Strategies for Managing Change - Adetoun Omole (mrs.)

STRATEGIES FOR MANAGING CHANGE BY

OMOLE ADETOUN (ACIPM)

STRATEGIES FOR MANAGING CHANGE

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.


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 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


ISTHE

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 CHANGEMANAGEMENT

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

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Strategies for Managing Change - Adetoun Omole (mrs.)