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PEOPLE MANAGEMENT
THROUGH CHANGE
people management through change
SalemAlanzi.com
“Business conditions change and yesterday’s assumptions and practices no
longer work”. (Charron, Harrington, Voehl, & Wiggin, 2014, p. 436)
“implementing change is a very difficult task” (Waddell & Sohal, 1998)
“change initiatives do not fail because of lack of grand visions or designs:
they fail because leaders do not understand the complexities they are
facing” (Karp & Helgø, 2009)
Kurt Lewin’s Force-Field Theory
two sets of forces (the drivers for
change and the resistance to change).
Those forces are opposition to each
other.
The state of inertia where the two
forces are in balance
Resistance to change
“a force that slows or stops movement” (Maurer, 1996)
“deviant behavior that needs to be cured” (Sharma, 2006, p. 88)
“resistance is opposition or withholding of support for specific plans or ideas.”
(O′Connor, 1993)
“use resistance to build support for change” (Sharma, 2006, p. 88)
“resistance plays a crucial role indrawing attention to aspects of change that may be
inappropriate” (Waddell & Sohal, 1998)
Change and Transition
The five stages of grief
Factors Causing Resistance to change
not accepting the need for change
not understanding the need for change
not accepting the objects of the change
not accepting the achievability of the change
not accepting the implantation methodology of the change
implementation of the change
“must avoid any overreaction to
resistance once it is discovered”
(O′Connor, 1993)
Kotter Eight-Stage Change Process
Establishing a sense of urgency
Creating the guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering broad-based action
Generating short-term wins
Consolidating gains and producing more change:
Anchoring new approaches in the culture
ADKAR model
the Burke-Litwin Change Model
1.External Environment
2.Mission and Strategy
3.Leadership
4.Organizational Culture
5.Structure
6.Systems
7.Management Practices:
8.Work Unit Climate
9.Tasks and Skills
10.Individual Values and Needs
11.Motivation Level
12.Individual and Overall Performance
The leadership styles
The coercive style
The authoritative style
The affiliative style
Democratic
Pacesetting
Coaching

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PEOPLE MANAGEMENT THROUGH CHANGE

  • 1. PEOPLE MANAGEMENT THROUGH CHANGE people management through change SalemAlanzi.com
  • 2.
  • 3. “Business conditions change and yesterday’s assumptions and practices no longer work”. (Charron, Harrington, Voehl, & Wiggin, 2014, p. 436) “implementing change is a very difficult task” (Waddell & Sohal, 1998) “change initiatives do not fail because of lack of grand visions or designs: they fail because leaders do not understand the complexities they are facing” (Karp & Helgø, 2009)
  • 4. Kurt Lewin’s Force-Field Theory two sets of forces (the drivers for change and the resistance to change). Those forces are opposition to each other. The state of inertia where the two forces are in balance
  • 5. Resistance to change “a force that slows or stops movement” (Maurer, 1996) “deviant behavior that needs to be cured” (Sharma, 2006, p. 88) “resistance is opposition or withholding of support for specific plans or ideas.” (O′Connor, 1993) “use resistance to build support for change” (Sharma, 2006, p. 88) “resistance plays a crucial role indrawing attention to aspects of change that may be inappropriate” (Waddell & Sohal, 1998)
  • 7. The five stages of grief
  • 8. Factors Causing Resistance to change not accepting the need for change not understanding the need for change not accepting the objects of the change not accepting the achievability of the change not accepting the implantation methodology of the change
  • 9. implementation of the change “must avoid any overreaction to resistance once it is discovered” (O′Connor, 1993)
  • 10. Kotter Eight-Stage Change Process Establishing a sense of urgency Creating the guiding coalition Developing a vision and strategy Communicating the change vision Empowering broad-based action Generating short-term wins Consolidating gains and producing more change: Anchoring new approaches in the culture
  • 12. the Burke-Litwin Change Model 1.External Environment 2.Mission and Strategy 3.Leadership 4.Organizational Culture 5.Structure 6.Systems 7.Management Practices: 8.Work Unit Climate 9.Tasks and Skills 10.Individual Values and Needs 11.Motivation Level 12.Individual and Overall Performance
  • 13. The leadership styles The coercive style The authoritative style The affiliative style Democratic Pacesetting Coaching