This document discusses various frameworks for understanding organizational change, including: - Lewin's 3-stage model of change involving unfreezing, moving, and refreezing. - Kotter's 8-step change management process including establishing urgency, building support, communicating vision, and anchoring changes. - Different types of change like mandated vs. self-initiated change and barriers to change at the individual and institutional level. - Strategies for managing resistance to change like education, participation, leadership, and addressing sources of stress from change.

1. Understanding Changewww.humanikaconsulting.com

2. WHY organization must be change?ORDINARY  SUPER

3. Two categories of changeMandated change/ Top to Down (no or low autonomy)Self-initiated change (high autonomy)

4. “The Leader’s relationship and attitude to change plays a key part in the way that change is managed within the organization”

5. “Understanding your organization makes easy to make changes”

6. CONCEPT 1 : Lewin (1947) : 3 stage model of Attitude ChangeUnfreezing - strategies for gaining support for changeMoving - reducing resistance, motivating, cultural changeRefreezing - evaluating and anchoring change in organization

7. UnfreezingBreaking down existing ways of doing thingsDiscarding conventional methods & behavioral patternsIntroduce new methods & behaviorTechniques: Education, Communication, Participation in decision-making, etc.

8. Changing or MovingMove towards proposed change New learningIt is a time of trial & error Careful guidance – problems arise – tackled efficiently

9. New beliefs, attitudes gained, behavior learnt are implementedManager – Change agent’s roleReinforcement Refreezing

10. CONCEPT 2 :Kotter (1996) : Change Management ProcessEstablish a sense of urgency

11. Create a Guiding Coalition (a critical mass to drive change)

12. Develop a Vision and Strategy

13. Communicate the Change Vision

14. Empower Action

15. Generate Short Term Wins

16. Consolidate Gains and Produce More Change

17. Anchor New Approaches in CultureCONCEPT 3 : Morgan (1986) : 8 Core MetaphorsMachines (Efficiency, waste, maintenance, order, clockwork, cogs in a wheel, programs, inputs and outputs, standardization, production, measurement and control, design) Organisms (Living systems, environmental conditions, adaptation, life cycles, recycling, needs, homeostasis, evolution, survival of the fittest, health, illness)Brains (Learning, parallel information processing, distributed control, mindsets, intelligence, feedback, requisite variety, knowledge, networks)Cultures (Society, values, beliefs, laws, ideology, rituals, diversity, traditions, history, service, shared vision and mission, understanding, qualities, families)Political Systems (Interests and rights, power, hidden agendas and back room deals, authority, alliances, party-line, censorship, gatekeepers, leaders, conflict management)Psychic Prisons (Conscious & unconscious processes, repression & regression, ego, denial, projection, coping & defence mechanisms, pain & pleasure principle, dysfunction, workaholics)Flux and Transformation (Constant change, dynamic equilibrium, flow, self-organization, systemic wisdom, attractors, chaos, complexity, butterfly effect, emergent properties, dialectics, paradox)Instruments of Domination (Alienation, repression, imposing values, compliance, charisma, maintenance of power, force, exploitation, divide and rule, discrimination, corporate interest)

18. Using CONCEPT to help understand your organizationWhat personal CONCEPT would you use to describe your organization?What does the CONCEPT that you chose to describe your organization say about your relationship with it?Do you have any control or power, or are you ‘powerless’? Do you want to bring about any change? Do you stand a chance?

19. The Organisational Iceberg(based on Hellreigel, Slocum and Woodman (1998)Overt ProceduresFormal Organization Organizational Structure Technology Financial Resources Policies and Objectives Formal Roles / Job Descriptions and Titles Formal Communication Structures Rules and Regulations ‘Public Culture’Hidden Ethos ‘Private Culture’ Values NormsOrganization Attitudes towards one another Loyalties Personal Aspirations and Goals Power Networks Management Styles and Values Motivations and CommitmentRumour machine Fairness in the Reward Systems Cliques Threats Bullying Hidden Rules The Silent Majority Success and rewards for those ‘in the know’ Psychological Safety

20. Reasons for Change Factors may lead to a necessity for changeTo improve performanceTo reduce waste and inefficiencyTo improve management control and satisfaction of the employeesTo improve the quality and productivity of an organizationTo compete in the changing market environment To achieve the desired business results as early as possible

21. Making Change HappenTwo Approaches to Organizational ChangeOrganization Development (OD)Formal top-down approachGrassroots ChangeAn unofficial and informal bottom-up approach. Change that is spontaneous, informal, experimental, and driven from within.

22. Barriers to Change - identifying the root causesIts only by analyzing where the problem lies that you can decide what to do, and work out what strategies to put in place -strategies should be context specific

23. Understanding the barriers to change

24. Individual ResistanceLack of trust in those leading process of changeConfusion about purpose of changeLack of consultation and involvement in process of changeLoss of personal power or freedomLoss of identity/status - where identity is tied into position or titleFear of the unknown or futureLoss of skills and the need to retrain, so loss of expertiseLifeWhere is the Individual on the ‘ Change Transition’ curve?

25. Institutional ResistanceChange not locked into strategic development‘Wrong’ timeframeOrganizational culture has an in-built inflexibility (new titles but same old systems and structures beneath)Inexperienced and inflexible managers who lack charisma, leading changeThreats to existing power holdersLacks a ‘fresh’ view of situationCarries a history of poor change management Poor people management Kinchington (2004)

26. Overcoming Resistance to ChangeEducation and communicationParticipation and involvementFacilitation and supportNegotiation and agreementLeadership

27. Change AgentsChange Agents

28. Persons who act as catalysts and assume the responsibility for managing the change process.

29. Types of Change Agents

30. Managers: internal entrepreneurs

31. Non-managers: change specialists

32. Outside consultants: change implementation expertsPersonal Responses to Change(Lewis-Parker 7 stage ‘Transition Curve’, 1981)

33. 1. Immobilization + shock (mismatch between expectations v reality)

34. 2. Denial of Change

35. 3. Incompetence (resulting in increased awareness and frustration)

36. 4. Acceptance of Reality (willing to let go)

37. 5. Testing (working out ways of dealing with the new reality)

38. 6. Search for Meaning (internalizing the situation and trying to make sense of it)

39. 7. Integration (leading to changing viewpoint and behaviors)

40. Managing Stress on Change

41. 1. Individual ApproachesImplementing time managementIncreasing physical exerciseRelaxation trainingExpanding social support network

42. 2. Organizational ApproachesImproved personnel selection and job placementTrainingUse of realistic goal settingRedesigning of jobsIncreased employee involvementImproved organizational communicationOffering employee sabbaticalsEstablishment of corporate wellness programs

43. Strategies normally used by managers to Handle Resistance: AvoidanceProviding InformationParticipationManipulationNegotiationPower/ForceBut maybe a more individualized -tailored approach should be considered

44. What Can a Manager Do?

45. 1. Do not ignore the people side of “change Management”The practice of Change Management is a combination of the methods used by people (usually management teams) within organizations to ensure organizational transition is completed efficiently and effectively.

46. 2. Interpersonal and communication skillsTheir interpersonal and communication skills so that they could help their staff overcome the pains associated with change.

47. 3. Stop thinking of change management as a stand-alone initiative and start accepting it as an everyday reality