MANAGEMENT OF CHANGE

Change – is any alteration in the

present state of a system. It is a
continuous process that occurs
around us all the time.
 The Development Processes
Affects 3 Major Areas
> ENVIRONMENTAL

* Physical – access to & use of natural resources

* Social – education & social status

> ECONOMIC – production, income, technology, health,

access to the factors of production.

> POLITICAL – power, control, access to leadership equity &

distribution of benefits.
 Purpose of Change
In social organization, CHANGE is –

Initiated
Implemented
Maintained
to achieve a sign and higher
level of performance by the
system.
 Reactive & Pro-Active
Change
Reactive

Organizational change can be reactive in the sense that

the internal changes are made in response to external
forces.

Proactive
Occurs when organization are forwarded-looking.
Changes are initiated in anticipation of pressure in the
future. There is also an internal desire for creativity &
innovation.
 Types of CHANGE
1> EVOLUTIONARY CHANGE
Refers to modification of the status quo that are part of the
natural process of growth in an organism. (e.g. SEED-PLANT-
TREE)

2 >HOMEOSTATIC CHANGE
Refers to the tendency of any organization to maintain a level
of equilibrium; to restore the status; to bring things back to
normal.

3 >PLANNED CHANGE
Takes place when an organization
leader says that during this period,
this is how we are going to move.
 THE PROCESS OF
CHANGE
To overcome obstacles, Lewin developed three
steps sequential model of the change process.

Unfreezing

Changing

Refreezing
Unfreezing – making the need for change so obvious
that individual, group or organization can readily
accept.

Changing – requires trained agent to foster new

values, attitudes and behavior through identification
and internalization. Members identify with the change
agent’s values, attitudes and behavior, internalizing
them once they perceive effectiveness in performance.

Refreezing – locking new behavior pattern into

place by means of supporting or reinforcing
mechanism, so that it becomes the new norm.
Resistance to Change
Consist of behaviors that tend to delay if not stop the process of
change.

Origin of Resistance to Change:

1RATIONAL – objectives which result from a logical appraisal of

the merits & demands of change.
2EMOTIONAL – includes feelings & attitudes to forward the
change, the change agent & others involved in the change process.
3SOCIAL – need for stable human relationships & desire to
maintain that existing friendship.
4POLITICAL – rejections result due to political considerations
(eg: desire to preserve existing).
People will Accept an Organizational Change
If they are:

 Involved in the process of change.

 Asked to contribute (knowledge, attitudes, suggestions, feelings & opinions) to

change.

 Informed of the reasons for and advantages of the change, especially as they relate
to issues of uncertainty & anxiety about the change.
 RESISTANCE TO CHANGE

1. RATIONAL
A. Possible Unemployment
B. Interference in Career Patterns
C. Time to Adjust
D. Cost of Change

2. SOCIAL
A. Need for Stable Human Relationship
B. Desire to Maintain Existing Friendship
C. Loyalty and Group Solidarity
D. Inconsistency of Change with Group Values
 RESISTANCE TO CHANGE
3. EMOTIONAL
A. Dislike of Change Agent
B. Distract other People Involved in the Change
C. Desire to keep the Status Quo
D. Fear of Uncertainty

4. POLITICAL
A. Desire to Maintain Power
B. Need to Retain Existing Coalition
C. Preservation of Decision Making Authority
D. Narrow Vested Interest
 AAPPROACHES TO PLANNED
CHANGE

  Structural Approaches
  Technological Approaches
  People Approaches
ORGANIZATIONAL CHANGE: STRATEGIES & DEVELOPMENT
Organizational Strategies For Change

1. Persuasion – is the attempt to produce attitudinal and

behavioral changes in people using the normal channels of
management process.
2. Compulsion – is the manipulation of rewards or
punishments to get people to adopt the recommended
management practices.
 THE THREE CHANGE
APPROACHES
Organization Redesign,
C Change in Structure Decentralization,
H Modification of Work Flow
Improved
A
Organiza-
N
Techno structural Redesign of Structure tional
G
Approach And Work Operations Per-
E
formance
A Redesign of
Change in Technology Work Operations
G
E
N
Change in Skills,
T Change in People Attitudes, Expectations,
Perceptions
 INTERDEPENDENT ORGANIZATIONAL
ELEMENTS

Structure

Organizational People
Activities

Technology
 CHANGE MASTERY

Improvement –
Change for the
better
“Perhaps the only
person who like
change is a wet baby.”

Anonymous
 Realities of Change
A central component of our lives
A continuous process
Rate of change is accelerating
Vital for survival
Profound change takes time
Change efforts can fail
What changes are occurring in
the civil service or in your life
that will help you see that what
you are doing is old and
ineffective?
 How do People Respond to
Change?
Change can cause stress from the
uncertainty that may affect people’s
performance, self-worth and coping
abilities
High levels of stress can impact emotional
and physical well being
Stress can impact the cost, quality,
performance or delivery of products or
services produced.
 Understanding Resistance
Do not see the need for change
Fear of unknown or uncertain of results
Force of habit or counter to needs,
attitudes and beliefs
Threat to expertise, status or security
Resource limitations or overwhelmed with
too many changes
 Overcoming Resistance
Try to understand the reason for the
change and associated benefits
Assess and address your own
receptiveness to change
Get as much information about the change
as possible
Seek training and support
Get involved in implementation
Exercise:
1. Group into 2 – Face each other
2. In 3 minutes observe your partner
3. Turned - back each other
4. Change 3 things in your physical appearance
5. Faced - back and recognize the 3 things changed –
6. then turned - back again and change another 3 things
in your physical appearance
7. Faced - back and recognize the changes
8. and repeat the same process… for the last time
9. Who got the highest in recognizing things changed
The 7 Dynamics of Change
1. People feel awkward, ill-at-ease and self-
conscious
2. People think of what they have to give up
3. People feel alone even if everyone else is
going through the change
4. People can handle only so much change
5. People are at different levels of readiness
for change
6. People are concerned that they do not have
enough resources
7. If you take the pressure off, people revert
back to old behavior.
The 7 Dynamics of Change
1. People feel awkward, ill-at-ease and self-conscious
Explain the “Why”
2. People think of what they have to give up
Listen to the concerns and sell the benefits
3. People feel alone even if everyone else is going through the change
Stimulate teamwork
4.People can handle only so much change
Set priorities
5. People are at different levels of readiness for change
Give support to those who are a little bit more resistant
6. People are concerned that they do not have enough resources
Give responsibilities to all people involved
7. If you take the pressure off, people revert back to old behavior.
Follow up on the new behavior and point out the benefits.
 Willingness to Change
Number of “10 PP’s” “1 PP’s”
people Ten Proof (One
Persons Proof
Persons)
Introduce change this way
“Outlaws” “Pioneers”
Willingness to Change
 Change Adaptation Curve
30%

Resistors
50%
Critics/Victims
Late Adapters
20%
Innovators Early Adapters Bystanders
Change Agents
LOW HIGH
LEVEL OF RESISTANCE
Change
Resists
Responses Feels angry or depressed
Victim Will not ask for help
Goes back to old ways of doing things
AVOID

Actively looks for reasons it will not work

Reaction to Stress

Change Will not see the positive side

FIGHT

Critic Challenges appropriateness

Reluctant to get involved

Bystander
Waits to see if another will take lead
ADAPT

Attempts to minimize negative reactions

Change Accepts explanations of causes and reasons
Agent Asks to help implement
Nurtures other and forms relationship
 PERCEPTION
The way people perceive the change
process and you as a leader is
THEIR REALITY

You need to learn about their reality to

provide the right support (not only) in times
of change
You need to see the world as in their shoes
to overcome resistance to change
 8 Rules for Changing Course
1. Forget about being popular; focus on getting
results, but don’t be unfair. You can make
tough decision without being hard boiled
2. Don’t try to devise the perfect course of action.
A good plan that you can act on today is better
than a perfect one tomorrow
3. Treat all team members as ‘new hires’. All will
face new demands, and you need to evaluate
their adaptability
4. Re-recruit you best team members, investing
the same effort you would to recruit a new
employee.
8 Rules for Changing Course (conti’d)
5. Set tight deadline. Push for quicker decisions. Let
them know you’ll tolerate honest mistakes, but not
inaction
6. Don’t allow them to drift back into old roles and
routines. Hold them accountable for all assigned
tasks, timetables and deadline
7. Rebuild their confidence by giving words of
encouragement, compliments, empathy and
understanding, a note of appreciation, a smile etc.
8. Update them constantly. If you don’t, team members
will fill in the black and feed the rumor mill.
BUT………

It is hard to lead when we try to be

too clever. Too much cleverness
undermines the group harmony.
Those who lead without such
strategies bring blessing to all.

Lao-tzu 500BC