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1. Slide 1 of 13
Management of Change
• Title: Change Management
• Introduction
• Resistance to change
• Planning Change
• Managing Change Through IT
• Inevitability of Change

2. Slide 2 of 13
Introduction
• “The essence of managing change is to
achieve beneficial outcomes for the
organisation arising from the external
and internal forces” (Stewart, 1996),

3. Slide 3 of 13
Classic Reasons People Resist
Change
• Loss of face
• Loss of control
• Excess uncertainty
• Surprise
• The “Difference”
Effect
• “Can I Do it?”
• Ripple Effect
• More Work
• Past Resentments
• Real threats
• Competing
commitments

4. Slide 4 of 13
“It should be borne in mind that there is nothing more dangerous to carry
through than initiating changes. The innovator makes enemies of all
those who prospered under the old order, and only lukewarm support is
forthcoming from those who prosper under the new. Their support is
lukewarm partly from fear of their adversaries, who have the existing laws
on their side, and partly because men are generally incredulous, mever
really trusting new things unless they have tested them by experience.
In consequence, whenever those who oppose the changes can do so, they
attack vigorously, and the defense made by the others is ineffective.
So both the innovator and his friends are endangered together”.
A. Machiavelli, The Prince, 1513.

5. Slide 5 of 13
8 Elements in the Planning of
Change
Shared
Vision
Guidance,
Structure
& Process
Communications
Education &
Training Policy
And
Systems
Review
Local
Participation &
innovations
Standards,
Measures &
feedback
Symbols,
signals
&rewards
Backers &
Supporters
Change

6. Slide 6 of 13
Managing Change through IT
(Lewin-Schein )
Unfreezing Change Refreezing
Motivation for change Well-defined
Objectives
Institutional change
Impediments Communication Overcome lingering
resistance to change
Plan
Stakeholder
Management
Plan for resistance
to change

7. Slide 7 of 13
Unfreezing
• Motivators
– Pain
– Real job benefits
– Charismatic leader
• IT as Changer and Changee
• Positive and negative response to the idea of
change

8. Slide 8 of 13
Organisational Change Process
Create a Clear
Tomorrow
Reinforce
The new
behaviour
Build a
Sense of
Urgency
Develop a
Migration
Plan

9. Slide 9 of 13
Four keys to Implementing
Change
• Leadership plus Facilitation
• Get the right people involved
• Team building
• Secure resources

10. Slide 10 of 13
8 Characteristics of High
Performing Teams
• A clear elevating goal
• Results-driven structure
• Competent team members
• Unified commitment
• Collaborative climate
• Standards of excellence
• External support and recognition
• Principled leadership
• As Team Leader, I will

11. Slide 11 of 13
Refreezing
• Institutionalise the new processes and systems
so they become norm
• Examples of Non-cooperation
– People update the “official “ database and yes still
maintain their own Excel spreadsheets
– Individuals’ power, status or income is threatened
– The Information system is inadequate
– Social intertia
• Managers do not want to change

12. Slide 12 of 13
Overcoming Resistance to
Change
• Resistance is natural and inevitable
• Resistance is often subtle and hidden
• Change manager must find the resistance
• Understand the motivation for resistance

13. Slide 13 of 13
Overcoming Resistance to
Change contin…
• Listen to what people are and are not
saying
• Communicate so people will feel
knowledgeable
• Address concerns
• Apply 80/20 rule
– Put effort into preparing for the change rather
than the change itself

14. Slide 14 of 13
Change – an inevitable part of
life and work
• The lessons from who moved my cheese endure
– Change happens
• They keep moving the cheese
– Anticipate change
• Get ready for the cheese to move
– Monitor change
• Smell the cheese often so you know when it is getting old