The document discusses two types of organizational change: strategic and operational, outlining their definitions and the reasons organizations need to adapt, such as competition and technology. It highlights the resistance to change among employees due to various fears and emphasizes the importance of management in guiding successful transitions. Additionally, it describes the characteristics of effective teams and the stages of team formation, noting that most major change efforts fail due to a lack of holistic approaches and workforce engagement.

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Leading and Managing
Change

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Types of Change
There are two types of change: strategic and
operational.
• Strategic change is concerned with organisational
transformation.
– Analysing current state and planning future
state,
– Setting policies related to:
• quality,
• innovation
• People development,
• customer needs
• technologies
• product and process development,
• finance and human resource management.

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Types of Change
There are two types of change: strategic
and operational.
• Operational change relates to new systems,
procedures
– structures or technology which have an
immediate effect on working arrangements within
a part of the organisation.
– Their impact on people can be more significant
than the broader strategic change and have to be
handled just as carefully.

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Why do Organisations need to change?
• Survival
• Competition
• Change is now a constant
• Technology
• Innovation
• Limited resources
• Deregulation
• Privatisation

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External factors
• Economic situation
• Raw material shortages
• Legislation
• Technology
• Competition/market forces
• Customer behaviour
• Educational/expectations
• Environmental issues

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Why is change resisted
(in the workplace) some reasons
•Feeling threatened
•Feeling uncertain or insecure
•Not seeing any benefits
•Fear of redundancy, short time, etc
•Feeling present work is being criticised,
•‘Not good enough’
•Comfort/satisfaction with the present
•Fear of not being able to cope with new demands
•Fear that old work teams/relationships will
disappear

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Employee's Survival
Guide to Change
• Excerpt: "When change is happening to others, it can be interesting -- even
something good to talk about. However, when change is happening to you, it
can be worrisome and create uncertainty. Sometimes it can cause downright
fear about your job or your future”.
• So what does it take to be a survivor in today's rapidly
changing corporate environments:
– A solid understanding of the change process and your role in that
process.
– Answers to Qs that you and your fellow employees have about
change.
– A set of tools to help you manage change and navigate to the
outcome you want.

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What is a team,
• An ideal team may be defined as
– An energetic group of two or more people
who share and are aware they share a
common goal
– Who are committed to achieving that
common goal
– Who work well together
– And who produce high quality results.
“A team is a group of people with complementary
skills committed to achieving the same objectives
and abiding by the same values”

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Characteristics Evident, when
Teams are Operating Effectively:
• Team goals
• Participation
• Feedback
• Team decision making
• Leadership
• Problem solving,
• Conflict is not suppressed
• Team member resources
• Risk taking and creativity is encouraged

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The Stages of Team Formation
Bruce Tuckman
Coming together
In-fighting
Getting organised
Maturity

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Forming
Coming together
People Guarded
Getting to know each other
Work as group not a team
Little shared understanding
Storming
People open up
Confront issues
Feelings expressed
Find rapport or conflict
Start to take risks
Question and challenge
Norming
Adopt procedures and codes
Setting of rules and guidelines
Consolidation of the team
Systematic working methods
Flexible roles
Shared leadership
Performing
Achieves objectives & Celebrate
Implementing and Doing
Closeness and maturity
Help and consideration
People develop and grow
Shared sympathy and understanding
Tuckman et al

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Why?
• More than 70% of all major
transformation/change efforts fail.
• Why?
• Because organisations do not take a consistent,
holistic approach to changing themselves, nor
do they engage their workforces effectively.
John Kotter

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Becoming a Positive Change
Agent
(change agents) – People who act as
catalysts for change…
As Malcom Gladwell describes in his
book, “The Tipping Point“, he states:
The success of any kind of social
epidemic is heavily dependent on the
involvement of people with a particular
and rare set of social gifts.

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Change Agents
• 5 Characteristics of a Change Agent
– Clear Vision
– Patient yet persistent
– Asks tough questions
– Knowledgeable and leads by example
– Strong relationships built on trust

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“Everyone thinks of
changing the world, but no
one thinks of changing
himself.”
Leo Tolstoy