types of change change process change models reasons for resistance to change overcoming...
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CHANGE MANAGEMENT
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LEARNING OUTCOME Types of change Change process Change models Reasons for resistance to change Overcoming resistance to change Implementing change Role of HR in leading and facilitating
change
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CHANGE MANGEMENT Definition
Change management is defined as the process of achieving the smooth implementation of change by planning and introducing it systematically, taking into account the possibility of it being resisted or at least misunderstood
(Kotter emphasises on leading change rather than managing change)
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TYPES OF CHANGE Transformational change Strategic change Operational change
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TRANSFORMATIONAL CHANGE Gamma change
Fundamental
structures, processes & behaviour
Comprehensive
Have dramatic effect on the way the organisation functions
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STRATEGIC CHANGE Concerned with
Broad, long term , organisation wide issues Moving to a future state in terms of
strategic vision and Affects the mission, corporate philosophy
Etc Background:
External competitionEconomic/social environemnt Internal resources etc
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STRATEGIC CHANGE Implementation
Thorough analysis of factors responsible for change
Planning – Implementation: continual assessment,
repeated choices , multiple adjustments
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OPERATIONAL CHANGE New systems, procedures, structures,
technology Immediate effect on the working
arrangement in a part of the organisation Implication: can be more significant on
people than strategic change
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THE CHANGE PROCESS Awareness for the need for change Analysis of the situation and factors Diagnosis of their distinctive characters An indication of the direction in which
action is to be taken
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THE CHANGE PROCESS - contd Possible course of action identified,
evaluated, and preferred action finalised Decide how to get from here to there
( “as is” to “To be” )Critical phase in change process
New process,system installed Change is embedded and maintained
Hold the gain : continuous monitoring, taking corrective action
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ROAD BLOCKS Resistance to change Instability High levels of stress Misdirected energy Conflict Loss of momentum
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CHANGE MODELS Explains the mechanism for change and
the factors that affect its success Best known models are by
Lewin-1951Beckhard-1969
Other importantThurley – 1979Bandura – 1986Beer et al - 1990
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LEWIN
Unfreezing Changing Refreezin
g
Mechanism for managing change
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LEWIN Methodology for analysing change- “
field force analysis”
Analyse the restraining /driving forces which will affect the transition
Assess which of these driving/restraining forces are critical
Take steps- increase the critical driving forces/decrease the critical restraining forces
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BECKHARD- 1969 Change program should incorporate the
following processesSet goals & define future state/condition desired after the
change
Diagnose the present condition in relation to these goals
Define the transition state activities/commitment required to meet the future state
Develop strategies/action plan to manage these transition by analysing factors likely to affect change
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KEITH THURLEY – 1979 5 approaches for managing change
1. Directive.2. Bargained.3. Hearts and minds.4. Analytical.5. Action based.
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BANDURA- 1986 Describes the ways in which people
changePeople makes conscious choice about their
behavior. The information based on which choices are made come from their environment. Choices are based upon the things that are important to them, the belief about their own abilities and the consequences of particular behavior.
To change the peoples behavior , we have to change the environment, convince them new behavior is accomplishable, and it will lead to an outcome that they will value.
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BEER, EINSTAT & SPECTOR Six steps for effective change- “ task
alignment”1. Mobilise commitment to change – analysis of
system2. Develop shared vision to organise and manage
to achieve goals3. Foster consensus for the new vision, competence
to enact it, cohesion to move it along4. Spread revitalisation to all department without
pushing from top5. Institutionalise the revitalisation through formal
policies, systems and structures.6. Monitor and adjust strategies in response to
prolems in the revitalization process.
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RESISTANCE TO CHANGE Why ? Threat to the familiar pattern of
behavior. Resistance is rational in terms of the
individuals prespective However
Some people welcome change as an opportunity- they can be used to introduce change as change agents
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REASONS FOR RESISTING CHANGE The shock of the new Economic fears- job security Inconvenience Uncertainty Symbolic fears Threat to interpersonal relationships Threat to status or skill Competence fears.
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OVERCOMING RESISTANCE TO CHANGE Analyze the potential impact of change
– on people Understand the feelings of those
affected- clear the ambiguities Change agents should understand new
ideas are likely to be suspected- make ample provision for discussions
Involve the people in change process to get ownership
Communication strategy to explain the change should be implemented
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DIFFICULTIES IN IMPLEMENTING CHANGE Time over run= cost over run Unforeseen problems In effective coordination Management distracted from
implementation bcos of crises / competitiveness
Incapability of employees involved Inadequate training and handholding Uncontrollale external factors
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SOLUTIONS Motivate employees to achieve
behavioral change Manage the transition to have proper
control during and after transition by developing and communicating clear image of the future
Shape the political dynamics of change to create power centres that will support the change than block it
Build in stability of structures and processes to serve as anchors for employees to hold on
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ROLE OF CHANGE AGENTS People who help to manage change by
providing advice and support on its introduction and management.
“An internal or external individual or team responsible for initiating, sponsoring, managing and implementing a specific change initiative or complete change program.”
Role – to lead change
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CHANGE COMPETENCIES Project management Coordinating with clients- defining the
task, establishing relationships Team building Analysis and diagnosis- data collection,
problem solving, system thinking Data utilization- qualitative/
quantitative, paper based review, survey technique
Interpersonal skills- leadership, dealing with people
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COMPETENCIES Communication skills- written,
presentation Political awareness- sensitivity Intervention implementation-
participation, involvement Monitoring and evaluation- criteria
setting . Reviewing, measuring effectiveness
Technical skills- financial interpretation Process skills- facilitation Insight- reflection, awareness of key
issues, critical thinking, intuition
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ROLE OF HR IN CHANGE Leading change Facilitating change
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GUIDELINES FOR CM Strong commitment and visionary
leadership from the top Understanding the culture of the
organisation Temperamental and leadership skills for
those involved in change management develop a conducive working
environment People support what they help to create-
create ownership for change Reward innovation and recognise
success Failures must be expected and learnt
from
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GUIDELINES FOR CM Hard evidence and data to support the
need for change Select the champions of change as
change agents In age of global competition,
technological innovation, turbulence, chaos, change is inevitable. The organisation must do all it can do to explain the need for change and its effect on every one. Effort must be made to protect the interest of those affected by change
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REFERENCE Armstrongs hand book of management
and leadership- 3 rd edition