Change Management V2.0

8/13/2019 Change Management V2.0

1/24

Change management: asurvival kit?

Presentation byDr Judith Broady-Preston, Department of

Information Studies, Aberystwyth University(copyright retained)

to the

Joint HLG Wales & IFMH Study Day, Friday8 May 2009, Angel Hotel, Cardiff


2/24

Introduction

Change will not come if we wait for some other person or some

other time. We are the ones weve been waiting for. We are the

change that we seek.

Barack Obama, speech, Feb. 5, 2008

Wisdom lies neither in fixity nor in change, but in the dialectic

between the two.

Octavio Paz

After youve done a thing the same way for two years, look it over

carefully. After five years, look at it with suspicion. And after ten

years, throw it away and start all over

Alfred Edward Perlman, New York Times, 3 July 1958


3/24

Outline

Nature of change

Change and emotionresistance to change Public sector executives face unique obstacles in leading

organisational change, in part because of entrenched civil servicebureaucracies, procedural constraints such as managing

performance and firing employees, and dealing with manydifferent stakeholders with competing priorities

FenlonFinancial Times, 22 November 2002

Tools and techniques

Recipes and ethics


4/24


5/24

Discontinuous change

We are entering an Age of Unreason,

when the future, in so many areas, will be

shaped, by us and for us; a time when

the only prediction that will hold true isthat no predictions will hold true; a time

therefore, for bold imaginings in private life as

well as public, for thinking the unlikely and

doing the unreasonable. (Handy, C. (1991) The Age ofUnreason. London: Random House.)


6/24

Change

Increasing pace of change

Change from within - baby boomers, skills obsolescence, ageingequipment/technology

Forces of change

Relationship with, and the impact of factors creating anincreasingly volatile external environment

Increasing demands for quality and higher levels of customerservice and satisfaction

Greater flexibility in organisational structures and management

patterns Changing nature/composition of the workforce

Conflict from within organisations


7/24

Forces driving change: creating conflict

Czerniawska study (2005) (adapted from and quoted in Mullins,

(2007), Management and Organisational Behaviour,p. 734):

Outsourc ing, together with continual redefinition of an organisation's core

business

Fragmentat ion of work, together with distribution of work across differentlocations, people and organisations

Changing demographics and expectat ions, creating an employees,

rather than employers, market

Technology, described as a double-edged sword, enabling people to do

more, but tempting organisations to do too much

All the above createsCONFL ICT betweenorganisat ions andindiv iduals

NB May 2009add TED (The Economic Downturn)!


8/24

Change and emotion

Responses to enforced change = emotional

Use of stor ies and analogiescan create detachment: Sources: - http://www.businessballs.com/stories.htm

E.g. the businessman and the fisherman (KitKat ad)

Aesops Fables:- http://www.businessballs.com/aesopsfables.htm

E.g. The Ass and the Mule (agree to reasonable change now oryou can risk far worse enforced change in the future)

The Rich Man and the Tanner, (time softens change - given timepeople get used to things)

Nothing new! F B Loughridge (1979) Against the Self Image of the Trade:

Some Arguments Against Computers in LibrariesAssistantLibrarian
http://www.businessballs.com/stories.htmhttp://www.businessballs.com/aesopsfables.htmhttp://www.businessballs.com/aesopsfables.htmhttp://www.businessballs.com/stories.htm


9/24

Resistance to change

an inability, or an unwillingness, to discuss or

accept organizational changes that are

perceived in some way damaging or

threatening to the individual.

(Huczynski and Buchanan (2007)

Organizational Behaviour,6thed., p.598)

NB New edition due 1 July 2009.


10/24

Causes of resistance to change

Parochial self-interest (I dont want to be pushed out of mycomfort zone)

Misunderstanding and lack of trust (Why are you asking me todo this? Conspiracy theorists?)

Contradictory assessments (Youmight think this is good, but Idont)

Low tolerance for change (I cant cope with theuncertainty/anxiety)

(adapted from Bedeian, 1980, quoted in Huczynski and Buchanan,2007, p.597-599)


11/24

13 sources of resistance (Eccles, 1994)

ignorance (failure tounderstand the problem)

comparison (solution isdisliked because alternative ispreferred)

disbelief (feeling proposedsolution will not work)

loss (change has unacceptablepersonal costs)

inadequacy (rewards fromchange = insufficient)

anxiety (fear of being unable tocope with new solution)

demolition (change threatensto destroy existing socialarrangements)

power cut (sources ofinfluence/control will beeroded)

contamination (newvalues/practices = repellent)

inhibition (willingness tochange is low)

mistrust (suspicion ofmanagement motives forchange)

alienation (other interests more

highly valued than newproposals)

frustration (change will reducepower and careeropportunities)


12/24

Overcoming resistance (1)

6 techniques (Kotter and Schlesinger, 1979)

Education and commitment

Participation and involvement (participative management andchange)

Facilitation and supportcounselling, therapy for staff

negotiation and agreementnegotiated, compromise change

Manipulation and co-optationgetting resistors onside covertly

Implicit and explicit coerciontransfer, demotion, career

blocking, sacking strategies


13/24

Overcoming resistance (2)

Stakeholder analysis

identifying and addressing needs of ALL affected by change

Recognising different needs require different approaches

Process

Compile list of all stakeholders affected by proposed change

Establish win/lose scenario of each one

Focus on potential benefits to strengthen support for change

Address concerns by negotiation and compromise


14/24

Overcoming resistance (3): Egans

stakeholder categories (1994)

partnerssupporters ofyour change

alliessupporters, if givenencouragement

fellow travellerspassive;committed to the agendabut not you

fencesittersnot clearwhere their allegiances lie

loose cannonsdangerous; may voteagainst agendas in whichthey have no direct interest

opponentsopposeagenda but not youpersonally

adversariesoppose you &

your agenda bedfellowssupport

agenda but may not trustyou

voicelessthose affected,

but who lack advocates andpower to promote or opposechange


15/24


16/24

JISC InfoKit: Change Management (2008)


17/24

JISC InfoKit: Change Management (2008)


18/24

Change variables: change elements matrix

(JISC, 2008)

This tool provides decision-makers with a picture of the

potential consequences if the change is, is not, or is

partially implemented in each of a range of variables

Examples of variables are shown in blue. You may wish

to tailor these to coincide with your own circumstances

(next slide).

Available to download from:

http://www.jiscinfonet.ac.uk/tools/change-variables-

template
http://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-templatehttp://www.jiscinfonet.ac.uk/tools/change-variables-template


19/24

What would happen if we

Variable Do not change? Partially change? Change

effectively?

Strategy

Policies

Processes

Tasks

Services

Service delivery

Staffing issues

Financial resources

Training and development

Structure

Collaborative links

Culture


20/24

Managing the change cycle (based on Bryson,

2006)

Denial (1)

shock

relief

Resistance (2)

negativity

self-doubt

Exploring (3)

search

experiment

Commitment (4)

new forms

new balance


21/24

Effective management of change

Step 1: Acknowledgement and understanding of thehuman element in an organisation

Step 2: Appreciate the influence of organisational

structure and management style Step 3: Successful change is facilitated by consideration

of HRM concerns:

Change and HRM - 4 areas:

Communication and information sharing Staff involvement and participation

Training and development

Job design


22/24

Recipes

Mechanistic/planned vs. radical/dynamic

Pundits identify recipesthe n-step recipe for change approache.g. Lewins three step model (1951):

Unfreeze (current situation) Move (desired future state)

Refreeze (embed and stabilise the change)

Relationship between change management and

project management

leadership and conflict

Is it neat, tidy, rational, and logical?


23/24

Recipe approach

Pros:

codifies what research andpractical experiencesuggest are main factorscontributing to effectivechange, even if much of this= common sense

gives a framework/checklistof requirements for thoseplanning change

Cons: research and experience

confirm change is: - messy,untidy, politicised,seemingly irrational BUT

recipe approach assumeslogical linear process.Presumption if change ismessy must be becausemanagers have failed tofollow the recipe.

theoretically weak becauselooks backwards and not athow organisationalprocesses may be changingthemselves


24/24

Ethical change?

A contradiction in terms?

Dodds, S. (2007) "Three Wins: Service Improvement using ValueStream Design 2nded. is the story of how a small team of healthcare professionals re-invented the way they worked. The bookcharts the successful redesign of the Vascular Surgery Outpatient

Clinic at Good Hope Hospital, in North-East Birmingham from 2000-2004, which was subsequently rolled-out across the region during2005.

Claimed outcomes are:

a better service to patients - Do you want a Win for QUALITY

a skilled, motivated and enthusiastic team - Do you want a Winfor FUN?

and a substantial cost saving in treatment costs - Do you want aWin for COSTS?

(Source : http://www.three-wins.com/ (Accessed 1 May 2009)
http://www.three-wins.com/http://www.three-wins.com/http://www.three-wins.com/http://www.three-wins.com/

Change Management V2.0

Documents

Transcript of Change Management V2.0