Leader as a Change Agent

Leader as a Change Agent

FACILITATORTEHRIM IQBAL

tehrimiqbal05@gmail.com

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We Want Change Without Change

We Want Change Without Change

Seminars in Management Seminars in Management

How are you perceiving this subject, any related transitory knowledge?

Suggestions? Expectations from me?

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Why Change?Why Change?

INSANITY

Doing the Same Things&

Expecting

Better Results

Why Change?Why Change?

CHANGE IS THE ONLY THING THAT WILL

NEVER CHANGE. SO BETTER ADAPT TO IT.

What ever level you reach, getting better never stops

Any alterations in the people, structure, or technology of an organization.

change must involve the people – change must not be imposed upon the people

ChangeChange

Difference between two situations or conditions

Change is a window or way where you can see the

future or outcome or a different world.

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Change Change

“If You Can’t Change Your Mind, You Can’t Change Anything”--

George B. Shaw

WHY PEOPLE DON’T CHANGE ?

Comfort Zone

Changes may lead to anger, hatred, jealousy and violence

Reacting to ChangeReacting to Change

Deny/ignore it Fight it Suffer through it Run from it Embrace it

PSYCHOLOGY OF CHANGE

We experience changes physically, mentally and emotionally

Usually it is slight and slow but it can be sudden – disrupting

our work, dislocating our relationships or ruining our leisure

time.

Sometimes we can explain it, sometimes not

Changes involves the familiar; sometimes the unknown. Many

of us prefer what is familiar.

Rather than seek change, we continue to live with our old

familiar feelings (patterns and routines)

Why is Change Management Important?

People want to be successful

People feel successful once they have mastered their environment and believe it is secure

People will resist any change to the work environment that impacts their security

The biggest reason why organizational change fails

The biggest reason why organizational change fails

Not planning to manage its impact on people

Not planning to manage its impact on people

Change is a ProcessChange is a Process

Where you want to be

Where you are today

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Determining

What

Should be

Changed?

A Generic Typology of Organizational ChangeA Generic Typology of Organizational Change

Adaptive Change

Innovative Change

Radically Innovative

Change

Reintroducing a familiar

practice

Introducing a practice new to the

organization

Introducing a practice new to the industry

Resistance to Change

Low High

Reasons for ChangeReasons for Change

1. Current needs have been met

2. New needs have been identified

3. The environment changes

-Robert Byrne-

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Forces ForForces ForChangeChange

WorkforceWorkforce

CompetitionCompetition

WorldWorldPoliticsPolitics

TechnologyTechnology

SocialSocialTrendsTrends

EconomicEconomicShocksShocks

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OutsideOutside

Change AgentsChange Agents

New New inductionsinductions

Inside Inside Change AgentsChange Agents

Agents of ChangeAgents of Change

What Should I Do?What Should I Do?

Obviously, you won’t be able to control everything that

happens to you. But you’re in complete control of how

you respond to what happens.

Human beings, by changing the inner

attitudes of their minds, can change the outer aspects of their lives.

William James (1842 - 1910)

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ANTICIPATE CHANGE EVEN WHEN THINGS

ARE GOING RIGHT

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ALWAYS LOOK AT THE OPPORTUNITIES

THAT CHANGE REPRESENTS

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DO NOT ALLOW ROUTINES TO

BECOME CHAINS

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DO YOUR BEST &

LEAVE THE REST TO ALLAH

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we must remember that succeeding in a

changing world is beyond just

surviving27

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General Motors‘, “think list”:

1) Can a machine be used to do a better or faster job?2) Can handling of materials for the machine be improved?3) Can a special tool be used to combine the operations?4) Can the quality of the part being produced be improved by changing the sequence of the operation?5) Can the material used be cut or trimmed differently for

greater economy or efficiency?6) Can the operation be made safer?7) Can paperwork regarding this job be eliminated?8) Can established procedures be simplified?

General Motors‘, “think list”:

1) Can a machine be used to do a better or faster job?2) Can handling of materials for the machine be improved?3) Can a special tool be used to combine the operations?4) Can the quality of the part being produced be improved by changing the sequence of the operation?5) Can the material used be cut or trimmed differently for

greater economy or efficiency?6) Can the operation be made safer?7) Can paperwork regarding this job be eliminated?8) Can established procedures be simplified?

Change Versus Stability

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Affective

ASPECTS OF ATTITUDE

Cognitive

Behavioural

What a personknows about thesituation

How the personfeels about it

How the personreacts

People build up attitudes which fit their needs and values as they perceive them to be.

Attitudes & ChangeAttitudes & Change

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Unfreezing Changing Refreezing

Lewin’s Force Field Analysis Model

Unfreezing

Breaking down existing ways of doing things

Discarding conventional methods & behavioral patterns.

Lewin’s Force Field Analysis Model

Changing or Moving

Receptive to proposed change New learning It is a time of trial & error Careful guidance – problems arise – tackle efficiently

Lewin’s Force Field Analysis Model

Refreezing

New beliefs, attitudes gained, behavior learnt are

implemented.

Lewin’s Force Field Analysis Model

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Changing the CultureChanging the Culture

Coercive

CHANGE STRATEGIES

Empirical

Re-educative

Rational explanation ofneed for change

Imposing thechange - use ofauthority

Highlighting thebenefits ofchange

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Work Stress & its ManagementWork Stress & its Management

Stress

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Issues in Managing ChangeIssues in Managing Change

Handling Employee Stress due to Change

How Potential Stress Becomes Actual Stress?• When there is uncertainty over the outcome.• When the outcome is important.

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Causes of StressCauses of Stress

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PrayerNegotiateDietExerciseImproved Recruitment & SelectionUse of realistic goal settingTraining & DevelopmentImproved organizational communicationRedesigning of jobsIncreased employee participationWellness programsProvide a counseling program

Managing StressManaging Stress

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Resistance to ChangeResistance to Change

Most people do not like change

Creates ambiguity and uncertainty– Creates stress

Individual Resistance

* Economic reasons

* Personal Reasons

* Social Reasons

Organizational Resistance

* Organizational Structure

* Resource Constraints

* Threat to power & influence

Reasons to Resist…..Reasons to Resist…..

CommunicationCommunication Highest priority and first strategy for change

Improves urgency to change

Reduces uncertainty (fear of unknown)

Problems -- time consuming and costly

Minimizing Resistance to ChangeMinimizing Resistance to Change

CommunicationCommunication Provides new knowledge and skills

Includes coaching and learning

Helps break old routines and adopt new roles

Problems -- potentially time consuming and costly

Minimizing Resistance to ChangeMinimizing Resistance to Change

TrainingTraining

CommunicationCommunication Increases ownership of change

Helps saving face and reducing fear of unknown

Includes task forces, conferences

Problems -- time-consuming, potential conflict

Minimizing Resistance to ChangeMinimizing Resistance to Change

TrainingTraining

Employee Employee InvolvementInvolvement

CommunicationCommunication Potential benefits– More motivation to change– Less fear of unknown– Fewer direct costs

Problems -- time-consuming, expensive, doesn’t help everyone

Minimizing Resistance to ChangeMinimizing Resistance to Change

TrainingTraining

Employee Employee InvolvementInvolvement

Stress Stress ManagementManagement

CommunicationCommunication

When people don’t support change

Influence by exchange

Problems– Expensive– Lack of commitment

Minimizing Resistance to ChangeMinimizing Resistance to Change

TrainingTraining

Employee Employee InvolvementInvolvement

Stress Stress ManagementManagement

Negotiation

CommunicationCommunication

When all else fails

Forceful influence

Firing people

Problems– Reduces trust– May create more resistance

Minimizing Resistance to ChangeMinimizing Resistance to Change

TrainingTraining

Employee Employee InvolvementInvolvement

Stress Stress ManagementManagement

Negotiation

Coercion

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Managing ChangeManaging Change

Vision Skills Incentives Resources Action Plan

Vision Skills Incentives Resources Action Plan

Vision Skills Incentives Resources Action Plan

Vision Skills Incentives Resources Action Plan

Vision Skills Incentives Resources Action Plan

Vision Skills Incentives Resources Action Plan

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SuccessfulChange

Confusion

Anxiety

Slow theChange

Frustration

False Starts

Change is never easy

Keep the big picture in mind

Persistence

Focus

Stamina

Conclusion Conclusion

Thank you for your kind attention!

Thank you for your kind attention!

FACILITATORTEHRIM IQBAL

tehrimiqbal05@gmail.com