This document discusses change management and organizational change. It defines change management as a systematic approach to dealing with change from both an organizational and individual perspective. It identifies different types and categories of change, and describes the typical three-phase process of organizational change. It also discusses concepts like the change spectrum, resistance to change, and reasons why people may resist change. Diagramming techniques for analyzing and mapping change like input/output diagrams, fishbone diagrams, and influence charting are presented.

1. CHANGE MANAGEMENT
ABHERI DAS (MBA 1ST sem)
change means making things different
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2. CONTENTS
1. Change management
 Definition
 Types of change
 Categories of change
 Process of change
 Change spectrum
 Tropics test
 Interlocking process
1. OD intervention
2. Resistance to change
3. Organizational change
 Definition , Goal , Target
 Reasons
 Why people resist change
1. Diagramming in Change investigation
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3. DEFINITION
 Change management is a systematic approach to dealing with
change both from the perspective of an organization and the
individual.
TYPES OF CHANGE
 Mission & Strategy Organisational structure
 People Culture
 Knowledge Policies & Legal Agreements
 Technology Integration
 Products, Marketing & Customer Developmental change
 Transitional change Transformational change
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4. Three Categories of Change
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5. The 3-phase
process:organizational change
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6. Change spectrum
 SOFT /COMPLEX




 GRAY / FLEXY


 HARD / MECHANISTIC

PEOPLE
Complexity and variability of changing environment
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7. Tropics Test
TIME SCALE
Clearly defined (A) Ill defined (b) A = HARD
B = SOFT
RESOURCES
Clearly defined (A) Unclear & variable A = HARD
B = SOFT
OBJECTIVE
Short-midterm obj &
quantifiable
Subjective & visionary long
term
A = HARD
B = SOFT
PERCEPTION
Shared by those
affected
Create conflict of interest A = HARD
B = SOFT
INTEREST
Limited & well defined Wide spread and well
defined
A = HARD
B = SOFT
CONTROL
Within the managing
group
Shared out with the group A = HARD
B = SOFT
SOURCE
Originates internally Originates externally A = HARD
B = SOFT
Perpetual Transition Management
(Interlocking Processes)
TRIGGER LAYER
OPPORTUNITY , THREAT , CRISIS , CLARIFY ,
EXPRESS , COMMUNICABLE
VISION LAYER
DEFINE THE FUTURE (including future),
CHALLENGES , EXCITEMENT , INNOVATION
CONVERSION
LAYER
PERSUADE, RECRUIT DISCIPLES, DETAIL THE
STRUCTURE
MAINTAINANCE
&
RENEWAL LAYER
SUSTAIN AND ENHANCE BELIEF , REINFORCE
AND JUSTIFY , REGRESSION AVOIDANCE
(RITUAL)
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8. Organizational Development
Organizational Development (OD)
An approach to organizational change in which the employees
themselves formulate the change that’s required and implement
it, usually with the aid of a trained consultant.
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9. Resistance to Change
 People
 Organisations
Definition
RESISTANCE TO CHANGE is taken by individual or
groups when they perceive that a change that is
occurring is a threat to them
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10. Organisational Change
 RADICAL CHANGE
 (Frame breaking change)
 INCREMENTAL CHANGE
 (Frame bending change)
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11. Organisational change
DEFINITION
The process by which organizations move from their effectiveness.
GOAL
 Find improved ways using resources and capabilities.
TARGET
 Change improving effectiveness at
HUMAN RESOURCES
FUNCTIONAL RESOURCES
TECHNOLOGICAL CAPABILITIES
ORGANISATION CAPABILITIES
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12. Organizational change
Comfortable with the present situation
Lack of clarity
Discomfort with uncertainty
Organizational inertia
Avoid risk taking
Fear of job loss
Lack of trust and support
Lack of Reward
WHY ORG. RESIST TO CHANGE
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13. ORGANISATIONAL CHANGE
Overcoming org. Resist to change
Education & Communication
Manipulation & co-optation
Negotiation & Agreement
Participation & Involvement
Facilitation & Support
Selecting people who support change
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14. Petrini and Hultman
Symptoms of Active Resistance Symptoms of Passive Resistance
•being critical,
•finding fault,
•Ridiculing
•Appealing to fear
•Using facts selectively
•blaming or accusing,
•Sabotaging
•Intimidating or threatening
•Manipulating
•Undermining
•blocking,
•starting rumours
•Arguing
•Agreeing verbally but not following
through,
•Procrastinating or dragging one’s feet
•Feigning Ignorance
•Withholding information, suggestions,
help or support
•standing by and allowing change to fail
•Failing to implement change
Caruth’s classification
Open/Direct Attacks Hidden/Indirect Attacks Passive Behaviour/
Dropping Out
Sabotaging new equipment
Complaining Openly
Intentionally slowing down
Spreading False Rumour
Stall
Becoming Apathetic
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15. Diagramming in Change investigation
Logic and structure
Clear and concise view
Clear and structured map
Communication
Diagram types
Input/Output Flow, Process and activity
Force Field Fishbone
Multiple cause Relationship Mapping
Systems Mapping Influence charting (spider’s web)
Role
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16. Input output diagram
Fish bone diagram
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17. Force Field Analysis
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18. Force Field Analysis
Upgrade
information
gathering
process
from
manual to
automated
DRIVING FORCES RESTRAINING FORCES
Information available
more quickly
Accuracy and
consistency of
information
Free up people’s
time to do more
important tasks
Cost of technology
Staff dislikes
automated process
Complicated to
implement
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19. Influence charting (spider’s web)
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20. The Advantages Disadvantages of
Change in an Organization
 Change throughout organization
 Greater motivation
 Increased productivity
 Better quality of work
 Higher job satisfaction
 Improved Teamwork
 Increased willingness to change
 Lower Turnover
 Creation of learning individuals and
groups
Major time requirements
Substantial expenditure
Delayed pay off period
Possible failure
Possible psychological harm
Cultural incompatibility
Difficulty in evaluation
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