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Anticipating and Managing Change

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My invited talk on 'Anticipating and Managing Change' at Agile India, Feb 17-19 2012 at Bangalore, India

Published in: Business, Technology

Anticipating and Managing Change

  1. 1. Anticipating and Managing Change Tathagat Varma http://managewell.net 1
  2. 2. Pace of change is only getting …faster!!! 2 http://sprott.physics.wisc.edu/pickover/pc/changing-pace.html
  3. 3. Even Crayola crayons are not immune to change!http://www.vizworld.com/2010/01/evolution-crayola-crayon-palette/ 3
  4. 4. Change is…well…NORMAL!!!No power...how to take shower?Flat tyre...how to go office?New technology…New customer…New manager…New project…New job…New agile methodology…well… 4
  5. 5. If Change is Normal, then what is the Problem? People resist change! 5
  6. 6. So, why do people resist changes? Old Habits Indictment Comfort of the Past Zone Practices Genuine concerns FearUncertainty Doubt 6
  7. 7. Homeostasis• The tendency of most complex systems to reach a state of equilibrium. The sense of balance that comes from operating in a stable environment is seductive. It masquerades as comfort. But it also leads to inertia – a powerful and limiting force.• Eventhe most talented and well-intended individuals, if they are enveloped by the contentment of the status quo, don’t generally recognize their condition – or the ensuing risks that stagnation presented to their businesses. Management scholars and consultants label the phenomenon “resistance to change”…
  8. 8. …as a result, what do people do?Disagree Procrastinate Pushback Deny Reject Refuse Resist Sabotage 8
  9. 9. But, what do we do instead? or 9
  10. 10. So, how to bring about… 10
  11. 11. Let’s back up a bit… 11
  12. 12. So, what is change?http://www.visualthesaurus.com/app/view 12
  13. 13. The Myths around Change Change Change is slows things absolute down Chang Change is e is an constraint Chang event Change is e is a an option threat Change is Change disruptive is costly Change Change is is end of risky Change lifeChange is can’t be an predictedaberration
  14. 14. The Reality… Change isChange safeprotects Change is us rebirth Change is Change is the new relative normal Change is Change creative makes us Change is better Change progress creates Change is options a process Change enables us 14
  15. 15. Change in quotes• We all have big changes in our lives that are more or less a second chance – Harrison Ford• If you don’t like change, you’re going to like irrelevance even less – General Eric Shinseki• Change brings opportunity – Nido Qubein• It is not necessary to change. Survival is not mandatory – W Edwards Deming• The bamboo that bends is stronger than the oak that resists – Japanese Proverb
  16. 16. Is Change good?“I can’t understand why peopleare frightened of new ideas. Iam frightened of the old ones”. - John Cage, American Composer 16
  17. 17. Is Change bad?Over the coming decades, an accelerating pace ofchange will test the resilience of every society,organization and individual. Luckily, perturbationscreate opportunities as well as challenges. But thebalance of promise and peril confronting anyorganization will depend on its capacity for adaption.Hence the most important question for any company isthis: Are we changing as fast as the world around us? Gary Hamel, the Future of Management 17
  18. 18. Why change matters?Im very interested in the futurebecause I plan to spend the restof my life there. — Robert Wood Johnson, Co-founder, J&J 18
  19. 19. Change Models• Satir Change Model• Kubler-Ross Grief Cycle• Transitions• Lewin Force-Field Analysis• Prosci ADKAR Change Model• Situational Leadership• Kotter 8-step Model
  20. 20. Satir Change Model
  21. 21. How to help during each stageStage Description How to help1 Late Status Encourage people to seek improvement information and Quo concepts from outside the group2 Resistance Help people to open up, become more aware, and overcome the reaction to deny, avoid or blame3 Chaos Help build a safe environment that enables people to focus on their feelings, acknowledge their fear, and use their support systems. Help management avoid any attempt to short circuit this stage with magical solutions4 Integration Offer reassurance and help finding new methods for coping with difficulties5 New Status Help people feel safe so that they can practice Quo
  22. 22. Kubler-Ross Grief Cycle Shock Denial Stage Anger Stage Bargaining Depression Testing AcceptanceStage*: Stage Stage Stage* Stage• Initial • Trying to • Frustrated • Seeking in • Final • Seeking • Finally paralysis at avoid the outpouring vain for a realization realistic finding the hearing inevitable. of bottled- way out. of the solutions. way the bad up inevitable. forward news. emotion
  23. 23. Transitions
  24. 24. Lewin Force-field Analysis
  25. 25. “Unfreeze-Change-Refreeze”
  26. 26. ADKAR Model• ADKAR Change Management Model proposed by Jeff Hiatt and Timothy J. Creasey in “The Perfect Change”• It characterizes the process for individual change in 5 key steps: • Awareness of the need to change • Desire to participate and support the change • Knowledge about how to change • Ability to implement new skills and behavior • Reinforcements to keep the change in place
  27. 27. Individual Change Process • The time it takes for each individual to go through similar change could be different • Hence, change management models can’t treat the organization as a homogeneous mass of people going through the change process at the same time Awareness Desire Knowledge Ability ReinforcementA Awareness Desire Knowledge Ability ReinforcementB Time
  28. 28. Organizational Change Process• In a large organization, people might not find out about change at the same time!
  29. 29. Successful Change• Change happens on two dimensions: business and people• Business Dimension: • Business need or opportunity is identified • Project is defined (scope and objectives) • Business solution is designed (new processes, systems and org structure) • New processes and systems are developed • Solution is implemented into the organization• Successful change happens when both happen simultaneously
  30. 30. Situational Leadership Model
  31. 31. Kotter’s Eight Step ProcessEstablishing a Creating the Communicating Developing a sense of Guiding the Vision for Change Vision Urgency Coalition Buy-InIncorporating Empowering Never Letting GeneratingChanges into Broad-based Up Short-term Wins Culture Action
  32. 32. Can we anticipate or predict Change?Prediction is very difficult, especially if it’sabout the future. – Niels Bohr, PhysicistAnticipate the difficult by managing theeasy. – Lao Tzu, Chinese Philosopher 32
  33. 33. Who Moved My Cheese?Noticing Small ChangesEarly Helps You Adapt ToThe Bigger Changes ThatAre Yet To Come. 33
  34. 34. Who Moved My Cheese?Smell The Cheese OftenSo You Know When It IsGetting Old. 34
  35. 35. Our Iceberg Is Melting “…Icebergs are not like ice cubes. The bergs can have cracks inside called canals. The canals can lead to large air bubbles called caves. If the ice melts sufficiently, cracks can be exposed to water, which would then pour into the canals and caves. During a cold winter, the narrow canals filled with water can freeze quickly, trapping water inside the caves. But as the temperature goes lower and lower, the water in the caves will also freeze. Because a freezing liquid dramatically expans in volume, an iceberg could be broken into pieces. After a few minutes, Alice began to see why Fred was so deeply concerned. The magnitude of the problem could be…?” 35
  36. 36. Indicators of impending change• Merger, Acquisition or Divestiture• New Product, Service or Market• New Technology• New Legislation• New Leader 36
  37. 37. So, what to do when I don’t know what lies ahead? 37
  38. 38. so...change is a contant...and unstoppableignore at your perilget up, smell, listen, read, network, talk, observe, askprepare for change…be curiousit can be done! 38
  39. 39. one more thing... 39
  40. 40. References• 5 Reasons people resist change – Julie Rains• Satir Change Model• The Satir Change Model – Steven Smith• The 8-step Process for Leading Change – John Kotter• Transitions: Managing People and Organizational Change – Dai Williams 40
  41. 41. Connect Twitter: @tathagatvarma Blog: http://managewell.net Email: tathagat.varma@gmail.comPresentations: http://slideshare.net/managewell 41

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