HOPSON change model

1. CCGHRM
UNIT-1
HOPSON CHANGE
CURVE
BY DR.JYOTI MUNDE

2. HOPSON
CHANGE
CURVE
Adams, Hayes and Hopson define a
transition as a "discontinuity in a person's
life space". It is seen as a discontinuity
either because general social expectations
define it as a change, or because the person
experiences it as such.
They present a simplified version of 7 stages
that they said are involved in life transitions
(Adams, Hayes and Hopson, 1976-
Transition or Change Curve)

3. HOPSON CHANGE CURVE
How to manage change and during transitions in a
persons life or in organization or in a team, how to
cope with problems, Adams, Hayes and Hopson
change Curve or this model created by them is very
useful.
They have chosen Self Esteem on Y axis and Time on
X axis. They analysed How much self esteem rises
and falls, it takes time to be comfortable with
change.
This helps to structure communication during
change and give you idea about how people ,teams
in organization might behave during transitions.

4. HOPSON CHANGE CURVE
Change theory is useful to help us begin to create some order as
change is a very chaotic process: No matter how many processes or
plans you include in your change management strategy, at some point
change will be chaotic as it involves people. People are different from
each other: they have different priorities in life, different concerns,
different private lives, different reasons for coming into work, etc.
Change in an organization might throw people into the unknown.
Individuals might have to experience ways of working they hadn’t
encountered before. It is therefore difficult to foresee how your team
members will react: they might even be surprised themselves.

5. TIME
S
E
L
F
E
S
T
E
E
M

6. TRIGGERS FOR CHANGE
A variety of stimuli act on organizations prompting
organizational and individual change such as: new
legislation; changes within the marketplace; patterns of
consumer attitudes; trends in buying behavior; new
technology; industrial relations; take-overs, mergers and
other types of organizational transformation.

7. TRIGGERS FOR CHANGE
Any kind of external trigger may demand a new and
uncharacteristic response from the organization. These kinds
of changes affect the organization as a whole and when they
are recognized, the organization will respond in the appropriate
way. But these kinds of change will affect the individual
manager too ,Some types of change will place significantly
different and more onerous demands on the individual.

8. TRIGGERS
FOR
CHANGE
A change in role or responsibility, or a move from a
specialist function into general management, or
participation for the first time in the organization's top
management team will each require personal change
and transition. These types of change can present the
individual with a range of new options for behavior,
status, and responsibility.

9. 1.SHOCK
This first phase describes the reaction when the individual (or organization) initially
encounters the trigger for change. Shock or surprise arise from the mismatch between
the way in which the individual manager believes things might be, and the way that
they actually are.

10. 2.DENIAL
Following the shock stage comes a period of denial during which the individual
makes his or her own conclusions about the new situation in order to minimize
the dissonance experienced in the first phase.
This justification or reasoning of events prompts an increase in the individuals'
sense of competence -they gain a form of intellectual control over the situation

11. 3.AWARENESS
This phase brings awareness of his/her level of competence. In which areas to
increase skill or change attitude, the third phase brings with it a greater awareness of
his or her real level of competence in relation to the required level.
This is an important phase as the individual becomes emotionally engaged in the
situation, and so this time is frequently marked by feelings of frustration or confusion
about how to handle the change process. The areas which have require attention and
the individual may not know how to increase their level of skill or change their attitude

12. 4.ACCEPTANCE
In this stage there is letting go of old behaviours and pattern. Individual accept the
facts. There might be download move in acceptance. It might create depression.
The downward move in competence and confidence stops when the individual
recognizes and accepts the reality of the new situation. This is the lowest point on the
figure. It requires letting go of attitudes and behaviors which have become comfortable
and appropriate or effective only for the old situation. Feelings of depression may
occur as a result of not knowing what to put in place of the old behaviors and attitudes

13. 5.TESTING
In this stage there is identification of new behaviours. Individual may need to polish skills
abilities to get success but sometimes may experience failure.The identification of new
behaviors is followed by the phase of starting to test them out. This phase of testing is
characterized by success and failure at developing new skill areas.
This is a difficult time: "trying new things on for size" and seeing whether they fit can be time
consuming and potentially costly in its result. Companies where individuals can make
mistakes and not suffer recrimination for failure create the most supportive types of
environment for this part of the transition

14. 6.SEARCH FOR MEANING
Learning from success and failure. This knowledge enables individual to take more
control over action.
Learning from their success and failure helps the individual start to search for meaning
in the new situation. Rather than just trying new behaviors on for size, this stage also
involves a questioning of why certain behaviors are effective, and why others, or
indeed the same behaviors but on different occasions, may be ineffective. This
knowledge enables the individual to take more control over his or her action and to
develop strategies for circumstances in advance.

15. 7.INTEGRATION
The final stage is characterized by the individual taking ownership of their
recently acquired behaviors and thereby increasing their sense of confidence
and competence to a level higher than before.
Their new ways of doing things become part of their everyday activities and
integrated into the individual's world view and natural reaction. There is little or
no dissonance between the expectations of situations and the individual's
perceived own ability to perform.

16. EXAMPLES
This model is developed by Hopson for managing change and transitions in
people lives and in organizations. They describe change as Discontinuity in
persons life space
Organizational change happens when a company decides to change its structure,
strategies, culture, policies, technology, or even its core values in order to
improve performance and business growth
•Adapting to market changes
•Digital transformation and technology upgrades
•Solving internal problems with organizational structure and bureaucracy
•Improving processes and procedures
•Expanding the company to reach new audiences
•Launching a rebranding campaign

17. VIDEO PRESENTATION
https://www.youtube.com/watch?v=3Gm9bEGp4mY

18. 1.All of these are stages in the Change Curve EXCEPT which?
1.Denial
2.Acceptance
3.Integration
4.Dissonance

19. 2.How can managers use the Change Curve in the workplace?
1. The Change Curve is not applicable in the setting of organizational
change.
2.They develop an understanding of each stage and how to help people
cope.
3. They identify how to avoid certain stages in the process of
organizational change.

20. Thank you