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1 Part Organisational Change
Cont….
Characteristics of Effective Change Programs
Motivating change by creating a readiness for the change among
employees and attempting to overcome resistance to change;
Creating a shared vision of the desired future state of the
organisation;
Developing political support for the needed changes;
Managing the transition from the current state to the desired
future state; and
Sustaining momentum for change so that it will be carried to
completion.
1 Part Organisational Change
Initiative Contributing to Effective Change Management
Creating a vision · Energizing commitment · Describing a desired future state
Motivating change. Creating readiness for change. Overcoming resistance for change.
Developing Political Support · Assessing change-agent power · Identifying key stakeholders · Influencing stakeholders
Managing the Transition · Activity Planning · Commitment Planning · Management Structure
Effective Change
Management
Sustaining Momentum · Providing resources for change · Building a support system for change
agents · Developing new competencies and skills · Reinforcing new behaviours
1 Part Organisational Change
Cont….
Models of Change
Systems model of Change
Force Field Analysis
Continuous Change Process Model
Action Research Model
Organisational Growth Model
1 Part Organisational Change
Cont….
Systems Model of Change
A System Model of change
People Culture
TechnologyTask
Design Strategy
1 Part Organisational Change
Cont….
Lewin’s Force Field Analysis Model
New State Old state
Unfreeze
(Awareness
of need for
change)
Change
(Movement
from old
state to new
state)
Refreeze
(Assurance
of
permanent
change)
Lewin’s Three-Step Change Model
UnfreezingChange efforts to overcome the pressures of both individual resistance and group conformity.
RefreezingStabilizing a change intervention by balancing driving and restraining forces.
Driving ForcesForces that direct behavior away from the status quo.
Restraining ForcesForces that hinder movement from the existing equilibrium.
Lewin’s Three-Step Change Model
Unfreezing the Status Quo
1 Part Organisational Change
Cont….
The Continuous Change Process Model
Continuous Change Process Model of Organisation Change
1. Forces for change
5. Measure, evaluate, control
4. Implement the change
Transition Management
2. Recognise and define problem
3. Problem solving
Change Agent
1 Part Organisational Change
Priority Prerequisites
1. Ensuring senior management commitment to the imposed changes, which needs to be visible to all participants throughout the organization.
2. Producing a written statement about the future direction of the organization that makes clear its new objectives, values and policies.
3. Creating a shared awareness of condition to produce a common perception that change must be implemented.
4. Assembling a body of key managers and other important opinion-formers to gain their commitment to the change process so that this may be disseminated more widely.
5. Generating an acceptance that this type of change will require a longtime to implement fully even though there may be short-term, dramatic changes as part of the overall process of transformation.
6 Recognising that resistance to change is part of the normal process of adaptation, so that manager can be effective to be aware of this and equipped to manage this reaction.
7 Educating participants about the need for change and training them with the necessary competence to be effective to overcome resistance and gain commitment.
8. Preserving with the change process and avoiding blame where an attempt to implement a facet of this process fails. Such negative action will generate resistance and reduce necessary risk-taking behaviour.
9. Facilitating the change process with necessary resources.
10 Maintaining open communication about process, mistake and subsequent learning.
Beckhard’s Ten organisational prerequisites for Transformational Change
Cont….
Action Research
Process Steps:1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation
Process Steps:1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation
Action research benefits:
Problem-focused rather than solution-centered.
Heavy employee involvement reduces resistance to change.
Action research benefits:
Problem-focused rather than solution-centered.
Heavy employee involvement reduces resistance to change.
Action Research
A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicates.
1 Part Organisational Change
Organisational Growth Model
The
Five
Stages
of
Growt
h
