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WELCOMETO OUR

PRESENTATION

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TOPIC

COURSE Human & Organizational Behavior

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PRESENTED TO

MD. ABU BAKOR SIDDIQUEDepartment of Business Administration

THE UNIVERSITY OF ASIA PACIFIC

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Mahfuza Akter ID : 10206038OlibunnaharID : 10206006H.M.Hafizur RahmanID : 10206031MIRON HossainID : 10106033Devabrota MoytraID : 10106023Hamidu zzamanID : 08206040

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Change for change’s sake is bad. But some change can be good. The Bio cul tural Sci ence & Man age ment blog has pub lished this great graphic on resis tance to change.

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You’ll never get me up on

one of those

butterfly things!

ResistanceYou have to stop being a caterpillar in order to become a butterfly. Change is not always a conscious decision. Change will occur, inevitably. We can choose to be active participants in change. Or not, maybe. Metamorphosis is an uncontrollable process with an unclear result. "In the change from being a caterpillarto becoming a butterfly,you're nothing more than a yellow,gooey sticky mess."It is dangerous to think you know the answer

What is the meaning of this story?

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Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving that up.” -James Belasco and Ralph Stayer

“Flight of the Buffalo”

People fear the uncertainties of change. The slightest suggestion that things won’t stay the same can cause panic…but the real problem isn’t the change…it’s people’s reaction to that change.”

-Dr. Alan Zimmerman

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ChangeTo Make Different in Some Particular: ALTER

To Make Radically Different: TRANSFORM

To Give a Different Position, Course or Direction

-- Webster’s Collegiate Dictionary

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Change is necessary in life to keep us…

MovingGrowingInterested

“…Imagine life without change. It would be static...boring...dull.”

Why change ?

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Organizational change

WHY CHANGE IS NECESSARY

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THE STAGES OF CHANGE

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THE CYCLE OF CHANGE AT WORK

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How prevalent is Resistance to Change at WORK ?

– It is generally acknowledged that in an average organization, when the intention for change is announced:

15% of the workforce is eager to accept it

15% of the workforce is dead set against it

70% is sitting on the fence, waiting to see what happens

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HOW PEOPLE RESPOND TO CHANGES THEY LIKE AT WORK ?

Three-stage process

Unrealistic optimismReality shockConstructive direction

HOW PEOPLE RESPOND TO CHANGES THEY FEAR AND DISLIKE AT WORK ?

Getting off on the wrong trackLaughing it offGrowing self-doubtDestructive direction

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Change At work = Motivation X Vision X Next Steps

Motivation – Some Good Reason to Give up the Status Quo Vision – A Clear and Practical Vision of the Desired Future

State Next Steps – an Understanding of the Next Steps Required to

Progress Toward the Vision If One Is Missing, Little Change Will Take Place

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1. SURPRISE

2. REJECTION

3. CYNICISM

4. GRUDGING ACCEPTANCE

5. REJECTION ONCE AGAIN

6. ACCEPTANCE

7. COMMITMENT

8. HASTE

9. CONTROL

10. ACHIEVEMENT

TYPICAL REACTIONS TO CHANGE

Typical human reactions to change can be illustrated by means of the following diagram, which resembles the steps of a ladder or a staircase: It starts with step 1 of utter surprise and goes up all the way through the steps up to step 10, where

achievement is possible and people start to say "let's do it". The stages of gradual

acceptance are:

What ?

I don’t believe it

We've tried it before

I dint like it, but

I told it wouldn’t work

Lets give it a try

It is going to work

I want it now

Steady Improve-ment

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All of us are different. Some are extroverts, others introverts. Some are quick starts, others fact-finders. Some are liberals, others conservatives. All of us, says Winters, have natural ways in which we respond to conflict—natural ways in which we each respond to change. Understanding the natural way of how people handle change can therefore be important for top leaders in managing change sensitively. Winter’s formulation of the six “types” of employee reactions to the changing workplace is a useful tool to enable this understanding.

REACTIONS TO CHANG AT WORK

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• Ignorance• Mistrust• Disbelief• “Power-Cut”• Loss• Inadequacy• Anxiety• Comparison• Demolition

Resistance to

change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them.Key words here are 'perceive' and 'threat'. The threat need not be real or large for resistance to occur.  In its usual description it refers to change within organizations, although it also is found elsewhere in other forms. Resistance is the equivalent of objections in sales and disagreement in general discussions.Resistance may take many forms, including active or passive, overt or covert, individual or organized, aggressive or timid.

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Don’t Resist Resistance

• Resistance Is– Inevitable– A Natural Function of Change– Manageable

• Resistance Is Not– Necessarily Logical– A Sign of Disloyalty– To Be Taken Personally– A Sign That the Change Project Is Out of Control

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• Letting Go of Familiar Past (Perhaps a Romanticized View)

• Confronting Feelings About an Uncertain Future

• Dealing With Loss of Face• Redesigning a Focus on New Realities• Working on These in Public, Facilitated

Forums Allows People to Constructively Express Their Anxiety and Anger and Helps to Reduce Passive-Aggressive Inertia and Sabotage

Deal With the Four “F’s of Loss and Change”

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Sometimes people who resist change have discovered weaknesses in the process of organizational change. This type of resistance is beneficial because these weaknesses can be eliminated before we start with the process of change.Some important thing when we talk about resistance to changes is the level of resistance. The level of resistance can be:

As you can see from the picture if the level of resistance  is small there is a probability that the change process will not give the desired level of success. This situation can have two cases:

LEVEL OF RESISTANCE OF SUCCESS

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WHY DO EMPLOYEES RESIST TO CHANGE?

Surprise Inertia Misunderstanding and lack of skills Poor Timing Lack of Trust Fear of Failure Personality Conflicts Threat to Job Status/Security Breakup of Work Group Competing Commitments

–Education and communication–Participation and involvement–Facilitation and support–Negotiation and agreement–Manipulation and co-optation–Explicit and implicit coercion

Strategies for Overcoming Resistance

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Frog Prince You have to

kiss many frogs before you find the Frog Prince

RESISTANCE TIPS

Triggered by fearDon’t take it personallyListen to the message

Struggle = Engagement

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WHAT IS ORGANIZATIONAL CHANGE MANAGEMENT?

DefinitionThe organized, systematic application of

knowledge, tools, and resources of change that provide organizations with a key

process to achieve their business strategy

GoalProvide the structure & guidance necessary to effectively prepare organizations for the successful acceptance of cultural change

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Anticipatory changesReactive changesIncremental changes Strategic change

Types of Organizational Change

Forces of Change

•External Forces –Market Place–Govt Laws and Regulations–Technology–Labor market–Economic Change

•Internal Forces –Changes in Organisational Strategies –Workforce change–New Equipment–Employee Attitude

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ORGANIZATIONAL CHANGE MANAGEMENT TOOLS

Organizational & Project Attributes AssessmentProject Readiness AssessmentStakeholder AnalysisSponsor RoadmapDTI Readiness Methodology

Communication StandardsReporting/tracking standardsControl Book

Measures of Success/Lessons Learned

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Managing the Dynamic of Change

An organization, like a mobile, is a web of interconnections.

A change in one area throws a different part off balance.

Managing these ripple effects is what makes managing change a dynamic proposition with unexpected challenges.

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Stru

cture

People

Tech

nolo

gy

Work Process, Methods and Equipments

Attitude, Expectations, Perception and Behavior

Work specialization, Departmentalization, Chain of Command Span of Control, Formalization, Job Redesign

Managing Change

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CHANGE MANAGEMENT STANDARDS

Manage the strategy Develop and manage the plan Track/report readiness Develop training strategy

Reinforce/Support Celebrate success Analyze feedback and prepare to manage resistance

Prepare with the project team Assess change/culture Develop/educate team

http://dti.delaware.gov/majorproj/standards.shtml

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People Management is the Key to managing change

Implementing a successful change in organization is tough. Even setting up of a state of the art technology along with providing all the necessary training and equipments, does not guarantee a successful change.The right way to manage change begins with a simple model but involves a process that can be complex and delicate. It entails careful planning, detailed design, and thorough implementation.

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Making Change Happen

Two Approaches to Organization Change

Organization Development (OD) Formal top-down approach

Grassroots Change An unofficial and informal bottom-up approach

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Planned change programs intended to help people and organizations function more effectively.

Applying behavioral science principles, methods, and theories to create and cope with change.

OD creates fundamental change in the organization, as opposed to fixing a problem or improving a procedure.

OD programs generally are facilitated by hired consultants,

Organization development (OD)

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Deepen the sense of organizational purpose.

Strengthen interpersonal trust.

Encourage problem solving rather than avoidance.

Develop a satisfying work experience.

Supplement formal authority with knowledge and skill based authority.

Increase personal responsibility for planning and implementing.

Encourage willingness to change

Objectives of OD

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Unfreezing, changing, and refreezing social systems

Unfreezing: neutralizing resistance by preparing people for change.

Changing: implementing the planned change

Refreezing: systematically following a change program for lasting results.

The OD Process

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Medium Risk

Low Risk

High Risk

Medium Risk

Risk Determination Table

12 24 60

[1] Modified from Prosci.

Assessing the Organization

Change Characteristics

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Organizational Attributes

Small incremental change to a change resistant organization

Large Disruptive Change to a Change Resistant Organization

Small incremental change to a change-able organization

Large Disruptive Change to a Change-able Organization

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ACHIEVINGSUCCESSFUL ORGANIZATIONAL CHANGE

1. Dedicate resources to Organizational Change Management

2. Secure visible executive sponsorship early in the project

3. Repeat key messages early and often4. Involve employees in the change

process5. Create a transition strategy with

achievable timeframes

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GREATEST SUCCESS FACTORS

Active and visible sponsorshipUse of organizational change management processes & toolsEffective communicationsEmployee involvementEffective project leadership and planning

Source: Prosci Benchmarking Report

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PLANNING FOR CRITICAL SUCCESS FACTOR

Addressed Primarilyby OrganizationalChange Management

Type

TypeTypeType

Type

Type

People

Process Technology

Addressed Primarilyby BusinessProcess Redesign

AddressedPrimarily

by Package

People and process issues are sometimes overlooked in planning for this type of project. They need to be addressed for the project to be a success.

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Comfort

UnawareDenial

Anxiety

Insight

What is happening?

What’s in itfor me?

What will I do differently tomorrow?

How do I

prepare

?

How do I staymotivated?

Organizational Change Phasesand Communication

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Change Management Process is used as a basis for putting together a Change Management Plan or Change Management Project that is specific to your needs. Our five phase, structured Change Management Process has helped some of the world's largest and most successful companies deal with what has become a constant today---Change!

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UNDERSTANDING THE CHANGE PROCESS

We need to be able to work with change at the very micro-level (persuading individuals within organizations to work in new or different ways)

We also need need to be influencing the agenda at the macro-level – changing public opinions

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UNDERSTAND AND OWN THE PAST

The Past Bounds Future Success Identify Critical Success Factors From Previous

Successful Changes in the Organization Surveys Interviews Lessons Learned Sessions

Acknowledge Past Failures Explicitly Plan on Countermeasures

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UNDERSTANDING ORGAMIGATION DEVELOPMENT

Stimulating Innovation

CREATIVITY

The ability to combine ideas in a unique way or to make an unusual association.

INNOVATION Turning the outcomes of the creation process into useful products, services, or work methods

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SYSTEM VIEW OF INNOVATION

Creative Environment, Process and Situation

OUTPUTS TRANSFORMATION

Creative Individuals,Groups andOrganizations

INPUT

Innovative Products, Work Method

Structural Variables •Organic structure•Communication•Abundant resources•High interunit stimulate•Work and network support

HR Variables •High commitment to T & D•High job security•Creative people

Cultural variables •Acceptance of ambiguity•Positive feedback•Low external control•Tolerance of risks•Tolerance of conflicts•Focus on ends•Open system focus

Innovative Variables

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•Adopt an organic structure•Make available plentiful resources•Engage in frequent inherent communication •Minimize extreme time pressures on creative activities •Provide explicit support for creativity

Structural

Variables

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•Accept Ambiguity, have low external control •Tolerant impractical•Tolerant risk taking•Tolerate conflict•Focus on ends rather than means •Develop an open system focus •Provide positive feedback

Cultural Variables

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•Actively promote T & D to keep employee’s skills updated •Offer high job security to encourage risk taking •Encourage individual to be “Champion” to change

HumanResources

Variables

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Prepare for “Implementation Dip”

• Things Often Get Worse Before They Get Better• Increase the Communication

– Change the Medium and Words– Focus on What Is Ahead– Provide As Much Information As Possible

• Allow Resistance to Surface and Manage It

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Warning: Need to Balance “Preparing For” and “Implementing”

• There Is a Need to Develop a Comprehensive Plan for the Change

• There Is a Need to Get the Organization Ready for the Change

• But If It Takes Too Long, People Lose Interest and Motivation

• So, Plan for Short Projects That Will Engage the People

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Say It Once, Say It Twice, and Say It Again

• Keep It Simple – No Jargon• Use Language of the People• Use Storytelling• Use Different Mediums

– Memos– Group Meetings– Stories in Newsletters– One-on-one Meetings– (Have Different Levels of Impact)

• Change Style of Communication Depending Upon– Where You Are in the Change– Who You Are Communicating With

• Walk the Talk, Be Honest

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What to Watch Out for

• Virtual Change Management… "Sure We Can Do That for You… What Exactly Did You Have in Mind?"

• Change Management Lite…Good Communication and Training to the Masses. You Can Sort Out These Pesky Role Changes Later on While You're Trying to Get Your Work Processes Adjusted

• Change management.Com…Web Enabled Change Management Through Your Company's Own Special Portal. "What We'll Put on That Web Site Will Have So Much Sizzle That Your Guys Are Really Gonna' Go for the Change."

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SUMMARY –

become more business-like and to focus on changes in the business environment

reposition ourselves rapidly in a dynamic global environment

inform our SWOT analysis systematise planning, project management and

improvement at all levels, using the ADRI model ensure we do not “leave things to chance”.

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Enterprise Transformation is driven by an underlying strategy that organizes and energizes People to understand, embrace and make full use of new Process and Technology

Degree of success of this endeavor is measured by the level and nature of the Business Impact achieved

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Organizational Change Management is “all of the actions required for an organization to understand, prepare for, implement and take full advantage of significant change”.

The goals of Change Management are:• The successful design, implementation, measurement

and maintenance of an organization’s change initiative• Enhancement of their on-going capacity for managing

change

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CONCLUSION improved clarity of goals and purpose active involvement and participation of staff in

achieving the mission innovative services and programs increased client and stakeholder satisfaction with

Library services a collective responsibility and passion for ongoing

successful management of change

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Organizational Change Web Links Employee Resistance to Organizational Change

©2002 by Albert F. Bolognese http://www.newfoundations.com/OrgTheory/

Bolognese721.html

Basic Context for Organizational ChangeWritten by Carter McNamara, PhD | Applies to nonprofits and for-profits unless noted http://www.mapnp.org/library/mgmnt/orgchnge.htm

Teaching the Caterpillar to fly by by Scott J. Simmerman, Ph.D. http://www.squarewheels.com/content/

teaching.html

Sample Organizational Change Management Plan http://www.hhs.gov/ufms/ufmscmpfinal.pdf

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THANK YOU

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Questio

ns

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