CHANGE MANAGEMENT

LECTURE- 6
 Change Management : Concept
• Change management is the discipline that
guides how we prepare, equip and support
individuals to successfully adopt change in
order to drive organizational success and
outcomes.
• A planned approach to integrating change
which includes formal processes for assessing
the impact of the change on both the people
it affects and the way they do their jobs.
 Change Management : Concept
• Change is the interplay among various forces
that are involved in growing something new.
Deep change comes only through real growth
– through learning and unlearning.
• 70% of all change initiatives fail due to
failure to address human component of
change. HBR by Michael Beer & Nitin Nohria
• CHANGE MANAGEMENT Helps Determines
How People Will React To These Changes, And
Therefore, The Ultimate Success Of The
Transformation of the VISION, KNOWLEDGE,
& RESPONSIBILITY
 Levels of Change Management
• Individual Change Management
• Individual change management requires understanding how
people experience change and what they need to change
successfully.
• It also requires knowing what will help people make a
successful transition: what messages do people need to
hear when and from whom, when the optimal time to teach
someone a new skill is, how to coach people to
demonstrate new behaviors, and what makes changes
“stick” in someone’s work.
• Individual change management draws on disciplines like
psychology and neuroscience to apply actionable
frameworks to individual change.
• Organizational/Initiative Change Management
• Organizational change management involves first
identifying the groups and people who will need to
change as the result of the project, and in what ways
they will need to change.
• Organizational change management then involves
creating a customized plan for ensuring impacted
employees receive the awareness, leadership, coaching,
and training they need in order to change successfully.
Driving successful individual transitions should be the
central focus of the activities in organizational change
management.
• Enterprise Change Management
• Enterprise change management is an organizational core competency
that provides competitive differentiation and the ability to effectively
adapt to the ever-changing world. An enterprise change management
capability means effective change management is embedded into your
organization’s roles, structures, processes, projects and leadership
competencies.
• Change management processes are consistently and effectively applied
to initiatives, leaders have the skills to guide their teams through
change, and employees know what to ask for in order to be successful.
• The end result of an enterprise change management capability is that
individuals embrace change more quickly and effectively, and
organizations are able to respond quickly to market changes, embrace
strategic initiatives, and adopt new technology more quickly and with
less productivity impact.
 Phases of change
1. Shock and Surprise :
• Confrontation with unexpected situations. This can happen
‘by accident’ (e.g. losses in particular business units) or
planned events (e.g. workshops for personal development
and team performance improvement). These situations
make people realize that their own patterns of doing things
are not suitable for new conditions any more. Thus, their
perceived own competence decreases.

2. Denial and Refusal

• People activate values as support for their conviction that
change is not necessary. Hence, they believe there is no
need for change; their perceived competency increases
again.
 Phases of change
• 3. Rational Understanding
• People realize the need for change. According to this
insight, their perceived competence decreases again.
People focus on finding short term solutions, thus they only
cure symptoms. There is no willingness to change own
patterns of behavior.

• 4. Emotional Acceptance
• This phase, which is also called ‘crisis’ is the most important
one. Only if management succeeds to create a willingness
for changing values, beliefs, and behaviors, the
organization will be able to exploit their real potentials. In
the worst case, however, change processes will be stopped
or slowed down here.
 Phases of change
• 5. Exercising and Learning
• The new acceptance of change creates a
new willingness for learning. People start
to try new behaviors and processes. They
will experience success and failure during
this phase. It is the change managers task
to create some early wins (e.g. by starting
with easier projects). This will lead to an
increase in peoples perceived own
competence.
 Phases of change
• 6. Realisation.
• People gather more information by learning
and exercising. This knowledge has a
feedback-effect. People understand which
behavior is effective in which situation.
This, in turn, opens up their minds for new
experiences. These extended patterns of
behavior increase organizational flexibility.
Perceived competency has reached a
higher level than prior to change.
 Phases of change
• 7. Integration
• People totally integrate their newly
acquired patterns of thinking and acting.
The new behaviors become routine
Phases of Change
 Change Management Guidelines
1. Expect resistance
2. Remember the “20-50-30” rule
3. Get resistance out into the open
4. Choose opening moves carefully
5. Explain the rationale for change
6. Provide a clear aiming point
7. Promise problems
8. Beware of bureaucracy
9. Wear your commitment on your sleeve
10.Take care of the “me” issues
11.Alter the reward system to support change
12.Seek opportunities to involve your people
13.Over-communicate
14.Make sure people have the know-how
needed
15.Track behavior and measure the results
16.Outrun the resisters
 1. Expect resistance

• Resistance is the common side effect of change.

• It has been said people do not resist change, they resist being
changed.
• What complicates the picture is that different individuals and
groups react in different ways at the same time to the same
change.
• Change triggers the organization’s immune system sort of like
antibodies. Resistance can be valuable by defending the health
of the organization and individuals.
• But it can also cause problems. Resistance is a very reliable
barometer to measure the impact of change, but not a good
gauge of how appropriate the change may be.
 2. Remember 20-50-30 Rule
Change
Resister Friendly
30% 20%

Fence
Sitter
50%

Generally time is best spent trying to woo the fence sitters,

BUT you must manage the Resisters.
Never presume you must have buy-in from everyone before
moving forward. For some, buy-in will only come later (if at
all) after the results are in which prove the change was both
appropriate and successful.
 3. Get resistance out into the open/Categories of Resister

Understand who are the roadblocks to change

1. Those who call attention to themselves – high
profile in their resistance. Make most noise
generally smallest group.
2. Moderates. Some disguise it to be politically
correct. Normally largest group.
3. Undercover. Resist on the sly, subversive resistance
many time through others. The most dangerous
type. They demonstrate signs of passive resistance
with stronger undertones.
 —Enthusiasm
—Cooperation
Acceptance — —Cooperation under pressure
—Acceptance
Spectrum of Possible Behavior Toward Change

—Passive resignation
Indifference — —Indifference
—Apathy; loss of interest in the job
—Doing only what is ordered
—Regressive behavior
Passive Resistance — —Non-learning
—Protests
—Working to rule
—Doing as little as possible
Active Resistance — —Slowing down
—Personal withdrawal (increase time off)
—Committing “errors”
—Spoilage
—Deliberate sabotage

Arnold S. Judson, Changing Behavior in Organizations: Minimizing Resistance to Change

 5. Explain the rationale for change
 Always make it safe and easy for people to open up
 Operate from premise that people resist for what they
consider good reasons. Evaluate the legitimacy, understand
the reasons.
 Get beyond superficial answers to the true issues (root cause
– Ask the 5 Why’s)
 Try to understand their position, most resist for good reasons
 Listen to them, they may really be an ally and prevent you
from doing something dumb.
 Treating resisters with respect and dignity may alone keep
resistance from escalating.
 Discounting it gives them the feeling they must fight.
Disallowing it will drive it underground.
 6. Provide a clear aiming point

 Well defined and understandable goals

 Provide a clear map, a picture of the future
that is clear not fuzzy
 Aiming point should be desirable for the
business and people. Needs a good marketing
campaign.
 Change needs to be purposeful for people to
commit
 Change should be a bridge to the Vision
 7. Promise problems

 Resistance spikes when issues arise

 During the “sales pitch” of the project
be honest about what is coming
 Create a project “Warning Label”
 Better chance handling problem
if known ahead of time
 Attitude “turn lemons into lemonade”
can do approach to handling problems
 Everyone is either part of the problem
or part of the solution – be part of the solution
 8. Beware of bureaucracy

• Bureaucracy is politics, systems, processes;

anything that bogs down the organization.
• Its primary virtue is to stabilize, providing
structure.
• It can have a habit of reproducing itself –
without removing out dated bureaucracy.
• Encourages doing things the same as always.
• Beware of “informal” networks.
 9. Wear your commitment on your sleeve

• People will “test the limits” looking to find

their own proof of how serious you are about
the change.
• Once you have settled on a course of action
you must be obvious, passionate and
determined to follow through.
• EFFECT (to bring about or execute) not just
AFFECT (to influence)
 10. Take care of the “me” issues

 People want to know how it will affect me

 Toughest thing to deal with is not knowing
 Lack of adequate communication results in rumors
and increased number of resisters
 People instinctively start to resist change when
they can’t draw a bead on what’s about to happen
to them
 Initial emotions are fear, denial, shock,
resentment, stress, cynicism over latest flavor-of-
the-month program, negative prior experience of
similar project, etc.
 11. Alter the reward system to support change

• Encourage them to learn from the V-team.

- Agree on the goal.
- Work as a team. Don’t create drag.
- Be willing to help others.
- Be willing to get help from others.
- Do all you can with your talents, knowledge and abilities.
- Be willing to lead.
- Be willing to let others lead.
- Honk to encourage each other.
- Stand by those who get sick or wounded along the way.
 12. Seek opportunities to involve your
people
 Change is more likely to be accepted if we don’t think
it is being forced upon us without representation
 Look for opportunities to involve people, for them to
have a role
 However; “Change by committee” gets clumsy. Don’t
want to set the false expectation that all must agree
or all must have input before the change will occur.
 The good news is if they see representative
involvement and are given proper communication,
their concerns are more likely to be addressed
 13. Over Communicate
Somebody once said; “The more unpleasant the
message the more effort should go into
communication”
Failure to communicate will fuel the rumor mill.
 Multiple modes of communication
 Multiple types of communication
 Frequent and consistent messages
 Listen, provide a means to have a two-way street
 A direct correlation between quality of
communication and resistance
 14. Make sure people have the know-how
needed
What do people do most when they don’t know what to
do?
What looks like obstinacy or lack of cooperation on the
part of your people may prove to be a simple lack of
know-how.
Fears of becoming obsolete, unclear expectations,
inability to perform to prior levels, failure.
They may decide it is best to do nothing as opposed to
doing something wrong.
May find what they think is short cut and instead harm
another part of the process.
 Experiential Learning Process
Vision, Big picture
Learner driven, team based
Build insight
Allow time for reflection&
internalization
Mistakes are a tool for learning
Nurture new mental models
Con.
15. Track behavior and measure results
-Major change efforts require monitoring.
-Things go wrong and unexpected situations develop.
-Be flexible, adaptable, responsive.
-Some resistance is telling you the game plan has flaws.
-Other resistance is a hindrance to the success of the project. You need
to differentiate.
Need to track:
 Time tables
 Deliverables
 Uncooperativeness
 Attitudes
 Destructive Criticism
 Drifting off course or regressing back to old ways
 Circumventing system in place with “back room” processes.
 16. Outrun the resisters
Resisters rely on a strategy of delay. They hate fast. They
hope slow turns into stop.

Evan after the decision has been made they want to sit
down, talk things over, weigh risks again…again,
consider other options, ruminate over what might
possibly go wrong and value deliberation.

In today’s business slow change doesn’t have a very high

success rate. There are far more failures from going too
slowly that from exceeding some imaginary speed limit.
 SIX Thinking Hats
The Blue Hat is used to manage the thinking
process. It's the control mechanism that
ensures the Six Thinking Hats® guidelines are
observed.
The Green Hat focuses on creativity; the
possibilities, alternatives, and new ideas. It's an
opportunity to express new concepts and new
perceptions.
The Red Hat signifies feelings, hunches and
intuition. When using this hat you can express
emotions and feelings and share fears, likes,
dislikes, loves, and hates.
 SIX Thinking Hats
The Yellow Hat symbolizes brightness and
optimism. Under this hat you explore the
positives and probe for value and benefit
The White Hat calls for information known or
needed. "The facts, just the facts.“
The Black Hat is judgment - the devil's advocate
or why something may not work. Spot the
difficulties and dangers; where things might go
wrong. Probably the most powerful and useful
of the Hats but a problem if overused.
Thank You