Change Management 102

Principles of Change
 Change Concepts

Senders and Resistance and

receivers
comfort

Change is
a process Authority for
change

The right
answer is not
Value systems
enough

Incremental vs.
radical change

2
 Why Change Principles

• Makes the change

management process
understandable and
more than just a recipe
to follow;
• Helps the team
understand the nature
of change and tailor
their activities based on
their unique situation.

3
 Senders and Receivers

Business issues
Senders and need to change

Personal
implications Receivers
and risk

What a sender says and what a receiver hears can be two very
different messages (and employees have preferred senders). 4
 Resistance and Comfort

• Comfort and the status

quo:
– Do not underestimate
the power of “comfort”
with how things are
today;
• The natural reaction to
change is resistance.
“Many change agents are surprised by
resistance to change, when in fact
they should expect it and plan for
it.”

5
 Authority for Change

#1 success factor cited for implementing change is visible

and active executive sponsorship

Some employees will distrust the change sponsor if:

- They observe examples of incompetence;
- The know of a history of failed changes.

The credibility of the leading sponsor for change will be judged by employees
(this could be good or bad for the change)

Lack of a strong senior sponsor is a good indicator for failure.

Presence of active sponsorship is a good indicator for success.

6
 Value Systems

The adoption of new values around:

• Empowerment;
• Accountability
• Ownership

These new values make change

management even more important
than before.

The more accountability and ownership employees have in the current

state, the more they will resist a change that they are not part of creating. 7
Incremental vs. Radical Change

Incremental
improvement
(TQM, Six Sigma)

Radical
improvement
(BPR, reengineering,
restructuring)

Your change management plans must be scaled to

fit each change and the impacted organization.
8
 The Right Answer is Not Enough

“Being right is not enough.”

Early involvement and

input will be a key success
factor.

Correctness is not the key to

securing
employees support for the
change.

9
 Change is a Process
Where you want to be

Where you are today

nge
a
of ch
e s s
c
P ro

Time

Employees go through the change process in stages and go through

these stages as individuals. 10
 Conclusion

• Change agents must be conscious of both a

senders’ mentality and the receivers’
orientation;

• Employee resistance is the norm, not the

exception. Expect some to never support the
change;

• Visible and active sponsorship is not only

desirable but necessary for success;

• Value systems have a direct impact on how

employees react to change;

• The size of the change determines how

much and what kind of change management
is needed;

• The “right” answer is not enough to

successfully implement change;

• Employees go through the change process

in stages and go through these stages as
individuals.
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