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Organizational Change. Paul C. Godfrey Marriott School of Management. Change: Three key cognitive phases. Unfreezing. Change. Re-freezing. Codification of new behaviors/ processes Embed new behaviors in training or compensation Signals the “end” of the change effort. - PowerPoint PPT Presentation
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Paul C. Godfrey
Marriott School of Management
Organizational Change
Change: Three key cognitive phases
Unfreezing Change Re-freezing
• Admission that current state isn’t working
• Clear break with past actions or processes
• Organizational and formal
• Develop new behaviors
• Trial and error process—uncertain and serendipitous
• Failures and successes
• Creating Alignment
• Codification of new behaviors/ processes
• Embed new behaviors in training or compensation
• Signals the “end” of the change effort
The change process
Generate urgency
BuildCoalition
CreateVision
ShareVision
EmpowerAction
Short-Term Wins
ConsolidateGains
InstitutionalizeChanges
The Silent Phase(Unfreezing)½ -1 ½ years
The Active Phase(Change)1-2 years
Completion(Refreezing)
4-7 years
Sequencing Change
Strategic Intent Precise Broad
Substance Hard Soft
Scale Small Large
Scope Isolated Org. Wide
Speed Fast Slow
Sequence Hard-Soft Soft-Hard
Style Top-Down Bottom-Up
Change: Three key emotional phases
Unfreezing Change Re-freezing
Ending Neutral Zone New Beginning
• Disengagement• Dismantling• Disidentification• Disenchantment• Disorientation
• Settling in• Sense of security,
permanence• Ability to “move
forward”
• Anxiety up, motivation down
• Other weaknesses emerge
• Confusion/ creativity
The transition is not so clean . . .
people need to do all three at the same time.
“The purely intellectual task, the part that could be done by a strategy consultant, is
difficult enough, but that often is the minor part of the overall exercise. The emotional work is even tougher: letting go of the status quo, letting go of other future options, coming to grips with the sacrifices, coming to trust others, etc.”
John Kotter, Leading Change, p. 88
Some useful “rules”
• Endings always come before beginnings
• Endings usually recycle old ending scripts
• There is no timetable
• Your ending is not my ending
Planning for better endings
• Identify who will be losing what• Accept the reality of subjective losses
– Don’t tell people to “suck it up”– Listen and don’t stop the conversation
• Acknowledge losses openly and with sympathy• Treat the past with respect
– Don’t denigrate the past– Acknowledge that the past got us to the present– Let people take a piece of the past with them
• Show that the ending ensures the continuity of what really matters
The importance of communication
• Consciously overcommunicate– Giving out uncomfortable information models how to do it
• People don’t listen to what they don’t want to hear
• Define what is over and what isn’t– If people don’t know the difference they become paralyzed
Two Cautions• Remember the
marathon effect
• Measure twice, cut once
A final thought
The first task of change management is to help people understand the desired change and make it
happen
The first task of transition management is to convince people to leave home.
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