Change management

1. Change Management

2. Change Management
Is a structured approach to transitioning
individuals, teams, and organizations from a current
state to a desired future state.

3. Models of Change management
1. Unfreeze-Change-Refreeze
 developed by Kurt Lewin
-Unfreezing involves overcoming inertia and dismantling
the existing "mindset"
-Change is the period of confusion and transition.
-Refreeze is when the new mindset is crystallizing and
one's comfort level is returning to previous levels
happens.
2. Kübler-Ross
 the personal and emotional states that a person
typically encounters when dealing with loss of a
loved one.

4. Models of Change management
3. ADKAR model
 developed by Prosci
5 building blocks :
 Awareness – of why the change is needed
 Desire – to support and participate in the change
 Knowledge – of how to change
 Ability – to implement new skills and behaviors
 Reinforcement – to sustain the change

5. Models of Change management
4. Dynamic conservatism
 model by Donald Schön explores the inherent nature
of organizations to be conservative and protect
themselves from constant change

6. Formula for Change
 developed by Richard Beckhard and David
Gleicher and is sometimes referred to as Gleicher's
Formula
 illustrates that the combination of organizational
dissatisfaction, vision for the future and the
possibility of immediate, tactical action must be
stronger than the resistance within the organization
in order for meaningful changes to occur

7. PCI (People Centered Implementation)
 change management methodology developed by Change
first
 applied in the field of people change management by
organizations and their change agents in over 35
countries around the world.

8. Six critical success factors describe by PCI
 Shared Change Purpose
- create and share a powerful case for change in the
organization
 Effective Change Leadership
- develop strong change leadership for the initiative
 Powerful Engagement Processes
- build and deliver plans to engage people in the change

9. Six critical success factors describe by PCI
 Committed Local Sponsors
- build understanding and commitment of middle and
front-line managers
 Strong Personal Connection
- create commitment and behaviour changing actions
for front-line people
 Sustained Personal Performance
- support people as they learn to adapt, managing their
resistance sensitively and empathetically.

10. Other approaches to managing change
 Appreciative Inquiry
 a collaborative approach to organizational change, is partly based on
the assumption that change in a system is instantaneous
 Scenario Planning
 provides a platform for doing so by asking management and
employees to consider different future market possibilities in which
their organizations might find themselves
 Organize with Chaos of Rowley and Roeven
 who describe Change as a process where certain events need to be
managed whereas others need to be 'under'managed, left alone to self-
organize and improve the business naturally

11. Other approaches to managing change
 Theory U of Otto Scharmer
o who describes a process in which change strategies are
based on the emerging future rather than on lesson
from the past
 The Solution focused brief therapy approach to change
 developed to assist individuals, is equally useful for
organizations.
 The Closework theory of intervention
 says change is driven by the champions, be they internal
project teams or consultants, working alongside the
delivery team, individuals and management in the
places where the work gets done.

12. Organizational Change Management
 includes processes and tools for managing the
people side of the change at an organizational
level.
 include a structured approach that can be
used to effectively transition groups or
organizations through change

13. Organizational change management
 provide a framework for managing the people
side of change
 include techniques for creating a change
management strategy
 engaging senior managers as change leaders
 building awareness of the need for change

14. Organizational change management
 developing skills and knowledge to support
the change
 helping employees move through the
transition
 and methods to sustain the change

15. Four Basic Change Management
Strategies
 Normative-Reeducative
 People are social beings and will adhere to
cultural norms and values.
 Change is based on redefining and
reinterpreting existing norms and values, and
developing commitments to new ones.
 Empirical-Rational
 People are rational and will follow their self-
interest — once it is revealed to them.
 Change is based on the communication of
information and the proffering of incentives.

16. Four Basic Change Management
Strategies
 Power-Coercive
 People are basically compliant and will generally
do what they are told or can be made to do.
 Change is based on the exercise of authority and
the imposition of sanctions.
 Environmental-Adaptive
 People oppose loss and disruption but they
adapt readily to new circumstances.
 Change is based on building a new organization
and gradually transferring people from the old
one to the new one.

17. Factors in Selecting A Change
Strategy
 Degree of Resistance
 Strong resistance argues for a coupling of Power-
Coercive and Environmental-Adaptive strategies.
 Weak resistance or concurrence argues for a
combination of Empirical-Rational and
Normative-Reeducative strategies.
 Target Population
 Large populations argue for a mix of all four
strategies, something for everyone so to speak.
 The Time Frame
 Short time frames argue for a Power-Coercive
strategy.
 Longer time frames argue for a mix of Empirical-
Rational, Normative-Reeducative, and
Environmental-Adaptive strategies.

18. Factors in Selecting A Change
Strategy
 Expertise.
 Having available adequate expertise at making
change argues for some mix of the strategies
outlined above. Not having it available argues for
reliance on the power-coercive strategy.
 Dependency.
 This is a classic double-edged sword.
 Mutual dependency almost always signals a
requirement for some level of negotiation.
 The Stakes.
 When the stakes are high, nothing can be left to
chance.

19. Thank You!!!