Change Management - Lecture notes 1 PDF

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CHANGE MANAGEMENT NOTES Introduction Rate of organizational change has gained momentum and is at a faster rate due to rapid and contractual Innovation to technology This can be witnessed by the startling growth of the internet which is enabling much faster and easier access to knowledge (information). Added to this is the added expectation of employees as they move freely between organisations and of course globalization has seen the learning down at previous international market barriers and exposing origins. It no wonders the relentless change has become a fact of original life. Definition Change management can be looked at in four ways 1. The task of managing change 2. An area of professional practice 3. A body of knowledge 4. A control of mechanisms Managing a change has two meanings Firstly the making of changes a planned and managed or systematic fashion. The aim is not to effectively implement new methods and systems in an ongoing organization. The des to be manages lie within and are controlled by the organization. However these internal changes may have been triggered by things outside the organization usually referred to as the environment. Secondly the response to changes over which the organization exercises little or no control e.g. legislation, social and political upheaval the action of competitors shifting econ tides and currents e.t.c. researchers and practitioners alike typically distinguish between a kneejerk or creative response and an anticipative or proactive response. 4|Page

The task of managing change includes also managing its impact on people. For many managers this aspect of the task of managing change is complicated by the fact that they have to help the people cope with change and the managers also face their own coping challenges. Professional practice There are dozens if no 100s of independent consultants who will quickly and proudly proclaim that they are engaged in planning change. They are change agents that they manage change for the clients and that their practices are change management practices. There are numerous consulting farms whose principles change makes these same statements about the firms. Most of these have a change management practice area. Some of these change management experts claim to help people manage change others help others make change .still others take the task of managing des that must be made. Body knowledge The content or subject matter of change management systems from the view of change management as an area of professional practice. This consists models or methods/ techniques tool skills and other forms of knowledge that go into making any practice. The content or subject matter of change management is drawn from many areas psychology, sociology business administration, economics, industrial engineering and study of human and original behavior. For many practitioners these component body of knowledge are linked and integrated by a set of concepts and principles A control mechanism Consisting of requirements standards processes and procedures in recent years, systems people have begun to refer to this control mechanism as a change management e.g. am organization may want to control cost efficiency e.t.c this may need to have new measures introduced e.g. cameras in supermarkets to control shop lifting. 5|Page

In general change management is; A structured approach to transitioning individuals, teams and organizations from a current state to a desired future state. The current definition of change management includes both original change, processes and individual change. Management models which together are used to manage the peoples side of change Is the process of requesting, determining attainability, planning, implementing and evaluation of changes to a system. It has two main goals 

Supporting the processing of changes and enabling traceability of changes which should be possible through proper execution of changes.

Change management is a systematic approach to dealing with change both from the perspective of an organization and on the individual. ASPECTS OF CHANGE MANAGEMENT Change management has 3 different aspects including: i.

Adapting change

ii.

Controlling change

iii.

Effecting change

A proactive approach to dealing with change is at the core of the 3 aspects. For an organization, change management means defining implementation procedures/ techniques to deal with changes in the business enrichment and profit from opportunities. Successful adaptation to change is as crucial without an organization as it’s the natural world 6|Page

The no effectively more deals with change, the more likely you thrive. Adaptation might involve establishing a structured methodology for responding to changes in the business environment such as fluctuation in the economy or a threat from a competitor or establishing a coping mechanisms for responding to changes in the workplace such as how policies or technologies of a policy for e.g. is a salary cut, one may choose to quit. Terry Powlson “powlson on changes quotes uncles advice: It’s easiest to raise a horse in the direction its going: In other words as a manager, don’t struggle against change, learn to use it to your advantage Manage the change to your profitability / advantage What change management entails Original change includes Processes – for managing peoples side of change Tools – Structured approach used to effectively transition of groups or organization. They provide a framework Original Change Management Processes Include i.

Techniques for creating a change management strategy

ii.

Engaging senior managers as change leaders

iii.

Building awareness of the need for change

iv.

Developing skills and knowledge to support the change ( education and training)

v. vi.

Helping employees more through the transition ( coaching by managers and supervisors Methods to sustain the change (measurement systems, rewards and reinforcement) e.g. like performance contracts. 7|Page

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ROLE OF MANAGEMENT To detect trends is the macro (large environment) as well as micro environment so as to identify changes and initiate programs. It’s so important to estimate what impact change will likely have on employee behavior patterns work process technical requirements and motivation. Management must assess what employee reactions will be and craft a change program that will provide support as workers go through the process of accepting change. The program must then be implemented disseminated throughout the organization, monitored for effectiveness and adjusted where necessary. Organizations exist with dynamic environment that is subject to change due to the impact of various changes triggers such as evolving technology. Organization must change in response to internal and external changes Effective change management requires an understanding of the possible effects of change upon people and how to manage potential sources of resistance to change Change can be said to occur where there is imbalance between the current state and the environment. Change Management Principles Adopting a principled approach that displays integrity and engenders openness and trust will cause change program through the hard times. There are five key principles of successful change management. Adopting these principles in both spirit practices will enhance significantly the original chances of success. These principals are: 1. Sponsorship Change program has the visible support of key decision makers and resources are committed to change 9|Page

2. Planning Conducted methodically before program implementation and committed in writing plans agreed with major stakeholders and objectives, resources and roles and risks are clarified. 3. Measurement Program objectives are stated in measurable terms and

program progress is monitored and

communicated to major stakeholders. 4. Engagement Stakeholders are engaged in two way dialogue in an atmosphere of openness, mutual respect and trust. 5. Support structures Programme implementers and change recipients are given the resources and supporting systems they require during and after change implementation. Why change management may fail to deliver the expected benefits One of the most difficult part of leadership is fostering and managing change only a small percentage of change efforts actually succeed a fact which has led to entire industry of fad change In spite of the implementation and performance of organizational change. Most change initiatives fail to deliver the expected organization benefits. This is because of a number of reasons Absence of a change champion (if one is too junior in the organization) no one will listen. Poor executive sponsorship or senior management support Poor project management skills Hope rested on a one dimensional solution political infighting and turf wars 10 | P a g e

Poorly defined original objectives Change team diverted to other projects Failure in organized change initiatives leave in their wake cynic and burnt out employees making next change objectives even more difficult to accomplish. This causes anxiety to manager. Understanding your organization and matching the initiative to your organizational real needs is the first step in making your change program successful. Managers should recognize that bringing organizational change is fundamentally about changing people’s behavior in certain desired ways. Leadership and management skills e.g. visioning, prioritizing, planning, providing, feedback and rewarding success are key factors in any successful change initiatives.

Key Areas for Managing Change 1. Stakeholders Whatever the change program one key area requiring attention is the identification and management of change at stakeholders. A stakeholder is any person with an interest in the change process or the outcome of the proposed change. Stakeholders bring with them a multitude of competing interest and often act to further their manpower influence or survival  Know who are your stakeholders  How will you get them on board?  How will you retain their support throughout the life of the change program?  If stakeholders are politicians they like maneuvering things

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2. Goal setting This is

an essential activity often neglected in the change management process. This entails

setting of clearly defined and measurable objective of a change program. If well done, goal setting will engage stakeholders and commit them to the progress It focuses efforts to where it’s important and provides yardstick for measuring program success. Questions  Are your change program goals clear?  Are they smart?  Do your goals link to the strategic objectives of the organization  Do they have widespread and genuine support across the organization? 3. The people People and only people can make original change happen. Programs fail where roles and tasks are not agreed upon and clarified. In organization with a low performance culture. Many employees and managers will expand considerable effort in hiding from responsibility. What are the key roles and responsibilities for bringing about the change you desire? For any change initiative there are: FOUR KEY CHANGE ROLES i.

Change driver ( champion

ii.

Change implementer

iii.

Change enabler

iv.

Change recipient 12 | P a g e

Have the right people been selected for the right roles? 4. Teams Involved Whatever the change initiative, most likely the change roles will not be working in isolation. More and more results can only be achieved through people working in collaboration in teams. 

Are your teams of optimal size? 5-8, members not too small or too big



Do you have the right team leaders?



Do the team leaders have the right technical and interpersonal skills?



Do they leverage? – compensate one another



Do the teams balance in natural working styles? E.g. have you mixed above, average and below average performers?

5. Training Training is an indispensable tool for imparting skills to individuals and teams involved in the change process. Many organizations however fail to benefit from the resources spent on training, either because soon after the training, employees continue to cling on the old ways of doing things or they may leave the organization. 

How successfully are you using training as a change program?



Do you have a well articulated change training plan?



Does the training focus on behavior change



Do your managers actively support the training?

6. Resisters

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No matter how good your training is some employees, customers and suppliers (stakeholders will resist the change unless you have a well thought out strategies for dealing with resistors. They will wear out your program till it grinds to a halt. 

Are your resistors known or do they work from underground?



Seek to know the stated reasons for resistance and whether they are varies or smokescreen



Have you been able to uncover the real reasons for resistance?



Have you helped people to overcome the psychological effects of the change



What is your strategy for your overcoming resistance to change?

Bringing about change in an organization today is full of uncertainty. However when done well it can be extremely rewarding GENERAL GUIDELINES TO MANAGING CHANGE 1. Consider using a consultant 

Ensure he is highly experienced in organizational- wide change



See their references – what else have they done

2. Widely communicate the potential need for change 

Communicate what is your doing to all the stakeholders and possibly allow for comments



Communicate what was done before and how it worked. Use also e.g. from other organizations.



Get as much feedback as possible from all the stakeholders and particularly from resistors. They should suggest solutions

3. Don’t propose change for the sake of it. 

Be sure you are making change for the good of the organization 14 | P a g e



Be clear on the goals you want to achieve

4. Plan the change 

How do you plan to reach the goals



What will you need to reach the goals



How long will it take?



How will you know whether you’ve reached the goals



Focus on the coordination of your department



Have someone in charge of the plan.

5. Delegate decisions to employees 

Grant them authority and responsibility to get the job done



Let them decide how to do the projects

6. Take control 

Ensure every employee eventually report to one person



Specify to all the employees on whom to report to

7. Prepare for a longer process Managers should remember that a change process can’t be an instant process. It will definitely take longer than is anticipated. 8. Remain focused Keep perspectives till you see the end of the tunnel. Keep on meeting the needs and demands of your customers/clients. 9. Take care of yourself first 15 | P a g e

Make changes that do not affect you/ disadvantage you.

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THEORIES/MODELS OF CHANGE A number of theories are available for understanding the transitioning of individuals through the phases of change management and strengthening organizational development initiative in all types of organization both in government or private. 1. Unfreeze- change freeze Model Developed by Kurt Lewin Described change as a 3 stage process/phase i.

The unfreezing stage Involves overcoming inertia and dismantling the existing mindset Defense mechanisms have to be by passed

ii.

Change stage It’s a period of confusion and transition. The old ways are being challenged but there is no clear picture of what to replace them with

iii.

Freezing/refreezing stage The new mindset is crystallized and one’s comfort level is returning to the previous levels.

2. Judson 5 stage Theory B Judson 1991 proposed a 5 stage linear model for implementing change. a) Analyzing and planning the change b) Communicating the change c) Gaining acceptance of new behaviors d) Changing from the status quo to the desired state 17 | P a g e

e) Consolidating and institutionalizing the new stage 3. Adkar Model Developed by prosci with input from over 1000 organizations from 59 countries. The model describes 5 required building blocks for change to be realized successfully on an individual level. These building blocks are: A - Awareness – why the change is required D - Desire to support and participate in the change K – Knowledge of how to change A - Ability to implement a new skills and behavior R- Reinforcement to sustain the change. 4. Formula for change Model Developed by Richard Beckhard and David Aleichem Sometimes referred to as Bleachers model. The formula illustrates that the combination of organization dissatisfaction vision for the future and the possibility of immediate tactical action must be stronger than the resistance within the organization in order for meaningful changes to occur. 5. Keble Ross Theory Based on the theories a structured approach to change management has been developed and consists of six phases that successful change programs progress through. i.

Creation of tension

Articulate why change needs to happen and why it needs to happen within the planned timeframe 18 | P a g e

ii.

Harness support

Get on board the key decision makers, resource holders and those impacted by change. iii.

Articulate Goals Define in specific and measurable terms the desired original outcomes

iv.

Nominate roles Assign responsibility to specific individuals for the various tasks and outcomes

v.

Grow Capability Build original systems and people’s competences necessary for effecting the change.

vi.

Entrench changes Institutionalize the change to make it like an organizational culture e.g. “the way we do things here……..”

6. Bullock and Batten Planned Change Model (1995) This theory draws on the discipline of project management Bullock and Batten suggested the following steps in the change management process. i.

Exploration Stage Involves verifying the need for change and acquiring any specific resources such as expertise, finance etc, and necessary for change to go ahead.

ii.

Planning Involves key decision makers and technical experts and diagnosis is completed and actions are sequenced in a change plan. The plan is signed off by management before moving into the action phase

iii.

Action 19 | P a g e

Involves implementing the plan and feedback is provided as per the plan, which allows for replanning in case things go off track iv.

Integration It’s the final stage started once the change plan has been fully auctioned. Involves aligning the change with other areas of the organization and formalizing them in some way through an established mechanism such as policy, reward and organization updates. This approach assumes that change can be defined and moved forwards in a planned way. It signifies the change process by i...