This document provides an overview of change management concepts. It discusses what change is, types of change, forces of change, and what change management is. It describes Lewin's three-stage model of change - unfreezing, changing, and refreezing. It also discusses the systems approach to change management, which views change through inputs, target elements, and outputs in an organizational system. The key models and concepts around understanding and managing organizational change are presented.

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Change
Management
Concept, Process, Principles and
Skills
By Dr. R. Shivappa

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Session Outline
 What is Change – Meaning and types?
 What is Change Management?
 The Change Process –
Lewin’s Model.
Systems Approach.
 Principles of Change Management.
 Skills of Change Management.

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What is Change ?
Change is any alteration or difference
occurring in the environment that
affects the ways in which people live
and work.
Change is making things different.
Change is a shift or movement from State
A to State A1.
Change occurs in every sphere of life.

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Forces of Change
Organizations and societies often face pressures for
change, which are both external and internal.
External pressures include: increasing globalization,
communication explosion, political pressures,
welfarism of the State, economic shocks like oil
prices, and environment.
Internal pressures are the increasing level of
education, the improving socio-economic status,
the desire to live a better quality of life, etc.

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Types of Change
Changes may be continuous and
incremental or discontinuous and
radical.
Changes could be planned and
unplanned, catastrophic or evolutionary,
positive or negative, strong or weak,
slow or rapid; changes could be
internally or externally stimulated.

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Types of Change
Changes are first Order change and
second order change as Stephen Robins
puts it.
The continuous and incremental change
are the first order change. Whereas, the
planned change is the second order
change that is initiated and introduced
by man or the organization.
So changes may occur as a natural
process or the change can be introduced
consciously by man.

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Types of Change
Prof. Grundy in 1993 identified three types of
changes:
1) Smooth incremental change,
2) Bumpy incremental change, and
3) Discontinuous change.
He also stated that discontinuous change is “frame
breaking” change.
These types are as depicted in the h figure below.

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Types of Change – Grundy (1993)
TIME
RATEOFCHANGE
DISCONTINUOUS
BUMPY
INCREMENTAL
SMOOTH
INCREMENTAL
High

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Types of Change – P.C. Nut
Another three way typology of change is proposed by
Prof. Nut. These three types are: (a) adaptive
change, (b) innovative change, and (c) radically
innovative change.
This typology is based on:
1) degree of complexity, cost and uncertainty, and
2) potential for resistance to change.
These two factors take the form of a continuum from
low to high as shown in the diagram below:

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Types of Change (P.C. Nut)
Low High
 Degree of Complexity, Cost, and Uncertainty.
 Potential for Resistance to Change.
Adaptive
Change
Innovative
Change
Radically
innovative
change

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Types of Change- P.C. Nut
Resistance to change tends to increase as changes go
from adaptive to innovative or radically innovative
change.
Adaptive change is lowest in complexity, cost, and
uncertainty.
It involves repeating the implementation of a change in
the same organizational unit later on or imitating a
change that was implemented by a different unit. E.g.
sinking common bore wells for drinking water.

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Innovative Change
This kind of change falls midway on the
continuum of complexity, cost and
uncertainty.
Introducing piped water system which has
been introduced by a neighboring village
is an example of innovative change.
Unfamiliarity, and hence greater
uncertainty, make fear of change a
problem with innovative changes.

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Radically Innovative Change
This lies at the high end of the continuum
of complexity, cost and uncertainty.
Changes of this kind are the most difficult
to implement and tend to be the most
threatening to administrative confidence
and peoples life.
They can tear the fabric of an
organization’s culture.

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What is Change Management ?
Change management is the process of
bridging the gap between what is
happening and what is possible to
happen in the context.
Change management is the process of
developing a planned approach to
change in an organization/ society.

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Objective and Perspectives of
Change Management
The objective is to minimize the
disruption to the normal flow of
activity.
Change management has three
perspectives:
1) The task of managing change,
2) A body of knowledge, and
3) An area of professional practice.

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The Task Perspective
The task of change management is from a
proactive or reactive posture. It
means:
1) the making of changes in a planned
and systematic way – the objective is
to more effectively implement new
methods and systems in an ongoing
organization, and
2) how to respond to the change caused
by external or internal forces of
change.

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Body of Knowledge Perspective
The change management as a body of knowledge
refers to the content or subject matter of CM. It
consists of the models, methods and techniques,
tools, skills, and other forms of knowledge that go
into making up any practice.
The content and subject matter of CM is drawn
from social, behavioral and managerial sciences.
The knowledge from these sciences is linked and
integrated by a set of concepts and principles.

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Area of Professional Practice
Perspective
The body of knowledge is put into
practice by the professionals – the
change managers/agents – in their task
of managing change.
There is considerable variation in
competency and skill levels among the
practitioners.

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The Change Process – Kurt Lewin
Kurt Lewin characterized the change process
as having three basic stages:
This model draws heavily on the systems
concept of homeostatis or dynamic stability.
Unfreezing Change Refreezing

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Assumptions Underlying
Lewin’s Model
1) The change process involves learning
something new, as we as
discontinuing some current attitudes,
behavior and organizational practices.
2) Change will not occur unless there is
motivation to change. This is the most
difficult part of the change process.

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Assumptions Underlying
Lewin’s Model
3) People are the hub of all organizational changes.
Any change, whether in terms of structure,
group process, reward systems, or job design
requires individuals to change.
4) Resistance to change is found even when the
goals of change are highly desirable.
5) Effective change requires reinforcing new types
of behavior, attitudes and organizational
practice.

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Unfreezing
This stage focuses on creating the motivation to
change. So the individuals are encouraged to
replace old behaviors and attitudes with the
desired new ones.
One can begin the unfreezing process by
disconforming the usefulness or appropriateness
of present behavior or attitudes of the people.
In other words, people need to become dissatisfied
with the old ways of doing things.

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Change
This stage means developing new responses based on new
information – after having recognized the need for change
moving to a new desired level from the existing one.
This phase is action-oriented.
This stage entails providing people with new information,
new behavioral models or new ways of looking at things.
The purpose is to help people to learn new concepts or points
of view.
Role models, mentors, experts, benchmarking results and
training are all useful mechanisms to facilitate change.
One must remember that change is a continuous learning
process and not a one-off event.

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Refreezing – Stabilizing and
Integrating the Change
Change is mobilized during this phase by helping
people to integrate the changed behavior or
attitudes into their normal way of doing things.
This is accomplished by giving people the chance
to exhibit the new types of behavior or
attitudes. Once exhibited, positive
reinforcement is used.
Additional coaching and modeling are used at
this point to reinforce stability of the change.
In simple terms, it is a process of unlearning,
relearning, and internalization and
stabilization.

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Important Features of the Model
The Kewin’s model looks at the past, the present
and the future of the situation to be changed.
It requires a close study of the organization’s past
history, antecedent factors that have a
relationship to the present. It also necessitates a
look at those forces that work to support or
restrain the desired condition.
The refreezing process includes all those activities
that maintain the behaviors which indicate that
the change has been accomplished.

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Important Features of the Model
What is useful about this framework is
that it gives rise to thinking about a
staged or phased approach to
changing things.
Looking before you leap is usually a
sound practice.

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Systems approach
This approach takes a “big picture” perspective of
organizational change. It is based on the notion that any
change, no mater how large or small, has a cascading or
knock-on effect throughout an organization. For example,
changing an individual to a new workgroup affects the
group dynamics in both the old and the new groups.
Similarly, shifting one facility from one neighborhood to
another affects both the areas. These examples illustrate
that change creates additional change. Today’s problems
are tomorrow’s solutions.

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Systems approach
A system’s model of change offers
managers a framework for
understanding the broad complexities
of organizational change. The three
main components of a system’s model
are:
1) Inputs,
2) Target elements of change, and
3) Outputs.

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Systems approach - Inputs
All organizational change should be
consistent with an organization’s
mission, vision and the resulting
strategic plan. In other words, the
inputs for this approach are:
Vision,
Mission, and
Strategic plans

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Systems approach –
Target elements of Change
Change can be directed at realigning the
organizing arrangements, social factors,
methods, goals, or people.
The choice of target elements, therefore, is
based on the strategy being pursued to tackle
the problem at hand.
Two additional aspects of the systems model are
1) a change in one organizational component
affects the others,
2) people are the hub of all change.
So change will not succeed unless individuals
embrace it in one way or another.

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Systems approach – Outputs
Outputs represent the desired end results of a
change. These end results should be consistent
with the strategic plan.
Change may be directed at the organizational level,
or group level, or the individual level.
The process of change is more complicated and
difficult to manage when it is targeted at
organizational level as it is more likely to affect
target elements of change.

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Principles of
Change Management
1. Understand where you and your organization (society/
community) is at the moment and where you want to be,
when, why, how, and what the measures will be for getting
there through systematic planning.
2. The achievement of planned and sustainable change require
commitment and visionary leadership.
3. Understanding the culture of the society or the community and
the levels of change that are most likely to the effectiveness in
that culture is necessary.
4. Change is a journey from the known to the unknown. It
creates new systems and environment, which needs to be
explained to the people likely to be affected to ensure the
implementation and validation f the change program.

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Principles of
Change Management
5. Change must involve people at all times and generate support
from people.
6. Create awareness and commitment incrementally.
7. Change must not imposed upon people. Whenever an
organization imposes new things on people there will be
difficulties (resistance, rejection, denial and apathy).
8) Participation, involvement and open and early and full
communication are the important elements of change
management..
9) People and teams need to be empowered to find their own
solutions ands responses with facilitation and support from
you the change managers and tolerance and compassion from
the leaders.

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Principles of
Change Management
10. Management and leadership styles and behavior is
more important than clever process and policy.
They need to have the temperament and skills
appropriate to the circumstances. People need to be
able to trust the change managers and leaders.
11. People support what they help to create.
Commitment to change is improved if those affect4d
by the change are allowed to participate fully in
planning and implementing the change. So broaden
political support and manage groups and coalitions
in the community.

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Principles of
Change Management
12. There are always people in community, who will
welcome change and can act as champions of
change. They will welcome the challenges and
opportunities the change can provide. Such people
should be chosen as change agents.
13. Resistance to change is inevitable if the people
concerned feel that they are going to be worse off -
implicitly or explicitly. The inept management of
change will produce that reaction.
14. Change will always involve failures as well as
success. The failures must be expected and learned
from.

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Skills of Change Management –
Political Skills
Managing change in society or big organizations
requires an unusually broad and finely honed set
of skills, chief among them are the following:
1. Political Skills: Organizations are first and
foremost social organizations. Without people
there can be no organization. Organizations are
hotly and intensely political. Lower the stakes, the
more intense the politics. So change agents dare
not join this game but they should better
understand this phenomenon.

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Analytical Skills
2. Analytical Skills: The persons
responsible for managing change must be
very good at analysis. A lucid, well argued
analysis cannot be successfully contested. In
most cases it will carry the day.
Two particular sets of skills are very
important: (1) systems analysis or workflow
operations, and (2) financial analysis.

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Analytical Skills
Change agents must learn to take apart and
reassemble operations and systems in novel ways,
and then determine the financial and political
impacts of what they have done.
Conversely, you must be able to start with some
financial measure or indicator or goal, and make
your way quickly to those operations and systems
that would have the desired financial impact.
Those who master these two techniques learn a
trade called “solution engineering”.

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People Skills
3. People Skills: People are the sine qua non of
organization. They differ in several respects and
we have to deal with them all.
Communication or interpersonal skills is the most
needed people skills.
To be effective we must be able to listen and listen
actively, to restate, to reflect, to clarify without
interrogating, to draw out the speaker, to lead or
channel a discussion, to plant ideas, and to
develop them. All these and more are needed.

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Systems Skills
4. Systems Skills: A system is an
arrangement of resources and
routines intended to produce
specified results. To organize is to
arrange. A system reflects
organization and, by the same
token, an organization is a system.

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Business Skills
5. Business Skills: Simply put, you should
understand how a business works or how
your business of helping people and
communities.
This entails an understanding of planning the
developmental activities, the resources
required, how to utilize the resources to the
optimal level so that the objectives of the
program are realized.