This document discusses the importance of commitment to change for successful organizational change. It defines commitment to change as a state of mind that binds a person to a course of action required for change implementation. Commitment to change is influenced by three components: affective commitment reflecting attachment to change goals, normative commitment reflecting a sense of obligation to support change, and continuance commitment reflecting fear of costs of resisting change. Building strong commitment requires recognizing that people, not organizations, commit to change, understanding how change relates to organizational vision, and periodically reinforcing relevance of change goals.

1. Commitment to Change:
A Key Success to Change
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2. Seta A. Wicaksana
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• Managing Director of Humanika Amanah
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Sandi Negara

4. Change
Management
• Managing change is a requirement
for organizations nowadays in
order to survive and reach
continued success (Anderson
&Anderson 2001).
• Furthermore, change is an ever-
present element that affects all
organizations (By 2005).
• As Kotter describes it, most
organizational changes have the
purpose to make fundamental
changes in how business is
conducted, in order to be able to
cope with a changing and more
competitive market environment
(Kotter 1995).

5. Change
management is…
“Change management is the process of continually
renewing an organization’s direction, structure, and
capabilities to serve the ever-changing needs of
external and internal customers”
(Moran & Brightman 2001)

6. Why Commitment
• Organizations are under constant
pressure to change.
• Successful implementation of
organizational changes greatly
depends on committed employees.
• It is crucial for managers, leaders, and
HRD professionals to understand the
antecedents and outcomes of
commitment to change.

8. Commitment
• Commitment in this sense is internally
motivated; it doesn’t come from the
promise of a raise or a positive
performance evaluation.
• I am willing to take action because I
care about the result for its own sake.
• This level of commitment is crucial for
successful and sustainable change.
• It is what fuels people’s desire to take
initiative, keep things moving, and
find ways around obstacles when they
arise.

9. Commitment
Behaviors
• Invest resources such as time,
energy, and money to ensure the
desired outcome
• Pursue the goal consistently over
time, even when under stress
• Reject ideas or action plans that
promise short-term benefits but are
inconsistent with the overall
strategy for ultimate goal
achievement
• Stand fast in the face of adversity,
remaining determined and focused
in the quest for the desired goal
• Apply creativity, ingenuity, and
resourcefulness to resolving
problems or issues that would
otherwise block the achievement of
the goal

11. A Paradox
• A paradox appears when we
consider that the problem may be
our common sense about change
and commitment.
• On one hand, it can be argued
that without commitment nothing
will change, at least that we have
anything to do with.
• We must accept whatever the
circumstances of our lives give us
and learn to cope effectively.

12. Change Roles and Commitment
• Change Sponsor Has the power to authorize or
legitimize change
• Change Agent Facilitates the development and
execution of implementation plans
• Change Target Must alter something about his or
her knowledge, skills, attitudes, and/or behavior
• Change Advocate Wants to achieve a change but
does not possess legitimization power

13. Specific mindset and
behavior shifts that are
required for successful
realization
• Sponsors must become committed to
consistently displaying support for the
change through influential
communication and meaningful
consequences.
• Agents must become committed to
supporting the sponsors’ intent for the
change and applying effective
approaches to execution.
• Targets must become committed to the
new ways of thinking and operating
required to fully realize the intended
outcome.
• Advocates must become committed to
effectively presenting their perspective
to sponsors

14. Stages of Change Commitment: provides a model of
how commitment can be built and sustained
Building Commitment to Organizational Change, © 2007-2018, Conner Partners. All rights reserved

15. Commitment to change (C2C)
• Commitment to change can be described as
“the glue that provides the vital bond between
people and change goals” (Conner, 1992, p.
147).
• When a change occurs within an organization,
it is important that employees go along with
this change. Lau and Woodman (1995)
conceptualized commitment to change as a
“specific attitude towards change”.
• employees’ commitment to change will be
defined the way Herscovitch and Meyer (2002)
stated: “a mind-set that binds an individual to a
course of action deemed necessary for the
successful implementation of a change
initiative”.
• Commitment to change (C2C), an essential
component of a successful change
implementation, is best described as a state of
mind that ties a person to a particular course of
action.
• C2C is influenced by organizational
commitment

16. 3 Aspects:
• Affective commitment (AC2C):
feelings of attachment to the
organization, and desire to support
change initiatives.
• Normative commitment (NC2C):
sense of obligation to be supportive
of the organization’s plans for change.
• Continuance commitment (CC2C):
fear of costs of leaving or resisting
organizational changes.
These three components interact with other important
antecedents that can affect employees C2C. The quality of an
employee’s relationship with his/her manager, level of job
motivation, fit with the organization’s vision, and the level of
role autonomy experienced can influence how committed an
employee is to change initiatives.

17. How components of C2C influence
success
• Each of the components of C2C
relate to the antecedents and
outcomes of change initiatives.
• The three components of
commitment to change have real
and robust relationships with
important organizational outcomes
such as improved performance,
learning, and implementation
success, which are all important for
presenting a positive view of the
particular change to customers.

18. “Given that committed
people will devote the
time, money, endurance,
persistence, loyalty, and
ingenuity necessary, it is
easy to see why
commitment is critical for
successful change. It is the
glue that provides the vital
bond between people and
change goals.”
(Conner 2006, p. 148)

19. Implications for Building
Commitment to Change
• Human reactions to change
are both intellectual and
emotional.
• Building commitment is a
developmental process.
• Commitment strategies must
be developed.
• Commitment is expensive;
do not order it if you cannot
pay for it.
• Either build commitment or
prepare for the
consequences.
• Be careful what you build
commitment to.

20. Overall recommendations
for improving C2C
Understanding and managing C2C is crucial to successful
change implementation. Some of the most important steps
an organization can take to improve commitment to change
include:
• Recognize that organizations do not commit to change –
people do. In any organizational change effort, it is the
responsibility of the leaders involved both to express and
demonstrate their own commitment to the change, and
create conditions that foster commitment within others.
• Illustrating to employees how change implementations
relate to the “big picture” or overall vision and direction
for the organization
• Making efforts to help employees understand the
relationship of the change initiatives to the overall success
of the organization
• Maintaining strong relationships between employees and
management helps employees feel more attached, which
makes them feel more obligated to support change
initiatives
• Motivating employees in anticipation of change initiatives
should be included as part of an implementation plan

22. How Do You Sustain Releva
and Meaning Over Time?
• If you start to hear comments like, “Is this
going to stick?”, it is a sign that the change
losing relevance for people, or they may b
wondering if the leaders will stay the cour
• Be prepared to periodically test employee
of understanding and commitment to the
outcomes. This is particularly important fo
key stakeholder groups involved in making
changes, as well as those being impacted
them.
• People may understand the relevance and
meaning when you first communicate wit
but their understanding will likely drift ove
as daily work pressures take over.
• Proactively keep the strategic link in your
minds and make sure they continue to see
their efforts are making a difference to th
success of the business until after you hav
achieved sustained business results.

23. “There’s a difference between interest and commitment. When you’re
interested in doing something, you do it only when circumstances
permit. When you’re committed to something, you accept no excuses,
only results.”
~Author Unknown

24. References:
• Conner, D. R., & Kelly, D. (1979). The Emotional Cycle of
Change. In W. Pfeiffer & Jones (Eds.). The 1979 Annual
Handbook for Group Facilitators. LaJolla, California:
University Associates.
• Friden, E.,J., and Holmgren, M., 2015, Managing
commitment to change -How to increase the success
rate, Master of Science Thesis INDEK 2015:79 KTH
Industrial Engineering and Management Industrial
Management SE-100 44 STOCKHOLM
• Parish, J.T., Cadwallader, S., & Busch, P. (2008). Want to,
need to, ought to: Employee commitment to
organizational change. Journal of Organizational
Change Management, 21(1), 32-52.

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