This document discusses change management and organizational development. It defines change management as planned efforts to introduce and implement changes that are accepted by most through behavioral science interventions. Organizational development is defined as planned, organization-wide change managed from the top to increase effectiveness through interventions in people, processes, and procedures using behavioral sciences. Several models of change management are presented, including John Kotter's 8-step model. The document also discusses understanding and managing resistance to change, and implementing change through various interventions and systems of control. The overall message is that change is inevitable, so we should try to welcome and embrace change.

2. Because it takes things awayChange is PainfulBut it is going to happenIn any WaySo…..Why not to give it a TRYTRY TO WELCOME CHANGEAndThis makes Life easier……For ALL 
Akash Deep Sharma Welcomes you To the session of

3. Change Management

4. • Change Management
• Change Management Vs OD
• Role of Behavioral Science in CM
• Role of Change in Failure/Success
• How to Bring Change-
Interventions
• Models and Theories of CM/OD
• CM @ ISLL

5. Organizational Development

6. Organization
Development
Organizational
Development
Group of People, Systems,
Procedures & Processes
working in an alignment
towards one common direction
Improvement from current
state to a potential state
Improvement in Organization
(People, Systems, Procedures &
Processes)

7. Cycle of OD
Improvement
Leaving
Current State
Changing
New State
Old State
OD = CM

8. OD is Defined as
• An Organization wide
• Planned Change
• Managed from top
• To increase organization’s
effectiveness and health
• Through planned interventions
• In organization’s People, Processes,
Procedures, Policies etc
• Through Behavioral Sciences
• OD is CM

9. CM
• Any alteration in currently prevailing state
• Smaller/larger
• Planned Efforts to introduce and implement a change that is accepted by a
majority of population with their conscious or unconscious consent
• Change THAT Appeals
• Behavioral Science

11. The History Holds the
Answer
• Human Side of Business –
OD Takes Birth
• Need to Change was There,
Impossible without humans,
Behaviors
• Behavioral Studies

12. • Howthrone Studies- Human
Attention
• Maslow’s Studies- Humans
can be Motivated to do or
to not do
• Mc Gregory- Theory X and
Theory Y
• Kert Lewin- Group Dynamics
• Group acceptance can
overcome Individual
resistance

13. Models to CHANGE

14. Models to CHANGE
Modern Model- John Karter’s 8 Steps
Establish A sense of urgency
Create a guiding coalition
Develop a vision and strategy
Communicate the change vision
Empower Action & Resources- Interventions
Generate short term wins
Consolidate gains to produce more change
Anchor Change in OC

15. Change Agents
Department of Change
Interventions

17. Change Agents and CIA

18. OD Interventions or CI
• Purposely disrupt the status quo, deliberated
disturbance and then stabilization in desired
state
• Success factor of ODI- Readiness for Change,
Capability of change, Cultural shift, Capability
of CA
• Type of Interventions depend upon the type
of Change (S/T/B) and type of target
(S/G/IG/O)

19. • Structural change- Leads to Change in
structures, Relations etc
• Technical change- Change methods,
processes, procedures
• Behavioral change- Change of Attitude,
Values, believes, Behaviors
• What do mean by Behavior ??
• Desired Performance in a specific state

21. • It is easier to kill and organization than
change it significantly
1. Savior is the Killer
2. Resistance to Change
Bottleneck is the top neck- Corporate Context
“Least diversity of experience, largest
investment in past, greatest reverence for
industry dogma” – At the TOP

22. • I think there is world
market for maybe five
computers- Thomas
Watson, Chairman of
IBM, 1943
• 640 Kbyte should be
enough memory for
anybody- Bill Gates,
1981
• Linear Thinking

23. But are we really resistive to Change?

25. Understating Resistance
Understating Self Control
Put the Feelings First
Understanding OTHERS

26. How to Manage Resistance
• Climb a Mountain
• No- Where is the + IN Change (Money??)
• No- Too much Efforts & Risk (- is > +)
• No- I am Fine in Plain (+ of not changing)
• No- There is No problem in Plain (- of Not
changing)

28. Changes & Responses

29. Action : Globalization
Reaction: Think and Act Global, SHR

30. Action: Molecularization
Reaction: Empower employees, Clients, Students

31. Action: Digitalization
Reaction: HR Analytics, HRIS

32. Action: Virtualization
Reaction: Do without being there

37. Action: Internetworking
Reaction: Connect and let others connect

38. Action: Re-intermediation
Reaction: Enable direct working at all levels

39. We Love Change….if we love it !!

40. Systems of Implementing Change
Intervention of CONTROL
• Control by Personal Power
• Control by Structured Behavior
• Control by Skills & Values
• Control by Performance- MBO
• Control by Vision/Ideology- SHR
• Control by Teamwork
• Control by System/policies

41. Be the Change you want to C !!
• For Majority of times its all Understanding
• For others Empathy and Feeling is the Key !!
• Lets Change or At least Try…..Always !!
Greetings !! Akash Deep Sharma