CHANGE MANAGEMENT. CHANGE Change is as much an attitude of mind as it is a specific skill. The task...
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Transcript of CHANGE MANAGEMENT. CHANGE Change is as much an attitude of mind as it is a specific skill. The task...
CHANGE MANAGEMENT
CHANGE• Change is as much an attitude of mind as it is a specific skill.
The task of leadership is really to make the status quo more
dangerous than launching into the unknown.
John Harvey-Jones
• The only living organism that survives is that which adapts to change.
Field Marshal Slim
• Dealing with change is all in the mind. Once you have people working in the same direction as real members of real teams, then change becomes part of everyday life. Leaders need to start the process which ultimately the team will complete.
John Quinn
CRITERIA FOR CHANGE
• CLARITY
The person must understand what to change and why?
• SELF AWARENESSThe person must understand the need to change and its benefit, how to change, and the person must have the will to change .
• OPPORTUNITY
The person must have opportunities in which behavioural change can and should occur.
• MEASURESThe benefits must be apparent and recognizable positive change must be recognized.
1 - Shock
2 - Denial
3 - Frustration
4 - Depression
5 - Experience
6 - Decisions
7 - Integration
THE KUBLER-ROSS CHANGE CURVE
Stage-1. Shock and surprise in response to the event or change. ‘I can’t believe it’.
Stage - 2. Denial of the change and finding ways to prove that it isn’t happening. Sticking your head in the sand and reassuring yourself that it isn’t really happening. ‘I’ve always done it this way-these new ideas will blow over.’
Stage -3. On the way down, and experiencing anger and frustration. Often a tendency to blame everyone else and lash out at them. Still no acceptance of the change. ‘Why pick on me?’
Stage -4. Hitting rock-bottom and experiencing depression and apathy. Everything seems pointless and there is no point in doing anything. ‘I’m ready to give up.’ Lack of self-confidence.
THE KUBLER-ROSS CHANGE CURVE
Stage- 5.Stage 4 is so depressing that most of us start to pull overselves out of it. This is where you will start to try out new things. ‘I think I’ll have a go at this - after all, anything’s better than Stage 4’.
Stage - 6. Deciding what works and what doesn’t work. Accepting the change and beginning to feel more optimistic and enthusiastic. ‘This isn’t so bad after all - it actually seems to be working.’
Stage -7. At this stage, you will be integrating the change into your Life it becomes part of your norm -’The new me’.
THE KUBLER-ROSS CHANGE CURVE
TWO TYPES OF THEORIES OF CHANGE
Theory E
Change based on economic values
Change usually involves heavy use of economic incentives, drastic layoffs, down-sizing & restructuring.
e.g. Mr. William A. Anders of General Dynamics.
Theory O
Change based on organizational capability.
Change usually involves a soft approach to change, the goal is to develop corporate culture and human capability through individual and organizational learning, the process of changing obtaining feedback analyzing and making further changes e.g. Hewlett-Packard.
Dimensionsof change
Goals
Leadership
Focus
Process
Reward System
Use of
Consultants
Theory E
maximize
shareholder value
engage change
from the top down
emphasize structure
and systems
plan and establish
programs
motivate through
financial incentives
consultants analyze
problems and shape
solutions
Theory O
develop organizational
capabilities.
encourage participation
from the bottom up
build up corporate
culture: employees’
behavior and attitudes
experiment and evolve
motivate through
commitment - use pay as
fair exchange
consultants support
management in shaping
their own solutions.
Theory E & OCombined
explicitly embrace the paradoxbetween economic value and organizational capability
set direction from the top andengage the people below
focus simultaneously on the hard(structures and systems) and the soft (corporate culture)
plan for spontaneity
use incentives to reinforcechange but not to drive it
consultants are expert resourceswho empower employees
COMPARING THEORIES OF CHANGE
C y c l e o f C h a n g e
C O N T E N T M E N T R E N E W A L
D E N I A L C O N F U S I O N
CYCLE OF CHANGE
QUESTIONS TO ASK YOURSELF TO ANTICIPATE EFFECTS OF CHANGE
Q Have I ensured that everybody knows what benefits are expected from the change?
Q Does everybody full understand and accept the case for change?
Q Can I answer everybody’s vital question: “What’s in it for me?”Q Will the planned changes genuinely make people’s jobs more interesting?
Q What would I want done for me if my job was at stake?
QUALITIES OF A CHANGE AGENT
RealisticEffective communicator
Attentivelistener
Ideas person
Eager for improvement
Restless
Good collaborator
FACTORS: RESISTANCE TO CHANGE
Resistance to change
Lack of understanding- the reason why
Lack of trust and confidence in others
Lack of confidence in plans
Ingrained norms and habits
Perception of self/others
Historical precedent
Fear of loss
Fear of redundancy or lack of skills
Lack of ‘social proof’
Fear of the unknownConfusionConflicting priorities
Conflicting ‘organizational messages’ - lack of
management consistency
Fear of failure
Lack of motivation
Lack of information
Unclear benefits
Lack of individualself-confidence
Threats of status
REDUCING RESISTANCE TO CHANGE
• Economic Incentives.
• Two way communication.
• Group Involvement.
• Bargain.
• Handling symbols.
• Making changes tentative.
• Ceremony.
• Avoiding change till credibility is obtained.
• Building on the past.
WAYS TO INFLUENCE BEHAVIOUR
FACTORS HOW TO USE THEM
GOAL SETTING Set personal objectives for people so that they focus their minds on performance; reaching the goals will reinforce their enhanced drive.
Commend people, publicly or privately, to strengthen commitment. Be sure to set high standards, and never ignore mistakes.
PRAISE
ENJOYMENT Make work fun, with celebrations, outings, posters, awards, and customer visits to stimulate all-round involvement.
ROLES Allocate temporary or permanent leadership or facilitation roles to encourage people to take a wider view and develop their skills.
Be willing to pay generously for achievement. People may change their behaviour radically for significant pay rewards.
Move offices, redesign or redecorate them, or use other physical moves to create a fresh atmosphere that affects behaviour
REWARDING
CONDITIONS
PROCEDURES Change the way you run meetings or award authority to reinforce new ways of relating to other team members.
CHANGING CULTURE
CHANGING THE WORLDWhen I was young man,
I wanted to change the world.I found it was difficult to change the world,
so I tried to change my nation.
When I found I couldn’t change the nation,I began to focus on my town.
I couldn’t change the town and as an older man,I tried to change my family.
Now, as an old man, I realize the only thingI can change is myself,
and suddenly I realize, that if long agoI had changed myself,
I could have made an impact on my family.
My family and I could have made an impact on our town.
Their impact could have changed the nation and I could indeed have changed the world.
•