Institutional Stability Institutional Stability During ChangeDuring Change

Institutional Stability Institutional Stability During ChangeDuring Change

Views and ThoughtsViews and ThoughtsViews and ThoughtsViews and Thoughts

Setting The SceneSetting The Scene

Historical ConvergenceHistorical Convergence

Perspectives On Change

Ackerman 1997

The Definition

“systematically and deliberately influencing the human and organisational variables associated with a complex change to achieve desired results”.

Aspects of the definitionAspects of the definition• Systematically

– a holistic, proven process for change

• Deliberately– premeditated and planned

• Human– skills, mind-sets, style, culture, norms

• Organisational– strategy, processes, structure, technology measurements, incentives,

HR levers

• Complex Change– multiple stakeholders, focused on strategic business processes

crossing multiple functional domains

• Results– improvements to choice, quality, cost, responsiveness (customer

focused measurements)

Creating The Platform For Dialogue

Creating The Platform For Dialogue

Upfront DiscussionUpfront Discussion• What is the purpose of our change process and desired

outcomes?

• What changes would we like to see in the organisational system?

• What acceptable forms of instability we may engineer

• Understand the upside and downside of both stability and change

• Mechanisms to deal with reactions of people to change

Who Should Be Involved?Who Should Be Involved?

The human and technical side of The human and technical side of changechange

Ph

ases

of

a ch

ange

pro

ject

Phases of a change for employees

Awareness Desire Knowledge Ability Reinforcement

Business need

Concept and design

Implementation

Postimplementation Successful change

Some Of The ModelsSome Of The Models

Lewin (1951) Huse (1980 Kotter (1996) Kirkpatrick (2001)

Unfreeze Weakening the structural support of

the system needing change – getting the system to “open-up”

Scouting change agent and client system

jointly exploring

Entry Development of a mutual contract

and mutual expectations

Diagnosis Identification of specific

improvement goals

Planning Identification of action steps and

possible resistance to change

Establishing a sense of urgency

examine market and competitive realities and identify and discuss crises, potential crises or major opportunities

Creating the guiding coalition

assemble a group with enough power to lead the change effort and encourage the group to work together.

Creating a vision to help the change effort and develop strategies for achieving it.

Communicating the vision

Determining the need or desire for change

Preparing tentative plans Analysing probable reactions Making a final decisions Establishing a timetable Communicating the change

Change Moving the system in a new

direction

Action Implementation of Action Steps

Empowering Others to Act on the Vision

eliminate obstacles to change: change systems or structures undermining the vision; encourage risk taking and non-traditional ideas, activities, and actions

Planning for and Creating Short-Term Wins

plan for viable performance improvements, create those improvements; recognise and reward employees involved in them.

Implement the Change Build the change strategies and

tactics into an overall change plan

Refreeze Reinforcing the changes made –

providing support and stability to prevent the system from slipping back to its previous form

Stabilisation and Evaluation

Evaluation to determine success of change and need for further action or termination

Termination Leaving the system or stopping one

project and beginning another

Consolidating Improvements and Producing more Change

Institutionalising New Approaches

Determining the need or desire for change (this is a cyclical model)

The Change CurveThe Change Curve

Hang-In Point

Persevere

Internally focused Externally Focused

   

   

Achieve Your Vision

State: Exploration

Reaction: Hope/Acceptance

Response: Engage

State: Rebuilding

Reaction: Commitment

Response: Celebrate

State: Status QuoReaction: Shock/Denial

Response: Communicate

State: Chaos

Reaction: Depression/ Anger/ Resistance

Response: Listen

Current

State

I

II

IV

III

Why Change Processes Fail

Why Change Processes Fail

The ReasonsThe Reasons• Allowing too much complexity

• Failing to build substantial coalition

• Not understanding the need for a clear vision

• Failing to clearly communicate the vission

• Not planning for short term results

• Failure to anchor change in corporate culture

What is Resistance?What is Resistance?

It is a force that slows or stops movement. It is a natural and expected part of change

How to Recognise ResistanceHow to Recognise Resistance• Confusion

• Immediate Criticism

• Denial

• Malicious compliance

• Sabotage

• Easy agreement

• Silence

• In your face criticism!!!

Why People Resist ChangeWhy People Resist Change

• Parochial self interest

• Misunderstanding

• Low tolerance for change

• Different assessments of the situation

Kotter and Schlesinger 1979

Understand Intensity Of Resistance

Understand Intensity Of Resistance

Level 1: The Idea ItselfLevel 1: The Idea Itself

•People do not like it

• The do not understand what you want to accomplish

• They have no idea of the impact on them

• They have own ideas of where the organisation should go

• They like your idea but thing the TIMING is wrong

Level 2: Deeper IssuesLevel 2: Deeper Issues

• Distrust

• Bureaucratic Culture

• Loss of respect and face

• Fear of isolation

• Resilience

Level 3: Deeply EmbeddedLevel 3: Deeply Embedded

• Historic Animosity

• Conflicting values and visions

StrategiesStrategies

Resistance FormulaResistance Formula

• R is a factor of DxVxFxC

• R = Resistance

• D = Dissatisfaction with status quo

• V = Position vision of the future

• F = First steps to effect change

• C = Capacity or competency to sustain change

- John Cage-- John Cage-- John Cage-- John Cage-

I cannot understand why people are frightened of new ideas, I’m frightened of old ones

Thank You!Thank You!