successful Change Projects
They define themselves as change leaders rather
than people who want to maintain the status quo.
They demonstrate courage.
They believe in employees capacity to assume
responsibility.
They are able to assimilate & articulate values that
promote adaptability.
They recognize & learn from their own mistakes.
They are capable of managing complexity,
uncertainty, and ambiguity.
They have vision & can describe their vision for the
future in vivid terms.
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If nothing ever changed, there'd be no butterflies