MU0009 Change Management

8/4/2019 MU0009 Change Management

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Name S. BALAGOPAL

Roll No. 520945973

Program MBA

Subject Change Management

Code MU0009

Learning

CentreINSOFT - NOIDA [1822]

DATE OF

SUBMISSION18th May 2011


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MU0009 (2 CREDITS)

SET 1

CHANGE MANAGEMENT

Q.1:- What are the Change management principles? Explain Jon P. Kotters of Steps

to successful change.

Ans:- At all times involve and agree support from people within system (system =

environment, processes, culture, relationships, behaviours, etc., whether personal or

organizational).

Understand where you/the organization is at the moment.

Understand where you want to be, when, why, and what the measures will be for having got

there.

Plan development towards above No.3 in appropriate achievable measurable stages.

Communicate, involve, enable and facilitate involvement from people, as early and openly

and as fully as is possible.

John P Kotters Eight Steps to Successful Change

John Kotters highly regarded books Leading Change (1995) and the follow-up The Heart

of Change (2002) describe a helpful model for understanding and managing change. Each

stage acknowledges a key principle identified by Kotter relating to peoples response and

approach to change, in which people see, feel and then change: Kotters eight step change

model can be summarised as:

1. Increase urgency inspire people to move, make objectives real and relevant.

2. Build the guiding team get the right people in place with the right emotional

commitment, and the right mix of skills and levels.

3. Get the vision right get the team to establish a simple vision and strategy, focus on

emotional and creative aspects necessary to drive service and efficiency.

4. Communicate for buy-in Involve as many people as possible, communicate the

essentials, simply, and to appeal and respond to peoples needs. De-clutter communications

make technology work for you rather than against.

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5. Empower action Remove obstacles, enable constructive feedback and lots of support

from leaders reward and recognise progress and achievements.

6. Create short-term wins Set aims that are easy to achieve in bite-size chunks.

Manageable numbers of initiatives. Finish current stages before starting new ones.

7. Dont let up Foster and encourage determination and persistence ongoing change

encourage ongoing progress reporting highlight achieved and future milestones.

8. Make change stick Reinforce the value of successful change via recruitment, promotion,

and new change leaders. Weave change into culture.

Q.2:- Explain briefly the reasons why people resist change?

Ans:-

1. The Risk of Change is Seen as Greater than the Risk of Standing Still Making a

change requires a kind of leap of faith: you decide to move in the direction of the unknown

on the promise that something will be better for you. But you have no proof. Taking that

leap of faith is risky, and people will only take active steps toward the unknown if they

genuinely believe and perhaps more importantly, feel that the risks of standing still are

greater than those of moving forward in a new direction. Making a change is all about

managing risk. If you are making the case for change, be sure to set out in stark, truthful

terms why you believe the risk situation favors change. Use numbers whenever you can. At

the very least, they get our attention, and then when the rational mind is engaged, theemotional mind (which is typically most decisive) can begin to grapple with the prospect of

change. But if you only sell your idea of change based on idealistic, unseen promises of

reward, you will not be nearly as effective in moving people to action. The power of the

human fight-or-flight response can be activated to fight for change, but that begins with the

perception of risk.

2. People Feel Connected to Other People Who are Identified with the Old Way We

are a social species. We become and like to remain connected to those we know, those who

have taught us, those with whom we are familiar even at times to our own detriment.

Loyalty certainly helped our ancestors hunt antelope and defend against the aggressions of

hostile tribes, and so we are hard wired, I believe, to form emotional bonds of loyalty,

generally speaking. If you ask people in an organization to do things in a new way, as

rational as that new way may seem to you, you will be setting yourself up against all that hard

wiring, all those emotional connections to those who taught your audience the old way and

that is not trivial. At the very least, as you craft your change message, you should make

statements that honor the work and contributions of those who brought such success to the

organization in the past, because on a very human but seldom articulated level, your audience

will feel asked to betray their former mentors (whether those people remain in the

organization or not). A little good diplomacy at the outset can stave off a lot of resistance.

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3. People have No Role Models for the New Activity Never underestimate the power

of observational learning. If you see yourself as a change agent, you probably are something

of a dreamer, someone who uses the imagination to create new possibilities that do not

currently exist. Well, most people do not operate that way. It is great to be a visionary, but

communicating a vision is not enough. Get some people on board with your idea, so that you

or they can demonstrate how the new way can work. Operationally, this can mean setting up

effective pilot programs that model a change and work out the kinks before taking your

innovation on the road. For most people, seeing is believing. Less rhetoric and more

demonstration can go a long way toward overcoming resistance, changing peoples

objections from the It cant be done! variety to the How can we get it done? category.

4. People Fear they Lack the Competence to Change This is a fear people will seldom

admit. But sometimes, change in organizations necessitates changes in skills, and some

people will feel that they will not be able to make the transition very well. They do not think

they, as individuals, can do it. The hard part is that some of them may be right. But in many

cases, their fears will be unfounded, and that is why part of moving people toward changerequires you to be an effective motivator. Even more, a successful change campaign includes

effective new training programs, typically staged from the broad to the specific. By this I

mean that initial events should be town-hall type information events, presenting the rationale

and plan for change, specifying the next steps, outlining future communications channels for

questions, etc., and specifying how people will learn the specifics of what will be required of

them, from whom, and when. Then, training programs must be implemented and evaluated

over time. In this way, you can minimize the initial fear of a lack of personal competence for

change by showing how people will be brought to competence throughout the change

process. Then you have to deliver.

5. People Feel Overloaded and Overwhelmed Fatigue can really kill a change effort,

for an individual or for an organization. If, for example, you believe you should quit

smoking, but you have got ten projects going and four kids to keep up with, it can be easy to

put off your personal health improvement project (until your first heart attack or cancer scare,

when suddenly the risks of standing still seem greater than the risks of change!). When you

are introducing a change effort, be aware of fatigue as a factor in keeping people from

moving forward, even if they are telling you they believe in the wisdom of your idea. If an

organization has been through a lot of upheaval, people may resist change just because they

are tired and overwhelmed, perhaps at precisely the time when more radical change is most

needed! Thats when you need to do two things: re-emphasize the risk scenario that forms

the rationale for change (as in my cancer scare example), and also be very generous and

continuously attentive with praise, and with understanding for peoples complaints,

throughout the change process. When you reemphasize the risk scenario, you are activating

peoples fears, the basic fight-or-flight response we all possess. But that is not enough, and

fear can produce its own fatigue. Youve got to motivate and praise accomplishments as well,

and be patient enough to let people vent (without getting too caught up in attending to

unproductive negativity).

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6. People Have a Healthy Skepticism and Want to be Sure New Ideas are Sound It is

important to remember that few worthwhile changes are conceived in their final, best form at

the outset. Healthy skeptics perform an important social function: to vet the change idea or

process so that it can be improved upon along the road to becoming reality. So listen to your

skeptics, and pay attention, because some percentage of what they have to say will prompt

genuine improvements to your change idea (even if some of the criticism you will hear will

be based more on fear and anger than substance).

7. People Fear Hidden Agendas among Would-Be Reformers Let us face it, reformers

can be a motley lot. Not all are to be trusted. Perhaps even more frightening, some of the

worst atrocities modern history has known were begun by earnest people who really believed

they knew what was best for everyone else. Reformers, as a group, share a blemished

past . . . And so, you can hardly blame those you might seek to move toward change for

mistrusting your motives, or for thinking you have another agenda to follow shortly. If you

seek to promote change in an organization, not only can you expect to encounter resentment

for upsetting the established order and for thinking you know better than everyone else, butyou may also be suspected of wanted to increase your own power, or even eliminate potential

opposition through later stages of change.

In a recent change management project, when management faced a lingering and

inextinguishable suspicion in some quarters that the whole affair was a prelude to far-

reaching layoffs. It was not the case, but no amount of reason or reassurance sufficed to quell

the fears of some people. What was the solution? Well, you would better be interested in

change for the right reasons, and not for personal or factional advantage, if you want to

minimize and overcome resistance. And you would better be as open with information andcommunication as you possibly can be, without reacting unduly to accusations and

provocations, in order to show your good faith, and your genuine interest in the greater good

of the organization. And if your change project will imply reductions in workforce, then be

open about that and create an orderly process for outplacement and in-house retraining.

Avoid the drip-drip-drip of bad news coming out in stages, or through indirect

communication or rumor. Get as much information out there as fast as you can and create a

process to allow everyone to move on and stay focused on the change effort.

8. People Feel the Proposed Change Threatens their Notions of Themselves Sometimes

change on the job gets right to a persons sense of identity. When a factory worker begins to

do less with her hands and more with the monitoring of automated instruments, she may lose

her sense of herself as a craftsperson, and may genuinely feel that the very things that

attracted her to the work in the first place have been lost. This is especially so among many

medical people and psychologists doing their graduate training, as the structures of medical

reimbursement changed in favor of the insurance companies, HMOs and managed care

organizations in developed countries. Medical professionals felt they had less say in the

treatment of their patients, and felt answerable to less well trained people in the insurance

companies to approve treatments the doctors felt were necessary. And so, the doctors felt

they had lost control of their profession, and lost the ability to do what they thought best forpatients.

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The point is not to take sides in that argument, but to point out how change can get

right to a persons sense of identity, the sense of self as a professional. As a result, people

may feel that the intrinsic rewards that brought them to a particular line of work will be lost

with the change. And in some cases, they may be absolutely right. The only answer is to help

people see and understand the new rewards that may come with a new work process, or to see

how their own underlying sense of mission and values can still be realized under the new way

of operating. When resistance springs from these identity-related roots, it is deep and

powerful, and to minimize its force, change leaders must be able to understand it and then

address it, acknowledging that change does have costs, but also, (hopefully) larger benefits.

9. People Anticipate a Loss of Status or Quality of Life Real change reshuffles the deck a

bit. Reshuffling the deck can bring winners . . . and losers. Some people, most likely, will

gain in status, job security, quality of life, etc. with the proposed change, and some will likely

lose a bit. Change does not have to be a zero sum game, and change can (and should) bring

more advantage to more people than disadvantage. But we all live in the real world, and letus face it if there were no obstacles (read: people and their interests) aligned against

change, then special efforts to promote change would be unnecessary.

Some people will, in part, be aligned against change because they will clearly, and in

some cases correctly, view the change as being contrary to their interests. There are various

strategies for minimizing this, and for dealing with steadfast obstacles to change in the form

of people and their interests, but the short answer for dealing with this problem is to do what

you can to present the inevitability of the change given the risk landscape, and offer to help

people to adjust. Having said that, I have never seen a real organizational change effort thatdid not result in some people choosing to leave the organization, and sometimes thats best

for all concerned. When the organization changes, it will not be to everyones liking, and in

that case, it is best for everyone to be adult about it and move on.

10. People Genuinely Believe That the Proposed Change is a Bad Idea Sometimes

people are not being recalcitrant, or afraid, or muddle-headed, or nasty, or foolish when they

resist. They just see that we are wrong. And even if we are not all wrong, but only half

wrong, or even if we are right, it is important not to ignore when people have genuine,

rational reservations or objections.

Not all resistance is about emotion. To win peoples commitment for change, you

must engage them on both a rational level and an emotional level. Ive emphasized the

emotional side of the equation for this list because I find, in my experience, that this is the

area would-be change agents understand least well. But I am also mindful that a failure to

listen to and respond to peoples rational objections and beliefs is ultimately disrespectful to

them, and to assume arrogantly that we innovative, change agent types really do know best.

A word to the wise: were just as fallible as anyone.

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Q.3:- Discuss the impact of decision making in self change

Ans:- Impact of Decision Making in Self Change

One of the most damaging things that executives do in leading transformation is to make

change-related decisions in ways that run counter to the desired culture they are trying to

build. Unfortunately, most executives are not aware of the negative impact of their decision-

making style, nor are they aware of just how visible and far-reaching the damage goes

throughout every level of their organization. On the other hand, decision-making can be a

powerful tool for modeling a new culture, and for catalyzing tremendous employee

commitment to your organizations change effortif it is done effectively.

The Content Vs. The Process of Making Decisions

Good decision-making increases the speed of change, lowers its costs, reduces employee

resistance, promotes alignment across initiatives and organizational boundaries, and promotesa sustainable high performance culture. In order to achieve these benefits, you must attend to

three distinct areas of effective decision-making: (1) the content of the decision, (2) the

process used to make it and (3) the human and cultural impacts the content and the process

produce (content, process, and people).

When most leaders think of decision-making, they focus only on the content. Was the

decision right? Did it produce the desired outcome? Was there another option that we

should have pursued instead?

However, bad content is seldom the problem with change-related decisions because leaders

often get their smartest people involved, or they hire outside experts to ensure that the right

decision is made. The problem lies instead in how the decisions are made. And bad decision-

making processes inevitably lead to people and cultural problems. Let us explain.

The Decision-Making Continuum

Change leaders can use a multitude of decision-making processes, from the traditional

command and control approach where the leader makes the decision and informs others who

must then follow, to a collaborative and participatory approach where stakeholders are

involved and the decision is made jointly. The graph below outlines and defines six options

along such a continuum.

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Individual Owner

Tell: I make the decision without input.

Sell: I have a position, and try to get

others to agree before making the

decision.

Input: I make the decision after hearing

your input.

Group Owner

Majority: Group vote, majority wins.

Consensus: We all agree about how to

proceed, even though some of usthink a different decision might

be better

Alignment: We all agree this is the best

decision.

The Impact of Decision-Making on Transformational Change

By definition, transformational change means that peoples mindsets and behavior, and the

organizations culture, must change along with the business structure, systems or processes.

The culture change sought most often these days pertains in some way to moving beyondcommand and control to some sort of empowered, collaborative, team-oriented,

participatory norm

Employees watch closely how change is led (planned, designed and implemented) to see if

the espoused culture change is real and believable. If leaders talk about the organization

becoming more service oriented and participatory, yet lead the transformation in a

command and control way with no attention to serving those involved, then the incongruence

between their walk and talk causes employees to lose faith and resist the transformation, or at

least not positively contribute to it.

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How change-related decisions are made blatantly identifies how your change efforts are being

led, and tells employees whether your espoused culture change is real or not. If your leaders

are unaware of the options for decision-making, and habitually default to leader controlled

tell decisions, then your transformational efforts are likely doomed to fail. Your leaders

may make the right content decisions, but will not be able to motivate or engage employees

to implement them successfully because their decision-making style precludes positive

employee participation and trust.

The Impact of Decision-Making on Change Leader Performance

Transformational change efforts are often fraught with conflicts and political clashes among

leaders. Executives and managers vie for larger pieces of the organizational pie, each trying

to ensure that their turf wins through the change. Leaders of individual change initiatives

compete for resources for their efforts, often withhold critical information from each other,

and do not adequately cooperate across boundaries to ensure the success of one anothers

projects.

In most cases, this is a power and control game where the battle wages over who owns what

decisions and how they will be made, especially regarding decisions whose impacts cut

across organizational boundaries. The single most pragmatic and effective way to minimize

these battles is to get the leaders to agree to identify who owns each major decision and what

decision-making process and style will be used. When the decision-making process is

unknown, people tend to fight for their way more vigorously. Old patterns of conflict occur,

and habitual struggles replay themselves, slowing the change effort, building even thicker turf

walls, and exacerbating negative feelings. Without a doubt, change efforts collectively runmore smoothly when the leaders driving them are aligned and cooperating. Here are five tips

for using decision-making to create such leadership and organization alignment.

Tip #1: Make the Decision-Making Process Overt to All Participants and Stakeholders

The most important aspect of your decision-making process always is to make your

decision-making process OVERT to those participating in it, having a stake in its success,

and those impacted by it. People relax and trust more when they know who owns the

decision and how it will be made. For example, you might announce, The design team owns

this decision about the rollout strategy and which region we will implement first. They will

decide by consensus, with input from each regions change project team.

When people know who owns a decision and how it will be made, they are more inclined to

abide by the decision even if they do not agree fully with it. Always announce the owner and

the process to all stakeholders and targets of the change for all significant decisions.

Tip #2: Determine Your Decision-Making Process and Style Before You Have to Use It for

Tough Decisions

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Transformation is fraught with tough decisions, emotional choices with far-reaching

consequences. Often, such decisions create winners and losers, people or groups who gain,

and those who lose something important (budget, staff, authority). The higher the stakes, the

worse peoples bad interpersonal habits play out. All too often, conflict reigns.

As soon as you have identified the need for such a tough decision, and BEFORE you begin

the debate on it, consciously decide the decision-making process you will use (tell, sell, input,

majority, consensus, or alignment). Get agreement from everyone involved that the process

will be as defined. Then, when it is decision time, use that process. You will likely still find

that some people are disgruntled about the content of the decision, but far less so than they

might have been because they knew the process in advance.

Tip #3: Fit Your Decision-Making Process to the Situation

Notice in the Decision-Making Continuum that as leaders increase employee participation in

decisions, they also increase the level of shared commitment. This is the primary benefit ofinvolving more people in decisions. But be forewarned: increased involvement also means

increased time to get the decision made, and this is not always ideal. Decisions in emergency

situations or those that call for short response times or those whose scope of impact is small

are often better made by individuals. There is no one best decision-making process. The key

is to make yours conscious and OVERT, and to fit it to the situation.

Sometimes it is very appropriate for a leader to retain a decision as his or her own, even

without any input from others (which is blasphemous to participation evangelists). In other

situations, the slow process of getting to group consensus or alignment is more fitting(blasphemous to command and control, speed is king types). In deciding which process is the

proper fit, keep in mind that even though decision-making through consensus or alignment is

usually slower, the subsequent implementation of the decision to achieve its intended results

is usually much faster. Measure speed in terms of results achievement, not in terms of

decision-making.

Another key point about speed is that consensus and alignment decision-making processes

always move faster when those participating ALL possess similar information about the

decision. Often, these processes get stuck because participants only understand their side of

the story, or what benefits them. Make sure everyone knows the risks, rewards, and benefits

for each constituent, and most importantly, for the entire enterprise. Then consensus or

alignment will be easier to achieve.

Tip #4: Always Assess the Culture-Building Price Your Decision-Making Process Will Pay

Identifying which decision-making process to use requires you to factor in such diverse

variables as the level of urgency, scope, impact, need for cultural modeling, morale of

employees, and credibility of leadership.

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Perhaps the most important variable in transformational change-related decisions is cultural

modeling. When you are trying to build a more co-creative or participative culture, you must

always consider the cultural price and potential loss of leadership credibility that you

might pay for using telling as your decision-making mode. That is not to say that you

cannot or should not use the tell approach at times, but rather that you should ensure that

the situation calls for it, and that you make your reasons overtly known to others. That way

they will not automatically assume that you have fallen back into the old command and

control mode you are espousing that your are changing.

Most of the time people understand and accept an autocratic decision-making process when

the leader overtly owns it and announces it in advance. But they resent it greatly when they

have been told that we are moving toward a participative culture, then decisions are

consistently made without input.

Tip #5: Be Conscious of Your Habitual Decision-Making Style and What Prevents You From

Changing It

The tell mode is by far the default decision-making style in todays organizations. It simply

fits how most traditional leaders think, especially when reinforced by the command and

control cultures that prevail in organizations. If you find yourself using the tell mode often,

then realize that your style will likely keep your transformation from succeeding because

your people will see the gap between your walk and talk as significant, and will stop

believing and positively participating in the change.

The key is to become consciously aware of your habitual style so you can catch yourselfwhenever you fall unconsciously into a tell or sell mode, without first assessing its

effectiveness and impacts. Being consciously aware, you will be better able to consciously

choose the best process for the situation. You will even be able to step outside your comfort

zone and use decision-making options that might seem awkward. If you are habitually a tell

decision maker, when considering a more participatory approach, you might hear your mind

saying things such as: 1) Involving others will take too much time, 2) They dont have

enough informationexperienceskill to make this decision, or 3) If I involve them in

this decision, then they will expect to participate in all decisions.

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MU0009 (2 CREDITS)

SET 2

CHANGE MANAGEMENT

Q.1:- Elaborate different stage of organization change.

Ans:- Organizational change occurs when a company makes a transition from its current

state to some desired future state. Managing organizational change is the process of planning

and implementing change in organizations in such a way as to minimize employee resistance

and cost to the organization, while also maximizing the effectiveness of the change effort.

Organizational change can be conceptualized in 4 broad stages:

Awareness

Adoption

Implementation

Institutionalization

Each stage is important in the development, implementation and maintenance of a palliative

care program. Once the program has been institutionalized (stage 4), change continues within

the program and the organization through an ongoing cyclic process of assessment and

innovation.

Stage 1: Awareness

Components Operationalization

Identify needs

Search for possible solutions

Create tension for change

Conduct needs assessment

Brainstorm / research ways to meet

needs

Communicate needs to key leaders

Stage 2: Adoption


Decide upon a course of

action

Formulate policy / procedure

for implementing change Allocate initial resources

Develop a proposal

Present the proposal to key stakeholders

Key personnel have time and resources to

plan

Stage 3: Implementation


Resources allocated for

implementation

Carry out innovation

Observe reaction of

organization members

Observe reaction of organization members

Obtain resources to launch programme

(money, staffing, physical space etc.)

Being palliative care practice and

observe response

Market Palliative Care Programme

Market Palliative Care Programme

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Define Roles

Stage 4: Institutionalization


Integrate innovation into

routine organization operations

Internalize goals and values

surrounding innovation

Referrals to Palliative Care Programme

become regular

Policies and Procedures Guide Care

Palliative Care throughout institutions

improves

Evaluation leads to improved care

Q.2:- Mr. Bali is working in United India a public sector company for last 15 years.

The organization is facing competition from various private and multinational

companies. To meet the challenges, management has decided to update their

information system by integrating information technology in every sphere of

functioning. Mr. Bali is accustomed to manual working system. He finds the new

technology and its working difficult to cope up with. To him the new technology is a

threat for his job performance. His professional and personal life is badly affecting due

to his new found job stress. After listening to his problem his friend suggest him to

develop self mastery.

What nature of problem Mr. Bali is facing?

What is self mastery?

Explain the various spheres of self mastery that Bali should follow to cope up

the situation?

Ans:- What nature of problem Mr. Bali is facing?

Mr. Bali is facing with the problem of change management. He is not able to cope with the

change which comes after the changes in working system due to change in information

technology. In other words, we can say he is facing problem of self mastery.

What is Self Mastery?

Humans are multi-dimensional creatures. We are physical, emotional, mental, and spiritual

beings. Self mastery is the intentional pursuit of growth and development in each of these

areas. The physical aspects of self mastery pertain to maximizing your bodys health andvitality, including strength, flexibility, and cardio vascular training, as well as getting

adequate rest and eating a healthy diet.

On the emotional level, self mastery includes: 1) developing your ability to identify and

accept your emotions, 2) being authentic, 3) releasing negative emotions in healthy and

constructive ways, 4) being sensitive to others, 5) expressing emotional vulnerability, and 6)

fostering close and meaningful relationships.

The mental aspects of developing greater self mastery focus on your mindset, in particular,

your fundamental assumptions and beliefs. This is a key component of self mastery because

mindset is causative and determines your potential for success. Here is how: your beliefs and

assumptions determine your perceptions and judgments, which then trigger your emotions

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and behaviors, which in turn determine your performance and results. In other words, the

seed of each of your successes and failures is always your mindset.

Spiritually, in the context of change leadership, self mastery pertains to knowing who you

are, pursuing your purpose in your work, being connected to your higher self, and living in

integrity with your core values. Being in touch with these deeper aspects of yourself shapes

your change leadership strategies and behaviors, and unleashes your creativity, passion and

energy.

Behavior is the fifth area of self mastery. Behavior is the external manifestation of deeper

internal processes. When you identify a behavior you seek to change, you will need to also

discover the beliefs and emotional reactions that drive that behavior. Behavior change in its

complete form touches all four other areas of self mastery.

Some of the key changes in leadership style, behavior, skills, tools, or methods called for by

transformation are listed below. Each requires some sort of personal change in the change

leaders to implement. It may be a shift of worldview, belief, or mental model, a different

emotional reaction, or a new way of dealing with people. Making these personal changes will

dBaliatically increase your change leadership success. And that is the benefit of self mastery!

1.You cannot control transformational change processes. They emerge as you proceed.

Consequently, you cannot pre-plan far in advance and expect to actually follow your plan.

You will need to constantly course correct. This will require extreme flexibility on your part,

an ability to let go of control, involve more people, and remain calm and comfortable amid

chaos and uncertainty. Each of these is contrary to the old leadership model that says leaders

should know the answers and be in control.

2.Command and control does not work well for transformation. First, you cannot controlan emergent process, and trying to do so only makes it that much more unpredictable.

Second, you need people to take responsibility and contribute, not wait for your direction.

They need to be empowered. Otherwise, your change process will move too slowly and you

will not be able to alter course as new information arises. The chain of command will bog

things down. For most leaders, this fundamental change in how they lead is profound.

3.You will need to co-create with others across boundary lines. Transformation is seldom

isolated to only one aspect of the organization. Its success almost always requires working

across functional, process, hierarchical, or geographic boundaries. This requires a well-

developed capacity to collaborate, to engage in joint decision-making and consensus

building, and working with others, not against them. Not all leaders have these skills.

4.You will need to focus first on enterprise-wide goals , and secondly on your own turfs

needs. Transformation is always in support of some larger enterprise-wide goal, and since it

must be run with attention to cross boundary interfaces, it requires all leaders to orient first to

the bridge-building common goals of the enterprise. This is a challenge for most leaders

because they have been promoted based on their ability to deliver results in their function,

region, or process. Sacrificing their own agenda for the needs of the larger system is a

difficult transition to make.

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5.Transformation requires far more sophisticated ways of dealing with people and their

reactions. Marching into the unknown territory of transformation can be scary. People will

not just resist, they will be genuinely frightened. Their core needs will be triggered. They will

worry about their job security, competence to excel in the new organization, and whether they

will gain or lose power as a result of the change effort. Peoples stress will skyrocket, and

you will need to do more than simply communicate better. You will need to learn about

deeper aspects of human dynamics such as core beliefs, human needs, and emotional

reactions in order to build strategies to deal with them. Making a real study of human

dynamics is usually uncomfortable for most pragmatic, results-oriented leaders. This is

exacerbated by the fact that the only way leaders can really learn about human dynamics is to

explore their own. In other words, you will need to pursue your own self mastery to really

learn about other peoples reactions.

6.You will need to find ways to support people and your culture to change. Likely, your

culture will need to evolve to support your organizations transformation. Certainly, many of

your people will need to change to succeed in the new state. We do not mean simply learnnew skills. People will need to alter their behaviors (e.g., more risk-taking, greater span of

authority, increased empowerment and responsibility), which will call for deeper

introspection into their own beliefs and emotional reactions. This will require you to develop

a new depth to your coaching and mentoring. You will need to ensure that you are walking

your own talk, and are engaged in similar changes as you are asking of them. They will

expect you to lead the way. You cannot ask others to pursue self mastery if you are not doing

so.

7. You will need to engage many more people in ways other than top down.Transformation is most successful when the entire organization works together on the same

team pulling for the same enterprise goals. This requires far different involvement strategies

than normal. Top down cannot be the knee-jerk way you implement communications,

visioning, new state design, or any of the other key change activities. You will need to think

out of the box and find ways to engage people beyond the standard project team. This can

produce anxiety in leaders as they wrestle with their internal drive for speed and their

assumptions that people should follow their orders without needing to be involved.

8. You will need to re-orient your need for speed and following a timeline. Un-

predictable, emergent processes that depend on people who are emotionally triggered and

needing to change themselves while still performing cannot be placed on a rigid timeline.

Best guesses are as good as you are going to get. You can support your organizations

transformation to go as fast as possible, but no faster. It will take the time it takes. Trying to

force more speed only makes change go slower. This is a very tough fact for most leaders to

swallow.

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Q.3:- What are the characteristics of effective change leaders?

Ans:- According to Jon Katzenbach, and the other patrons of "Real Change Leaders", the

most effective change agents within businesses share seven common characteristics. This is

probably the case for those who apply themselves to improving the businesses performance

in social responsibility just as they are in every other field.

The characteristics are:

1. Commitment to a better way. They share a seemingly inexhaustible and visible

commitment to a better way, and believe deeply that the companys future is dependent upon

the change particularly their part of it being successfully executed. They see the change

target as exciting, worthwhile and essential to the future success of the institution, as well as

to their own personal satisfaction.

2. Courage to challenge existing power bases and norms. They develop the personal courageneeded to sustain their commitment in the face of opposition, failure, uncertainty, and

personal risk. While they do not welcome failure, they do not fear it. Above all, they

demonstrate the ability to rise again, and thereby build courage in those around them.

3. Personal initiative to go beyond defined boundaries. They consistently take the initiative to

work with others to solve unexpected problems, break bottlenecks, challenge the status quo,

and think outside the box. Setbacks do not discourage them from trying again and again.

Certainly they are responsive to top leaderships inspiration, but they do not wait around for it

to move them to action.

4. Motivation of themselves and others. Not only are they highly motivated themselves, but

they have the power to motivate, if not inspire, others around them. They create excitement

and momentum in others and provide opportunities for people around them to follow their

example and take personal responsibility for changing.

5. Caring about how people are treated and enabled to perform. They really care about other

people, but not to the extent of blind self-sacrifice. While certainly not the corporate

equivalent of Mother Theresa, they are fair minded and sensitive to helping other people

succeed. They are also intent on enabling the performance of others as well as their own.

They do not knowingly manipulate or take advantage of others.

6. Staying undercover. They attribute part of their effectiveness to keeping a low profile;

grandstanding, strident crusading, and self promotion are viewed as sure ways to undermine

their credibility and acceptance as change leaders.

7. A sense of humour about themselves and their situations. Not a trivial trait. A sense of

humour is often what gets them through when those around them are losing heart.

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MU0009 Change Management

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