Strategies for Managing Change - Adetoun Omole (mrs.)

STRATEGIES FOR MANAGING CHANGE
BY
OMOLE ADETOUN (ACIPM)

LEARNING OBJECTIVES
At the end of the session, participants will be able to:
 explain the concept of change;
 discuss the phases in change management;
 highlight the role strategy plays in change
management;
 mention critical factors to be considered in change
management ; and
 highlight factors that may bring about resistance to
change. STRATEGIES FOR MANAGING CHANGE

INTRODUCTION
• Change is inevitable in all facets of life.
• Change is a significant alteration in the
established pattern of expectation for good or
bad, positive or negative. It is equally a
process that involves the movement from a
present state through a transitional state to a
desired state (innovation).
• Change is a “state” or a “process” of being
different from the former.


DEFINITION OF RELEVANT TERMS

 CONCEPT OF CHANGE
“Change is a permanent part of life. No matter who
we are, where we live, how old or young, we all
make changes in our lives. Most of us struggle with
change …
The ways we change inside, the ways we grow and
learn, and become transformed are because of the
changes in our lives.”
- Orlando & Anaam

STRATEGY
 planning in any field: a
carefully devised plan of
action to achieve a goal, or
the art of developing or
carrying out such a plan
 planning of war: the
science or art of planning
and conducting a war or a
military campaign
adaptation important to
evolutionary success: in
evolutionary theory, a
behaviour, structure, or
other adaptation that
improves viability. STRATEGIES FOR MANAGING CHANGE

STRATEGIES FOR STAKEHOLDERS
• Identify the stakeholders whose commitment
is required.
• For each type of stakeholder, describe the
needed change, perceived benefits and
expected resistance.
• Develop action plans including ones for the
stakeholder groups that are not sufficiently
committed.
• One critical group often ignored is higher-level
administration; they must be included one of
the key groups.


THE ROLE OF A CHANGE AGENT

an individual who takes responsibility for changing the
existing pattern of behaviour of another person or social
system; roles include:
– develop the need for change
– diagnosis the problem
– establish information exchange channels
– create an intent to change in the clients
– translate an intent into action
– stabilize adoption and prevent discontinuance

CHARACTERISTICS OF A
CHANGE AGENT
He / She is:
• an analyst and developer of clear
change goals and initiatives;
• a facilitator;
• an educator;
• a marketer;
• a systems integrator and coordinator ;
• a monitor of change;
• an effective communicator;

... CONTD.
Change agents possess core competence
such as:
• team building abilities;
• communication skills;
• excellent interpersonal skills;
• networking skills;
• personal enthusiasm;
• ability to stimulate motivation
commitment; and
• negotiating skills.

Rogers: Adopter Categories
• innovators - the first 2.5% to adopt the
innovation
• early adopters - the next 13.5% to adopt the
new idea
• early majority - next 34% of the adopters
• late majority - the next 34% to embrace the
change
• laggards - the last 16% to adopt the
innovation

. . . CONTD.


Rogers: S-shaped Curve.
Time as a critical factor in Change
Management.

a period of slow adoption before experiencing a sudden period of rapid
adoption and then a gradual leveling off .


CHANGE MANAGEMENT
Basically, this involves the process of ‘birthing’ the
change, nurturing it and the eventual stability of
the desired change.
Three phases of Change management are:
• Unfreezing phase - old ways are no longer
appropriate and that change is needed
• Changing/Moving phase - select an appropriate
and promising approach
• Refreezing phase – the new approach is
implemented and it becomes established

Everett Rogers:
Innovation/Decision Process Model


IS
THE
CONSTANT THING IN LIFE .


Useful Strategies to employ while
‘managing’ Change.
• establish a sense of urgency
• create a guiding coalition
• develop a compelling vision and strategy
• communicate the change vision widely
• empower stakeholders for broad-based
action on the vision
• generate short-term wins
• consolidate gains and produce more change
• anchor new approaches in organizational
culture


LEADERSHIP AND CHANGE
The responsibility is on Leaders to:
 initiate (conceive) change;
 communicate change;
 influence (direct) change;
 inspire change;
 handle resistance to change; and
 sustain (manage) change.


EXERCISE 1

• Think of one successful change in your work
environment. List the successful change variables
that were in place. What was the critical factor(s)
for the success of the change?

• Think of some unsuccessful change from your
environment. List the resistance to change
variables that were present. What was the critical
factor(s) that thwarted the change?


EXERCISE 2

 With the benefit of hindsight, list
some potential resistance to
change factors in your
organization.


CAUTION
Consequences of innovation can
include:
– direct or immediate results
– indirect or undesirable consequences
that are a result of the innovation
– anticipated or recognized/intended
changes
– unanticipated consequences that are
neither intended or recognized


CRITICAL FACTORS TO CONSIDER . . .

• Dynamic equilibrium
– Change occurs at a rate that the institution can cope
with it
– System can adapt to the change
– The organization is not overloaded with too rapid
change that leads to an inability to adjust or
disequilibrium
– Can this be achieved within your organization?


LIKELY CAUSES OF RESISTANCE TO
CHANGE
• lack of trust
• perception that change is not necessary
• perception that change is not possible
• relatively high cost
• fear of personal failure
• loss of status or power
• threats to values and ideas
• social, cultural or organizational disagreements
• resentment of interference

HANDLING RESISTANCE TO CHANGE
 Leadership Commitment
 Knowledge of Change
 Effective Communication
 Active Participation
 Building the Requisite Technical Capacity
 Coercion
 Negotiation . . .


CONDITIONS FOR SUCCESSFUL
CHANGE
• dissatisfaction with the status quo
• people have the necessary knowledge and skills
• tools needed to effect and sustain change are available
• implementers have time to learn, adapt, integrate and
reflect on change
• rewards or incentives exist for participants
• participation in process is expected and encouraged
• have support for innovation by key players and
stakeholders


BENEFITS OF SUCCESSFUL CHANGE
MANAGEMENT

 enhances institutional best practices
 projects the organization as progressive, forward
looking and proactive
 ensures quality service delivery
 earns the institution public goodwill and support
 creates an enabling work environment
 increases employee morale, attitudes and
effectiveness . . .

TEAM ACTIVITY
 Case Studies
 Discussion
 Critical Analysis
 Questions


SUMMARY / CONCLUSION

 Change is the permanent thing in life.

 Therefore, critical factors necessary
for successful Change Management
should be holistically considered and
measures to ensure sustainability be
put in place.


FURTHER READING LISTS

References:
 HINARI – Access to Research: W.H.O
 Rogers, Everett M. (2003) Diffusion of
Innovations, 5th Edition, Simon & Schuster.
 Orlando A.& Anaam C. The Change Agent
http://www.nelrc.org/changeagent/
 Microsoft® Encarta® 2009. © 1993-2008
Microsoft Corporation. All rights reserved.

THANK YOU FOR PARTICIPATING


Strategies for Managing Change - Adetoun Omole (mrs.)

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