CHAPTER 8IMPLEMENTING CHANGE :Change Management, Contingency, Processual Approaches

Presented by : Daesy Natalya Irma Irsyad

CHANGE MANAGEMENT APPROACHy

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Focuses on strategic, intentional and usually largescale change Entails following a variety of steps; the exact steps vary depending upon the model used Belief that achieving organizational change is possible through a coordinated and planned approach Claims to be appropriate for all types of change Change Management ApproachKotters Eight - Step Model Other n-step models N-step model issues

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Change Management vs Organization Development Contingency Approaches Processual Approach

KOTTERS EIGHT-STEP MODELKotters eight-step model is one of the best known: 1. Establish the need for urgency 2. Ensure there is a powerful change group to guide the change 3. Develop a vision 4. Communicate the vision 5. Empower the staff 6. Ensure there are short-term wins 7. Consolidate gains 8. Embed the change in the culture

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O T H E R N- S T E P M O D E L S

Ten commandements (Kanter, Stein and Jick 1992) Ten Keys (Pendlebury, Grouard, and Meston 1998) 12 Action Steps (Nadler 1998) Transformation Trajectory (Taffinfer 1998) Nine-Phase Change Process Model (Anderson & Anderson 2001) Step-by-Step Change Model (Kirkpatrick 2001) 12 Step Framework (Mento, Jones and Dirndorfer 2002) RANDs Six Steps (Light 2005) Integrated Model (Leppitt 2006)

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N- S T E P M O D E L I S S U E SThe sequences of steps The number of steps The timing of steps The resourcing of steps The involvement in each step Managing multiple steps Revisiting different steps Are all steps needed for particular changes? Cyclical or linear5

C H A N G E M A N A G E M E N T V S . ODThere is a debate between proponents of OD and proponents of change management:y

OD is criticized for giving attention only to human development, and not to technology, operations, and strategy Change management is criticized forhaving a focus on the concerns of management rather than on those of the organization as a whole being the product of management consultancy firms

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C O N T I N G E N C Y A P P R O A C H ES

Contingency approaches challenge the view that there is one best way The style of change or the path of change will vary, depending upon the circumstances, including:y y y

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the scale of the change the receptivity to change of organizational members the style of change management the time period the performance of the organization

DUNPHY / STACE CONTINGENCY

MODEL OF CHANGE

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FIVE MAIN CHANGE APPROACHES:

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Developmental transitions (Constant change, Consultative style) Task-focused transitions (Constant change, Directive style) Charismatic transformation (Radical; Revolutionary change, consultative style) Turnarounds (Frame breaking change, Directive style) Taylorism

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C O N T I N G E N C Y A P P R O A C H ESHuys Contingency Approach categorizes change into 4 ideal types :1.

The commanding interventionShort-term and rapid Senior executives Downsizing, Outsourcing, Divesting

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The engineering interventionMedium-term and relatively fast Work Design Analysts (e.g change agents) Changing work design and operational systems

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The teaching intervention

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Long-term and gradual Consultants Work practices and behaviours

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The socializing interventionLong-term and gradual Participative experiential learning, self-monitoring Democratic organizational practices

C O N T I N G E N C Y A P P R O A C H ESContingency approaches remain less common than Change Management approaches. Suggested reasons include:

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Achieving fit may be difficult due to differing perceptions of the conditions in which the fit is sought Contingency approaches require greater analysis and decisions by managers; the prescriptiveness of change management models may be attractive to managers Contingency approaches focus on leadership style rather than a specific set of actions The use of different change styles at different times may raises questions in the minds of staff as to the credibility of senior management There is a question about what is contingent to managing change

P R O C E S S U AL A P P R O A C Hy

It sees change as a continuous process rather than a series of linear events within a given period of time It sees the outcome of change as occurring through a complex interplay of different interest groups, goals, and politics This approach alerts the change manager to the range of influences which they will confront and the way in which these will lead to only certain change outcomes being achieved This approach is often used to provide a detailed analysis and understanding of change retrospectively

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Learning more about one change management model: The Kotters model

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Kotter on Leadership & Management

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British Airways Swipe Card Debacle

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From each change perspective, what are the key issues to understanding the wildcat strike? Key issues: 1. The workers had not been consulted before the swipe cards were introduced 2. The workers felt that the swipe cards were being introduced to closely monitor their schedules and manipulate their shift timings 3. The workers felt that they were not a part of the swipe cards decision 4. The workers had grievances like low pay, unilateral decisions and limited knowledge of the workers working hours and shifts17

5. The mood of the workers was not receptive to a change 6. The timing was incorrect, the time before the peak season was not the appropriate time to introduce such a change

From the perspective of Organisational Development; unfreezing, changing and refreezing, this action of BA did not give any opportunity for unfreezing, nor did it explain the reason for changing and the place where the refreezing would take place

From the perspective of the Sense-making (Freeze, Rebalance and unfreeze); changing process as a problem solving and problem finding perspective the action taken by BA was done without adequate efforts of finding the problem. For instance the CEO of BA did not know that there was a recognition of problem in the workforce

From the perspective of Change management; how and what the BA did not workout how the change will be effected, how it will be perceived and how it should be introduced. Similarly, BA was not clear about what this change was all about, what it would achieve for the company and what would be the consequences for the employees

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From the perspective of Contigency; the BA did not explain to the workers why the swipe cards were being introduced, the uses that swipe cards would be put to and the effect swipe cards would have on their jobs

Strategy used: BA wrongly used the power-coercive strategy and believed that the workers would have agreed to the decision provided the short period time given

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Assume that you have been retained by British Airways (BA) management to advise them on how to avoid such a situation in the future. What lessons emerge from each perspective and what recommendations would you draw from each in constructing your advice to BA management?From the perspective of unfreezing ,movement and refreezing, we should have first created unfreezing by communicating the need for change to all the BA workers before introducing the swipe cards. From the perspective of problem finding, we analyzed the need to introduce swipe cards and evaluated the benefits from it. Only if the benefits were great enough would I go in for swipe card introduction. From the perspective of how and what, we contacted all the unions and sounded them on the need for swipe cards only after extensive discussions we introduced the swipe cards and would have given reassurances that the swipe cards data would not be used to interchange their shifts or split shifts. From the perspective of why, we informed the workers of the need for swipe cards and gauged their reaction to the idea and then decide whether to introduce the cards or not 20 Use people skills and analytical skills to introduce such a wide ranging change. Respect the opinion of workers and would take them into confidence before any decision making. Strategy : Use the empirical-rational strategy for introducing the swipe cards. Reveal how the swipe cards would benefit the interests of the workers

Is there one change management perspective, or a combination of perspectives, that provides the best way of understanding the swipe card issue? Why? The combination of change management perspectives that is unfreezing, changing, and refreezing, the problem finding and solving, the how, why and what perspective give a balanced approach to the swipe cards issue. The reason is that each perspective gives us an additional insight into the problem The fact that BA gave only 5 days time to launch the swipe cards indicates that the unfreezing had not been done, moreover the problem that was being solved by swipe cards had not properly been understood and communicated, nor were the reasons given for the quick and untimely introduction adequate.21

Most importantly, the BA staff showed neither political skill nor people skills in introducing the swipe cards The result was that all pent up resentment of the workers surfaced. The mood of the workers should properly be judged by the management. If there are respect and esteem issues they should be resolved before any changes are introduced

What broad conclusions do you draw from this analysis?The broad conclusions from this analysis are: 1. The objectives of the change should be evaluated.

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2. The need for change should be communicated and the reaction should be gauged. 3. The change should be carried out at an appropriate time. 4. Business analysis should be carried out to gauge the need and the advisability of the change 5. The effect of the change on productivity should be assessed before embarking on change. 6. The effect of change on different stakeholders should be evaluated before going in for change 7. Misunderstandings should be anticipated and clarified before the change occurs. 8. Distrust and misgivings should be addressed for successful change management. 9. The strategies for change management should empiricalrational, normative-reeducative or environmental-adaptive depending on the circumstances. In modern organizations very rarely should power-coercive strategies be used. 10. In a company like BA before the swipe cards were introduced the change managers should have assessed the degree of resistance, target population, the timing and the stakes of the employees before introducing swipe cards

ADDITIONAL DETAILS :

Swipe cards should have been introduced in a different manner from which it was done. The employee should have been explained the importance of swipe cards and the benefits that it would bring them. In addition, the empirical rational approach would stress the importance of explaining to the employees that the swipe cards would not be used against the employees. Another approach is to discuss the need for introducing existing idea of swipe cards to the workers and first develop a commitment towards this technology before there are introduced. This would have taken some amount of redefining and reinterpretation of the existing norms and values. The third approach is that the swipe cards should have been introduced by BA not in isolation but as a part of a restructuring plan. This would have reduced its perception of being disruptive in nature

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THANK YOU

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