This document discusses change management and the change process. It provides an overview of common change models including Lewin's three-stage model of unfreezing, changing and refreezing; Kotter's 8-step model; and McKinsey's 7-S model. It also discusses reasons for change, both external factors like markets/technology and internal factors like strategy/workforce. The origins and evolution of change management as a field are covered. Finally, it outlines the typical steps in a change process including unfreezing, transitioning, and refreezing staff to a new state.
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
This document defines organizational change and discusses managing resistance to change. It provides examples of organizational changes like new technology systems. Upper management undertakes changes but often faces resistance from employees. There are many reasons employees resist change, like fear of the unknown or loss of status. Successful change management requires understanding resistance and helping employees deal with concerns. The key is engaging people in the process since they determine the return on investment from change. Change leaders must communicate the vision, involve people from all areas, and gain organizational buy-in to successfully implement changes.
This document summarizes key aspects of change management in organizations. It discusses that organizations can change reactively in response to external factors or proactively through internal decisions. It also describes how organizational change can influence and be influenced by various internal features like mission, goals, management styles, structure, products and processes. The document outlines some common external triggers for change like changes in demand or competition. It also lists internal triggers like changes in strategy or needs to improve efficiency. Resistance to change is discussed, emphasizing the need to address people's objections and fears rather than simply persuading them of the benefits of change. A three stage model of unfreezing, changing and refreezing behavior is presented as an approach to managing change.
The document discusses principles of change management. It outlines various models for managing organizational change, including Lewin's three-step model of unfreezing, movement, and refreezing. Forces driving change include competition and leadership transitions. Resistance to change stems from individual habits and organizational inertia. Approaches to reduce resistance involve communication, participation, and implementing changes fairly.
It is a term referring collectively to such activities as reengineering, redesigning and redefining business systems.
Organization Transformation can occur in response to or in anticipation major changes in the organization’s environment or technology.
This document discusses organizational change and provides examples of successful change implementation at Wipro and Tata. It defines organizational change as planning and implementing change in a way to minimize resistance and costs while maximizing effectiveness. Forces for change include environmental factors like politics, economics, and customer needs as well as internal factors like profitability and employee expectations. Change can be evolutionary or revolutionary. Successful change requires establishing urgency, forming guiding coalitions, communicating vision, empowering employees, generating wins, consolidating gains, and institutionalizing changes. Wipro shifted to consulting services through innovation while Tata introduced a performance management system to reward top performers and reduce hierarchy through its business excellence model.
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
This document defines organizational change and discusses managing resistance to change. It provides examples of organizational changes like new technology systems. Upper management undertakes changes but often faces resistance from employees. There are many reasons employees resist change, like fear of the unknown or loss of status. Successful change management requires understanding resistance and helping employees deal with concerns. The key is engaging people in the process since they determine the return on investment from change. Change leaders must communicate the vision, involve people from all areas, and gain organizational buy-in to successfully implement changes.
This document summarizes key aspects of change management in organizations. It discusses that organizations can change reactively in response to external factors or proactively through internal decisions. It also describes how organizational change can influence and be influenced by various internal features like mission, goals, management styles, structure, products and processes. The document outlines some common external triggers for change like changes in demand or competition. It also lists internal triggers like changes in strategy or needs to improve efficiency. Resistance to change is discussed, emphasizing the need to address people's objections and fears rather than simply persuading them of the benefits of change. A three stage model of unfreezing, changing and refreezing behavior is presented as an approach to managing change.
The document discusses principles of change management. It outlines various models for managing organizational change, including Lewin's three-step model of unfreezing, movement, and refreezing. Forces driving change include competition and leadership transitions. Resistance to change stems from individual habits and organizational inertia. Approaches to reduce resistance involve communication, participation, and implementing changes fairly.
It is a term referring collectively to such activities as reengineering, redesigning and redefining business systems.
Organization Transformation can occur in response to or in anticipation major changes in the organization’s environment or technology.
This document discusses organizational change and provides examples of successful change implementation at Wipro and Tata. It defines organizational change as planning and implementing change in a way to minimize resistance and costs while maximizing effectiveness. Forces for change include environmental factors like politics, economics, and customer needs as well as internal factors like profitability and employee expectations. Change can be evolutionary or revolutionary. Successful change requires establishing urgency, forming guiding coalitions, communicating vision, empowering employees, generating wins, consolidating gains, and institutionalizing changes. Wipro shifted to consulting services through innovation while Tata introduced a performance management system to reward top performers and reduce hierarchy through its business excellence model.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Organizational change is about reviewing and modifying management structures and business processes in response to internal and external forces. The document discusses several models and strategies for managing organizational change including Leavitt's model of change involving tasks, technology, structure and people. It also discusses different triggers for change including performance issues, new leadership, increased competition and technological developments. Key challenges for implementing change include communicating vision, following new practices, and balancing individual, functional and company needs during change.
This document discusses organizational change and the factors that drive it. It identifies both external factors like technology, customer needs, the economy, and politics, as well as internal factors like changes in management, deficiencies in the existing organization, and the nature of the workforce. It also outlines different levels of change - individual, group, and organizational. Organizational change is inevitable as businesses need to adapt to remain competitive in a dynamic environment. Both external pressures and internal deficiencies can necessitate changes to organizational structure, processes, and strategies.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Organisational Change".
The document discusses various aspects of organizational change including definitions, types, causes, and responses. It defines organizational change as changes to an organization's culture, processes, environment, jobs, skills, and policies. Types of change include planned, strategic, transformational, and reactive changes. Forces driving change include competition, technology, and internal strategy or workforce modifications. Responses to change range from aggressive resistance to active involvement.
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
E dward law built to change - mgmt reset neededsvineeths
The document discusses the need for management reset in response to changing business conditions. Key drivers include technological change, globalization, workforce changes, and increasing focus on social and environmental accountability. Organizations must move from episodic to continuous change approaches to remain agile. This involves embedding change capabilities, focusing on ambidexterity over efficiency, and decentralizing decision making. A sustainable management organization treats talent well through development and rewards, is guided by shared leadership, and uses performance management to track social and environmental goals.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
This document discusses organizational change and the forces that drive it. It defines organizational change as a process where a company optimizes its performance to reach its ideal state. Forces for change include the workforce, technology, economic shocks, competition, and world politics. The concept of "active inertia" describes an organization's tendency to continue established patterns of behavior even when the environment changes. Examples are provided of companies that were victims of active inertia. Resistance to change within organizations can come from individual habits/fears or organizational sources like limited focus on change, group inertia, or threats to power structures. Approaches to managing organizational change discussed include Lewin's three-step model of unfreezing, moving, and refreezing, as
Here are some ways organizations try to mitigate resistance to change:
- Communicate the reasons for change clearly and frequently using multiple channels
- Involve employees in the planning and implementation process to gain buy-in
- Provide training and support to help employees understand and adapt to changes
- Address people's fears and concerns openly and acknowledge negative impacts
- Offer incentives or rewards for adopting changes
- Lead by example with strong support and participation from senior leadership
- Implement changes gradually in phases to allow people time to adjust
- Celebrate early successes and progress to build confidence in the change process
The key is managing the human side of change by communicating well, gaining input from those impacted, supporting adaptation, and addressing concerns
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
Organization change involves moving from the present state to a desired future state to increase efficiency. It is a process, not an event, and is necessary for companies to avoid becoming immobilized. There are various forces that can drive organizational change, both internal forces like changes in employee expectations or a crisis, and external forces like globalization, technology changes, or increased competition. Different models and approaches can be used to manage organizational change, such as total quality management (TQM) which takes a continuous improvement approach, or business process reengineering which aims for dramatic improvements through radical redesign. Key steps in the change process include recognizing the need for change, diagnosing problems, planning and implementing the change, and following up on the change.
http://goo.gl/57l1j - Organisational Change: Innovative Management & Learning has been involved in a wide variety of major organisational change projects.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
organisational change: its forces, factor affecting and its typessangeeta saini
This presentation discusses organizational change, including the forces driving change, factors affecting change, and types of change. The forces for organizational change include external factors like government regulations, technology, customer requirements and competition. Internal forces include deficiencies in management structure, changes in managerial and operative staff, and resource constraints. Factors affecting change include psychological, personal, and social factors of employees. The types of organizational change discussed are reactive, planned/proactive, organizational level, individual level, developmental, transitional, and strategic changes.
This article discusses five popular models of managing organizational change: Lewin's three-step model of unfreezing, moving, and refreezing; Kotter's eight-step plan building on Lewin's model; Harris's five-phase model of planning, momentum, problems, turning point, and termination; Fullan's seven change themes of change as learning, change as a journey, problems as opportunities, resource intensity, need for management, systematic approach, and local implementation; and Greiner's six-phase model of pressure and arousal, intervention, diagnosis, invention, experimentation, and reinforcement. The models provide frameworks to ensure successful change management.
This document discusses organizational change and its key aspects. It defines organizational change as alternations that occur in a company's overall work environment. Change can result from both external forces like market changes as well as internal forces such as human resource issues. Change happens at various levels from individual to group to the entire organization. There are different types of change including strategic, structural, process-oriented and people-oriented. Successful change management involves three stages - unfreezing the current situation, transitioning to the new change, and refreezing the change to make it permanent. Resistance to change is natural but can be reduced through effective communication and involvement of employees in the change process.
The document discusses various aspects of organizational change including defining organizational change, change management, forms of change (planned, unplanned, radical, transformational), forces for change (external and internal), resistance to change and strategies for managing resistance. It also summarizes approaches to managing organizational change including Lewin's three step model, Kotter's eight step model, action research and organizational development. Finally, it discusses creating a culture for change and innovation in organizations.
This presentation will be talking about a part of organizational change theory known as the Carnegie school theory of organizational change.a theory that involve process of decision making, behavioral theory,and also with its limits involving uncertainty and ambiguity
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Organizational change is about reviewing and modifying management structures and business processes in response to internal and external forces. The document discusses several models and strategies for managing organizational change including Leavitt's model of change involving tasks, technology, structure and people. It also discusses different triggers for change including performance issues, new leadership, increased competition and technological developments. Key challenges for implementing change include communicating vision, following new practices, and balancing individual, functional and company needs during change.
This document discusses organizational change and the factors that drive it. It identifies both external factors like technology, customer needs, the economy, and politics, as well as internal factors like changes in management, deficiencies in the existing organization, and the nature of the workforce. It also outlines different levels of change - individual, group, and organizational. Organizational change is inevitable as businesses need to adapt to remain competitive in a dynamic environment. Both external pressures and internal deficiencies can necessitate changes to organizational structure, processes, and strategies.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Organisational Change".
The document discusses various aspects of organizational change including definitions, types, causes, and responses. It defines organizational change as changes to an organization's culture, processes, environment, jobs, skills, and policies. Types of change include planned, strategic, transformational, and reactive changes. Forces driving change include competition, technology, and internal strategy or workforce modifications. Responses to change range from aggressive resistance to active involvement.
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
E dward law built to change - mgmt reset neededsvineeths
The document discusses the need for management reset in response to changing business conditions. Key drivers include technological change, globalization, workforce changes, and increasing focus on social and environmental accountability. Organizations must move from episodic to continuous change approaches to remain agile. This involves embedding change capabilities, focusing on ambidexterity over efficiency, and decentralizing decision making. A sustainable management organization treats talent well through development and rewards, is guided by shared leadership, and uses performance management to track social and environmental goals.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
This document discusses organizational change and the forces that drive it. It defines organizational change as a process where a company optimizes its performance to reach its ideal state. Forces for change include the workforce, technology, economic shocks, competition, and world politics. The concept of "active inertia" describes an organization's tendency to continue established patterns of behavior even when the environment changes. Examples are provided of companies that were victims of active inertia. Resistance to change within organizations can come from individual habits/fears or organizational sources like limited focus on change, group inertia, or threats to power structures. Approaches to managing organizational change discussed include Lewin's three-step model of unfreezing, moving, and refreezing, as
Here are some ways organizations try to mitigate resistance to change:
- Communicate the reasons for change clearly and frequently using multiple channels
- Involve employees in the planning and implementation process to gain buy-in
- Provide training and support to help employees understand and adapt to changes
- Address people's fears and concerns openly and acknowledge negative impacts
- Offer incentives or rewards for adopting changes
- Lead by example with strong support and participation from senior leadership
- Implement changes gradually in phases to allow people time to adjust
- Celebrate early successes and progress to build confidence in the change process
The key is managing the human side of change by communicating well, gaining input from those impacted, supporting adaptation, and addressing concerns
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
Organization change involves moving from the present state to a desired future state to increase efficiency. It is a process, not an event, and is necessary for companies to avoid becoming immobilized. There are various forces that can drive organizational change, both internal forces like changes in employee expectations or a crisis, and external forces like globalization, technology changes, or increased competition. Different models and approaches can be used to manage organizational change, such as total quality management (TQM) which takes a continuous improvement approach, or business process reengineering which aims for dramatic improvements through radical redesign. Key steps in the change process include recognizing the need for change, diagnosing problems, planning and implementing the change, and following up on the change.
http://goo.gl/57l1j - Organisational Change: Innovative Management & Learning has been involved in a wide variety of major organisational change projects.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
organisational change: its forces, factor affecting and its typessangeeta saini
This presentation discusses organizational change, including the forces driving change, factors affecting change, and types of change. The forces for organizational change include external factors like government regulations, technology, customer requirements and competition. Internal forces include deficiencies in management structure, changes in managerial and operative staff, and resource constraints. Factors affecting change include psychological, personal, and social factors of employees. The types of organizational change discussed are reactive, planned/proactive, organizational level, individual level, developmental, transitional, and strategic changes.
This article discusses five popular models of managing organizational change: Lewin's three-step model of unfreezing, moving, and refreezing; Kotter's eight-step plan building on Lewin's model; Harris's five-phase model of planning, momentum, problems, turning point, and termination; Fullan's seven change themes of change as learning, change as a journey, problems as opportunities, resource intensity, need for management, systematic approach, and local implementation; and Greiner's six-phase model of pressure and arousal, intervention, diagnosis, invention, experimentation, and reinforcement. The models provide frameworks to ensure successful change management.
This document discusses organizational change and its key aspects. It defines organizational change as alternations that occur in a company's overall work environment. Change can result from both external forces like market changes as well as internal forces such as human resource issues. Change happens at various levels from individual to group to the entire organization. There are different types of change including strategic, structural, process-oriented and people-oriented. Successful change management involves three stages - unfreezing the current situation, transitioning to the new change, and refreezing the change to make it permanent. Resistance to change is natural but can be reduced through effective communication and involvement of employees in the change process.
The document discusses various aspects of organizational change including defining organizational change, change management, forms of change (planned, unplanned, radical, transformational), forces for change (external and internal), resistance to change and strategies for managing resistance. It also summarizes approaches to managing organizational change including Lewin's three step model, Kotter's eight step model, action research and organizational development. Finally, it discusses creating a culture for change and innovation in organizations.
This presentation will be talking about a part of organizational change theory known as the Carnegie school theory of organizational change.a theory that involve process of decision making, behavioral theory,and also with its limits involving uncertainty and ambiguity
Change management in the workplace is constant and necessary for businesses to stay relevant and competitive. Managers must regularly reevaluate their processes, offerings, and how changes may impact employees. When leading change, managers should ensure they establish urgency, create a vision, gain support, and involve people at the appropriate level. While change causes discomfort, managers must help people understand why the old way is no longer viable and that change is necessary for the organization's success. Effective communication is key to disseminating information about the change process.
Organizational change management aims to successfully implement significant changes through understanding, preparation, execution and taking full advantage of the changes. Lewin's force field analysis model states that change occurs through a three step process of unfreezing old ways of thinking, changing to new ways of thinking and behaviors, and refreezing the changes into place. The document also discusses various strategies for minimizing resistance to change such as communication, learning, employee involvement, stress management, and negotiation.
Organisation Development and Change ManagementManoj Kumar
This PPT is about Organisational Development and Change.This PPT also gives insight on OD process,personel and interpersonal intervention,Team Intervention and Structural invention.This PPt is designed in simple laNGUAGE IN A WAY THAT U.G AND pP.G STUDENTS CAN UNDRSTAND
Organizational change management is a framework for preparing for, adopting, and implementing changes to an organization's culture, policies, processes, environment, and employee roles and responsibilities. Managing change effectively is a key challenge for organizations as they must continually adapt to dynamics in the external environment. There are both internal and external forces that drive organizational change, such as strategic needs, structural redesigns, process improvements, and changes to employee skills and behaviors. Resistance to change stems from individual, group, and organizational factors, so change managers must use strategies like communication, participation, support, and incentives to overcome resistance and gain commitment to changes.
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Qandle
A systematic strategy for dealing with the shift or transformation of corporate goals, fundamental values, procedures, or technology is known as change management.
1) Change management is important for organizations to adapt to changing market conditions and customer needs. When organizations are inflexible, competitors can take their customers and profits.
2) While organizations may not want change, people within organizations are the ones that need to change. Change management focuses on getting people on board with changes.
3) Managers need good change management skills to recognize problems, adjust processes accordingly, and make changes an easier process for the organization.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
The document discusses the necessity of organizational change for businesses. It notes that globalization, changing customer needs, competition, and other factors require companies to adapt. The document outlines several challenges to change, including natural human resistance and the need for unified employee efforts. It then describes methods for successful change, like recognizing problems, creating a vision, strong leadership, and evaluating progress gradually. Leaders must guide employees through changes and help overcome resistance. Employees also have an important role by providing information, suggestions, and feedback to help shape and implement changes. Overall, the document emphasizes that organizational change is difficult but crucial for businesses to survive in dynamic market conditions.
6 Change Management StagesA Management Checklist to Guide Your E.docxBHANU281672
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
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•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou.
6 Change Management StagesA Management Checklist to Guide Your E.docxblondellchancy
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
· Share
· Pin
· Share
· Email
•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou ...
Managers, at one point or another, will have to make changes in some, if not all aspects of their workplace. These changes refer to organizational change, which is any alteration of people, structure, or technology. Most often, changes are initiated and coordinated by a manager within the organization. However, the change agent could be a non-manager – for example – a change specialist from the HR department or even an outside consultant whose expertise is in change implementation.
This document provides an introduction to change management. It defines organizational change as the adoption of new ideas or behaviors by an organization. Successful change must make organizations responsive to developments like changing customer preferences and technology. There are internal and external forces for change, and individuals and organizations may resist change due to factors like fear of the unknown or threats to power structures. Several models of planned organizational change are described, including Lewin's three-step model of unfreezing, moving, and refreezing. Effective change management requires understanding employee reactions, managing resistance through communication and participation, and selecting strategies based on the nature and magnitude of the change.
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
The document discusses organizational change and provides definitions and characteristics of change. It states that change is inevitable for organizations facing a dynamic environment. There are internal and external forces driving change, including technological changes, market conditions, social changes, and political/legal changes. The types of change include individual, group, and organizational levels. Managing planned change involves planning, assessing change forces like driving and restraining forces, and implementing change through a three phase process of unfreezing old behaviors, changing to new behaviors, and refreezing the changes.
This document discusses organizational change and a five-step change model used by the consulting firm Change Management Solutions, Inc. The five steps are: 1) planning, 2) leading, 3) evaluating, 4) handling change resistance, and 5) avoiding burnout. The model emphasizes culture, leadership, and planning to prevent failure during change initiatives. It promotes transformational and transactional leadership to accomplish change sustainably.
This document discusses managing organizational change and innovation. It begins by outlining factors that drive the need for change, both external factors outside an organization's control as well as internal controllable factors. It then describes two metaphors for viewing the change process: the calm waters metaphor involving three stages of unfreezing, changing, and refreezing; and the white-water rapids metaphor where change is unpredictable. The document outlines different types of organizational change that can occur, including changing structure, technology, and people. It discusses managing resistance to change and various techniques to reduce resistance. Finally, it covers contemporary issues in managing change such as changing organizational culture.
This document outlines a student project on management of change. It includes sections on factors that cause organizational change, perspectives on change management, participants in the change process, models of change management, and overcoming resistance to change. The document provides an index and bibliography and is submitted to fulfill the requirements for a strategic management course. It examines key aspects of managing organizational change and was developed under the guidance of a project guide and college faculty.
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Change management by Abhishek Jaguessar
1. CHANGE MANAGEMENT
By Abhishek Jaguessar
1. Introduction
Change Management is a common buzz word in today’s businesses. With constantly
evolving business goals and strategies, change is inevitable and managing change is
essential. The way businesses manage change and how successful they are at it, depends
largely on the nature of business, the change and the people involved. It is also dependent
on how well the organization and people understand the need for the change and the
process involved.
Change is an alteration of a company’s strategy, organization or culture as a result of
changes in its environment, structure, technology or people. A manager’s job would be very
straightforward and simple (not to say boring) if changes were not occurring in these areas.
Good managers have a competence to manage change. These changes can be alterations in
structure (design of jobs, span of control, authority relationships or coordinating
mechanisms), in technology (equipment, work processes or work methods) as well as in
people (behaviours, perceptions, expectations or attitudes).
Change Management is the structured approach for ensuring that changes are thoroughly
and smoothly implemented and for achieving lasting benefits of change. The change
management focus is on the wider impacts of change, particularly on people and how they,
2. as individuals and teams, move from the current state to the future state. The change could
range from a simple process change to a major system change to achieve the organization’s
potential.
2. Reasons for Change
A complex structure like an organization is driven by external and internal factors in regard
to the need for change:
External Forces
Here are a number of external forces that create the explicit need for change:
1. Market situation and technology
The global marketplace has created a huge need for change because of globalization,
internationalization and the more dynamic situation. Some of this could not have occurred
without the various and dramatic changes in technology. An example of the changing
marketplace is the deregulation of many industries and the trend of privatization.
2. Government laws and regulations
Government laws and regulations can have a large impact on an organization such as with
deregulation. Organizations have to change because it is now prescribed. New tobacco taxes
and the legislation requiring tobacco manufacturers to disclose the harmful effects of
tobacco smoking, for example, have created huge pressures on some large organizations in
the USA and Europe. These organisations now have to change to ensure their economic
viability.
3. Economics
Finally, these economic ups and downs have a dramatic effect on organizations as well on
domestic markets as the worldwide economic influence continues on organizations. This
phenomenon could be seen during the last financial crisis. The effects were recognized in
the USA first; then they hit Europe, Japan and finally the rest of the world. As a
consequence, several automobile manufacturers have announced production cutbacks and
reduced employment.
3. Internal Forces
Parallel to the external reasons there are different internal forces for change:
1. Corporate strategy
It is not unusual for an organization to change its strategy. It can lead e.g. to a large number
of changes if the organization decides to adopt a new distribution methodology or a new
logistic strategy. Also a merger will change an organisation’s way of acting. For example, a
company decides to enter the e-commerce business.
2. Technology and equipment
The introduction of new equipment or new technology is another internal force for change
which affects an organization. The implementation of new technology needs new processes
or structures. Through this, employees will have to be trained for new work processes or
new jobs.
3. Workforce and Employee attitudes
The composition of an organization’s workforce never stays static because it changes in
terms of gender, age or education. New employees join the organization and other people
leave. With these changes, managers may need to redesign work and work groups in order
to ensure the job requirements match the skills of the people. Lastly, employee attitudes
such as the level of job satisfaction can lead to either negative or positive forces for change.
Dealing with Change
Change management generally is difficult but no undoable. With a world closing in every
day, not only international blue-chip companies are forced to critically reassess and, if
4. necessary, change their business model, but also their organizational structure or their
corporate culture.
Habits are a normal part of every person’s lives, but they are often counterproductive when
dealing with change. As humans we are not very good at changing. We see changes as a
negative thing that something creates instability and insecurity. A normal change
management process often evolves through a number of mental phases:
Denial: We will fight the change to protect the status quo.
Frustration: When we realize that we cannot avoid the change, we become insecure.
Negotiation: We try to save what we can.
Depression: We realize that none of the old ways can be incorporated into the new.
Acceptance: We accept the change, and start to mentally prepare ourselves.
Experimentation: We try to find new ways, and gradually remove the old barriers.
Discovery: We realize that the change will improve our future possibilities.
Implementation: We finally implement the change process.
3. Origins of the Field
Change management has his origins in the 1950s. In those days modern forms of
management were introduced (e.g. teamwork, autonomous groups) and the “war” between
followers of top-down approaches and bottom-up approaches began.
5. Top-down management
Top-down organizations are characterizes by the relatively low influence of subsystems.
With the exception of the top management, employees are placed in a given process
pattern. The organisation’s units are co-ordinated within a system of regulations and the
organisation’s development is steered from top down.
Bottom-up management
Bottom-up organizations are characterized by the relatively high influence of subsystems.
The organisation’s development is carried by involved employees. A structural partial
autonomy is conceded to the single subsystems. The organisation units are relatively
independent in their execution of problems and could be basically capable of surviving on
their own. Regulations are found primarily in the form of general behavioural instructions
and the basis of “Common Sense”. The organisation’s development is therefore developing
itself bottom-up.
6. Comparison
Comparing the bottom-up and top-down approaches, the advantage of a bottom-up
orientation lies with the possibility of adapting the rhythm of the development and the
capacity of the organisation for development. Small changes can be achieved at short notice
or immediately, while lasting changes run smoothly and could guarantee a constant
improvement of the problem solution capacity of the enterprise. On the other hand,
permanent change processes and the constant restlessness linked with such change
processes can also affect negatively the organisation, as possibly no clear direction is
recognizable any longer.
Few enterprises are ready for a radical change in their orientation as demanded in a top-
down approach. No organisation is able to reorganize itself and the whole value-added
chain ad hoc. Frequently the longevity of the soft factor “enterprise culture” is
underestimated. Changes in the enterprise culture need time and, hence, are an object of
evolutionary and participative approach and not a revolutionary and authoritarian process.
The advantages of the top-down approach are the straight-forward attempt of
comprehensive, department-covering thinking and action and the focus on the central
processes.
Nowadays, within modern change management approaches, top-down and bottom-up
approaches are mixed. Analysis and the strategy development is mainly done top-down
whereas continuous process improvement is driven from the bottom-up. Constant dialogue
between the involved parties guarantees a constant improvement and focusing on the core
requirements.
4. Change Models
While there are many different change patterns, most managers and economists use these
change models:
7. Lewin: Three-Stage Model
Kurt Lewin’s three-stage model is the most famous model of change. His model has come to
be known as the Unfreeze-Change-Refreeze Model. Lewin noted that the majority of people
tend to prefer and operate within certain zones of safety. He recognized three stages of
change:
Unfreeze: Most people make an active effort to resist change. In order to overcome this
tendency, a period of thawing or unfreezing must be initiated through motivation.
Change (also titled Transition or Move): Once change is initiated, the company moves into a
transition period, which may last for some time. Adequate leadership and reassurance is
necessary for the process to be successful.
Refreeze: After change has been accepted and successfully implemented, the company
becomes stable again, and staff refreezes as they operate under the new guidelines.
While this change management model remains widely used today, it is takes time to
implement. Of course, since it is easy to use, most companies tend to prefer this model to
enact major changes. Lewin’s model will be discussed later in this course (Chapter 5) in
more detail.
8. Kotter: 8-Step Change Model
This model, created by Harvard University Professor John Kotter, causes change to become
a campaign. Employees buy into the change after leaders convince them of the urgent need
for change to occur. There are 8 steps involved in this model:
1. Increase urgency – inspire people to move, make objectives real and relevant.
2. Build coalitions – get the right people in place with the right emotional commitment,
and the right mix of skills and levels.
3. Get the vision right – get the team to establish a simple vision and strategy focus on
emotional and creative aspects necessary to drive service and eiciency.
4. Communicate – Involve as many people as possible, communicate the essentials
simply, to appeal and respond to people’s needs. De-clutter communications – make
technology work for you rather than against you.
5. Empowerment actions – Remove obstacles, enable constructive feedback and lots of
6. support from leaders – reward and recognize progress and achievements.
7. Create short-term wins – Set aims that are easy to achieve – in bite-size chunks. A
manageable numbers of initiatives. Finish current stages before starting new ones.
9. 8. Don’t let up – Foster and encourage determination and persistence – ongoing change
– encourage ongoing progress reporting – highlight achieved and future milestones.
9. Make it stick – Reinforce the value of successful change via recruitment, promotion,
and new change leaders. Weave change into culture.
The process is an easy step-by-step model and transition is easy to understand using this
model. However, steps can’t be skipped and the whole process takes a great deal of time.
McKinsey: 7-S Model
Consultants at McKinsey & Company developed the 7-S Model in the late 1970s to help
managers address the difficulties of organizational change. The model shows that
organizational immune systems and the many interconnected variables involved make
change complex, and that an effective change effort must address many of these issues
simultaneously. The 7-S model is a tool for managerial analysis and action that provides a
structure with which to consider a company as a whole, so that the organization’s problems
may be diagnosed and a strategy may be developed and implemented.
The model looks at the seven key elements that make the organizations successful:
10. The 7-S Model illustrates the interconnectedness of elements that define an organization’s
ability to change. This theory helped to change managers’ thinking about how companies
could be improved. It says that it is not just a matter of devising a new strategy and
following it through. To be effective, your organization must have a high degree of it or
internal alignment among all the seven Ss. Each S must be consistent with and reinforce the
other Ss. All Ss are interrelated, so a change in one has a ripple effect on all the others. It is
impossible to make progress on one without making progress on all. Thus, to improve your
organization, you have to master systems thinking and pay attention to all of the seven
elements at the same time.
The 7-S Model is a valuable tool to initiate change processes and to give them direction. A
helpful application is to determine the current state of each element and to compare this
with the ideal state. Based on this it is possible to develop action plans to achieve the
intended state.
Beckhard/Harris: Change Formula
The Change Formula is a mathematical representation of the change process. The basic
notion is that, for change to occur, the costs of change must be outweighed by
dissatisfaction with the status quo, the desirability of the proposed change, and the
practicality of the change. There will be resistance to change if people are not dissatisfied
with the current state of the organization, or if the changes are not seen as an
improvement, if the change cannot be done in a feasible way, or the cost is far too high.
Change Formula:
(D × V × F) > R
D = Dissatisfaction
V = Vision
F = First Steps
R = Resistance to Change
The multiplicative nature of this formula indicates that if any variable is zero or near zero,
resistance to change will not be overcome. In other words, the variables of D, V, and F do
11. not compensate for one another, and when one is very low, the cost of change is likely to be
too high.
5. The Change Process
The change management process is the sequence of steps that a manager would follow to
apply change management to a project. Kurt Lewin, a prominent researcher, proposed the
Unfreeze-Change-Refreeze Model.
According to his approach, firstly, staff must be convinced that change is actually necessary.
Managers need to highlight the areas of concern. Next, the change itself requires a range of
solutions to be acted upon as soon as possible. Finally, refreezing involves reinforcing and
formalizing the change.
I. Unfreeze
A basic tendency of people is to seek a context in which they have relative safety and feel a
sense of control. In establishing themselves, they attach their sense of identity to their
environment. This creates a comfortable stasis from which any alternatives, even those
which may offer signifficant benefits, will cause discomfort.
The term ‘change ready’ is often used to describe people who are unfrozen and ready to
take the next step. Some people come ready for change whilst others take a long time to let
go of their comfortable current realities.
Here are some ways to make it happen:
1. Burning platform: Expose or create a crisis.
2. Command: Just tell them to move!
3. Evidence: Hard data is difficult to ignore.
4. Restructuring: Redesign the organization to force behavior change.
5. Envisioning: Done well, visions work to create change.
12. II. Transition
A key part of Lewin’s model is the notion that change, even at the psychological level, is a
journey rather than a simple step. This journey may not be that simple and the person may
need to go through several stages of misunderstanding before they get to the other side.
A classic trap in achieving change is for leaders to spend months on their own personal
journeys and then expect everyone else to cross the chasm in a single bound. Transitioning
thus requires time. Leadership is often important and when whole organizations change, the
one-eyed person may consider himself a “king”. In such a case, some form of coaching,
counselling or other psychological support will often be very helpful.
Although transition may be hard for the individual, often the hardest part is to make a start.
Even when a person is unfrozen and ready for change, that first step can be very scary.
People become comfortable in temporary situations where they are not accountable for the
hazards of normal work and where talking about change may be substituted for real action.
1. Challenge: Inspire them to achieve remarkable things.
2. First steps: Make it easy to get going.
3. Involvement: Give them an important role.
4. Open space: People talking about what concerns them.
5. Shit-and-sync: Change a bit – then pause.
III. Refreeze
At the other end of the journey, the final goal is to ‘refreeze’, to establish the new place of
stability. In practice, refreezing may be a slow process as transitions seldom stop cleanly,
but go more in fits and starts with a long tail of bits and pieces. There are good and bad
things about this.
In modern organizations, this stage is often rather tentative as the next change may well be
just around the corner. What is often encouraged, then, is more a state of ‘slushiness’,
where freezing is never really achieved (theoretically making the next unfreezing easier).
13. The danger with this is that many organizations have found that people fall into a state of
‘change shock’, where they work at a low level of efficiency and effectiveness as they await
the next change. ‘It’s not worth it’ is a common phrase when asked to improve what they
do.
1. Burning bridges: Ensure there is no way back.
2. Evidence stream: Show them time and again that the change is real.
3. Golden handcufs: Put rewards in their middle-term future.
4. Institutionalization: Build change into the formal systems and structures.
5. Reward alignment: Align rewards with desired behaviors.
6. Strategies and Skills
Managing the kinds of changes encountered by and instituted within organizations requires
an unusually broad set of skills and strategies:
Change Skills
Every effective change manager needs a set of specific skills:
1. Political Skills
Organizations are social systems. Therefore, organizations are intensely political. Change
agents dare not join in this game but they have to understand it. Managers and employees
have to deal with conflicts and to compromise on disputes on a daily basis. This is one area
where you must make your own judgments and keep your own counsel.
2. Analytical Skills
Furthermore, change agents need advanced analytical skills. Two particular sets of skills are
very important here: systems analysis and financial analysis. Change agents must learn to
take apart and reassemble operations and systems in novel ways, and then determine the
financial and political impacts.
14. 3. People Skills
People are the most important resource of an organization. The skills most needed in this
area are those that typically fall under the heading of communication or interpersonal skills.
To be effective, we must be able to listen and listen actively, to restate, to reflect, to clarify
without interrogating, to lead or channel a discussion, to plant ideas, and to develop them.
Part of the job of a change agent is to reconcile and resolve the conflict between and among
different points of view.
4. System Skills
Every organization can be seen as a system. In the past, managers typically took one part
and focused on that. Then they moved all attention to another part. Systems theory has
brought a new perspective for managers: Now, more managers are recognizing the
interrelations of the parts. There are two sets of system skills to be mastered: Computers
and the larger, information processing systems (in which computers are so often
embedded) are generally known as hard systems. Compensation systems, appraisal
systems, promotion systems, and reward and incentive systems in a company are soft
systems. A good change agent understands that both system types are important.
5. Business Skills
Finally, every change agent should understand how a business works. This entails a basic
understanding of accounting (where the money comes from and where it goes), knowledge
of markets and marketing, products and product development, customers, sales, buying and
selling, as well as human resource management.
15. Change Strategies
For the project to work there are various ways in which to drive the change process.
Depending upon the type of business, the organisation, the age of the enterprise and the
average age of its employee, the management has to decide which strategy should be
applied to get the best results.
1. Directive Strategies
This strategy highlights the manager’s right to manage change and the use of authority to
impose change with little or no involvement of other people. The advantage of the directive
approach is that change can be undertaken quickly. However, the disadvantage of this
approach is that it does not take into consideration the views or feelings of those involved in
the imposed change. This approach may lead to valuable information and ideas being
missed and there is strong resentment from staff when changes are imposed rather than
discussed.
2. Expert Strategies
This approach sees the management of change as a problem solving process that needs to
be resolved by an ‘expert’. This strategy is mainly applied to more technical problems and
will normally be led by a specialist project team or an outside consultant. The advantages to
utilising this strategy are that experts play a major role in the solution and the solution can
be implemented quickly as a small number of ‘experts’ are involved. Again, there are some
issues in relation to this strategy as those affected may have different views than those of
the expert.
3. Negotiating Strategies
This approach highlights the willingness on the part of senior managers to negotiate and
bargain in order to effect change. This strategy acknowledges that those affected by change
have the right to have a say in what changes are made, how they are implemented and the
expected outcomes. The disadvantage to this approach is that it takes more time to effect
change and the outcomes cannot be predicted. The advantage is that individuals will feel
involved in the change and be more supportive of the changes made.
4. Educative Strategies
This approach involves changing people’s values and beliefs in order for them to fully
support the changes being made and move toward the development of a shared set of
16. organizational values which individuals are willing, and able to support. A mixture of
activities will be used: persuasion; education; training and selection, led by consultants,
specialists and in-house experts. The disadvantage of this approach is that it takes longer to
implement. The advantage is that individuals within the organization will have positive
commitment to the changes being made.
5. Participative Strategies
This strategy stresses the full involvement of all of those involved in the anticipated
changes. The process will be less management-dominated and driven more by groups or
individuals within the organization. The main disadvantages of this process are the length of
time taken before any changes are made. However, the benefits of this approach are that
any changes made are more likely to be supported due to the involvement of all those
affected. The organization and individuals also have the opportunity to learn from this
experience, thus increasing their skills, knowledge and effectiveness.
Best Strategy?
These five change strategies are not mutually exclusive and a range of strategies can be
employed to effect change. Part of the skill of effective change management is to recognize
what strategy/ies to employ, when, where and how to use it/them. Other issues such as
health and safety, accessibility and union representation may also need to be taken into
consideration when deciding what strategy to adopt.
But no matter which model is used, it has to be supported and clearly communicated by the
top management. The executive board has to act as a role model and should start the
change process/project by a personal communication or statement for the people affected.
The executive board has to confirm the changed strategy, organization and business culture
by being an example and they have to be supportive of the departments and managers
affected.
7. Failure or Success?
The typical failure and success factors in change management projects are the following:
17. Failure Factors
1. Insufficient Awareness
A change process never begins without reason. Mostly there is a trigger for change
processes. Triggers can be diverse, like new legal requirements, increasing competition or
internal reasons. Normally these triggers are discussed extensively amongst top
management. In this way awareness arises of existing problems and the necessity to make
changes. In practice, only part of the information makes its way to the lower leadership
level. The lower level manager and his or her employees afterwards often see little necessity
for change.
There are some more reasons which also depend upon information flow. New executives in
a company try to protect workers from disturbance and difficulties so that they are more
productive and can work undisturbed. But this buffering or protection is often
misunderstood. If the workers do not have a transparent view of the situation of the
company, it is unlikely that they will support the change process.
2. Insufficient Communication
In change projects the biggest mistakes are made in the area of communication. Experience
shows that at the beginning, during, and at the realization of changes the communication
frequency is often too low. Change processes require information events and sometimes
discussion forums. Information is also provided only in part. It is even more harmful if the
relevant information is published step-by-step.
3. Inappropriate Procedure
The wish to involve employees in an “eat or die” mentality is often found in IT projects. In
such a project, employees must work with the new software or hardware, regardless of
whether they were involved or not in its implementation. This style of management is
extremely bad. Employees do not obtain any information about the progress of the change-
project and are informed later only e.g. by a mail about the use of the new software. Often
employees will boycott the new system and use it as little as possible.
18. Further examples of an inappropriate procedure or a “bad style”, which should be avoided,
include ignoring objections or counterarguments, making remarks in public about opposite
doubters, and presentation of incorrect facts in support of the wanted change. This
behaviour is counterproductive and is often returned in kind by the concerned persons,
normally as a boomerang, by actively delaying the targeted changes or letting them fail
altogether.
4. Workload and Speed
Every enterprise and every organization needs continuous adaptation to changed general
conditions and factors in order to survive in the present markets or in the environment of
the organization. Correspondingly, the tact of change processes is often set by outside
factors.
With the high speed of change processes and the high number of changes, more “speed
mistakes” are surfacing. Changes are often initiated too early (the company, the employees
or customers are not ready) or realized too late (product was introduced already by other
enterprises). In addition, people can stand only a certain amount of change in a certain time.
If this amount is being extended, the people won’t go on. This may not be immediately
externally recognizable. It can also appear in the form of fewer motivations.
5. Lack of Control
If a change process is initiated, one should pay attention also to the sustainability of the
targeted changes. In many cases during implementation, too little controlling attention is
paid. Sometimes it is difficult to measure the success of the implementation, especially
when employee behaviour should be taken into account. That this is not simple does not
mean that it should not be done. Often implementation control is not considered during the
planning of the change-processes.
Furthermore, the problem of accountability can be added. Even if customer contentment or
business numbers increase, how can one prove that this is associated with the realization of
a new strategy or structure? There can be many other good reasons for such developments
and these could lie outside the enterprise. Therefore controlling real results requires some
complex and extensive instruments.
19. Success Factors
1. Build a Business Case
A Business Case is the description of the reasons for the project and the justification for
doing it. The Business Case should set out the problem or situation addressed by the
proposal, the implementation plan, the expected costs, the anticipated outcomes and
benefits and the expected risks associated with the proposal’s implementation. The
Business Case Process should ensure that both the value and risks inherent in the proposed
project are clear an that the delivery of the outcomes and benefits can be traced and
measured.
2. Determine Readiness
There are some tools to evaluate how ready your organization is or if you will need to
conduct a pre-change intervention. If you can answer most of the following questions with
“yes” your company is ready for the change:
– Are the organization’s top managers strong supporters of this change?
– Do I understand what is wrong with the way things are now?
– Do I have all the information I need to get on board with this change and I understand the
sense of urgency?
– Do I have a clear picture of how the organization will be different after the change has
been implemented?
– Do I know where to go for help if I have questions, concerns, or challenges related to the
change?
If the results indicate that your organization is not ready for a change, pre-changes have to
be made.
3. Improve Communication
Communication is one of the most important factors in a change process. It has already
been mentioned that poor communication has a deep impact on the success of a change.
Poor communications will at best hinder progress and at worst sink the project. There is
another tool to make sure that everybody knows what is and will be going on in the
upcoming change process: The Communication Plan.
20. There are a lot of different ways in which to communicate. Bulletin boards, cafeteria
postings, cascading communication trees, change booklets, corporate newsletters (feature
section), department or enterprise meetings, emails, focus groups, frequently asked
questions memos, intranet pop-ups, lealets, one-on-one meetings, posters, presentations,
project newsletters, road shows, team meetings, word of mouth and workshops should be
utilised. Participants indicated that face-to-face communications were the most effective.
Face-to-face interactions included group and team meetings, presentations and
demonstrations and one-on-one discussions.
Communication should always be open and “risk free”, where employees can ask questions.
Also, using different types of communication is better than just using one channel.
4. Involve Stakeholders
One of the most important things in change management is to get people involved. One
thing is to get senior management on your side. Without this high level buy-in, change will
often fail. So before you start make sure that you have the support of management.
On the other hand you have the employees. They need to feel part of the changes they are
involved in. Keep them involved and informed about changes you are trying to make. Often
people who are affected by change processes are not really involved, which has primarily
two results: Fear of loss of time and too little know-how of the means by which to integrate
the many concerned persons. Possible losses of time are relocated in the case of nearer
consideration. In fact, an integration of stakeholders takes time, but normally it costs more
time if the realization of the change process slows down if people do not believe in the
change.
5. Review the Change
After the change project is implemented a review of the change is necessary. It is important
to get the opinions of the participants in order to ascertain whether they are satisfied with
the change. Also, a review will provide you with important information that can be used in
upcoming change projects. This will improve further change projects and help to avoid
mistakes.
One solution could be a workshop with the people who are directly involved with the
implementation. All the people who are affected by the changes should have an opportunity
to relate their experiences. The main for this is that the success of the change process can
be measured by this method, but also that employees are given the certainty that their
opinion is valued.
21. 8. Conclusion
In conclusion, change management is the correct understanding of the organization that
wants to be changed, the correct understanding of the people who are willing or forced to
change, the effectively realization of change, and the understanding the dynamics of
change.
Changes should be facilitated by the organizational structure because this enhances
adaptation and flexibility. A simple organizational structure will reach a simple dynamic
environment or, on the other hand, a simple dynamic environment needs a simple structure
only. For a complex dynamic environment an adhocracy will be needed. Adhocracy means
more democracy and less bureaucracy. One of the most important points is the people,
because they form the organization. The culture of organization includes their way of
working, attitudes and norms. These facts are at the core of every change and they are
difficult to handle. Personal modifications regarding attitudes or skills in leadership or
communication are hard to identify but ineffectiveness can be indicated by problems and
conflicts in the management of human resources.
Most failed change projects underestimated or simply did not take into account the human
factor. To avoid this failure the assistance of change experts or change agents (in most cases
professional consultants) should be sought. Not only that most employees have no or little
experience in the field of change management. In most cases people are used to their
environment and emotionally unwilling to change. When the change process is not guided
by externals, it is highly recommended that executive managers familiarise themselves with
the toolbox change management.
Last but not least, it is easy to be preachy about change. It is easy to tell others to change
their habits, attitudes, and behaviour. But one can only make partial adjustments to one’s
personality. And, of course, that requires loads of inspiration. If you wish to remould your
company or organization, first make sure you really want the change and get enthusiastic
about the opportunities.
Abhishek Jaguessar