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Change Management
Assoc. Prof. Dr. Wongsa Laohasiriwong
Why changes?
• Poor performances
- quality
- profit or financial situation
• Poor image
• Poor management
• Could not compete with other
• Want to improve
Why “Change”?
• Fact of lifeFact of life
• Environmental factors – Environmental factors – – Government, university, socialGovernment, university, social
• The Boss wants itThe Boss wants it
• Things could be betterThings could be better
Department/ OrganisationDepartment/ Organisation
W (7S)
W (7S)
S (7S)
S (7S)
T (PESTEL
I)
T (PESTEL
I)
O (PESTEL
I)
O (PESTEL
I)
The McKinsey 7-S FrameworkThe McKinsey 7-S Framework
Structure
Strategy Systems
Shared Value
Skill
Staffs
Style
Robert Waterman, Tom Peters and Julien Philips
Waterman Jr., Robert H., Peters, Thomas J., and Julien R. Phillips. 1980. "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: 14
What happened?
“This is a waste of time.”
“Why change if it was working just fine before?”
“If it ain't broke, don't fix it.”
“They never tell us what’s going on!”
What happened ?
• “How soon will this happen?”
• “How will this impact me?”
• “Will I receive new training?”
Change Management
• Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state.
Change Management
• The definition of Change Management includes both organizational change management processes and individual change management models, which together are used to manage the people side of change.
Resistant to Change
People resist change in the workplace in many ways, but among the more common examples are to:
• Ignore the new process • Fail to completely or accurately comprehend • Disagree with the validity of benefits • Criticize tools or software applications • Grant exceptions • Delay the implementation
Resistance to change
Resistance to change takes many forms. The more obvious forms consist of
• active resistance, where people will object, or refuse to cooperate with the change. • Other, more subtle forms of
resistance, however, are more difficult to deal with.
• Some examples of "resistive symptoms" include:
Resistance to change:symptoms
1. At a staff meeting everyone agrees to utilize a new procedure, but several weeks later you discover that the procedure has not been implemented.
2. New computers are introduced into the workplace. While all staff insisted that they have their own machines, virtually nobody is using them for the purpose for which they were intended.
Resistance to change : symptoms
3. A change in job responsibilities takes place for an employee. The employee consents to the change by saying:
"You're the boss, and if that's what you want..." Later the employee only changes what he is doing enough to appear cooperative, but is in fact doing most things the way he was before the change.
Resistance to change : symptoms
4.It is very important that the change manager anticipate, and plan strategies for dealing with resistance.
5.This applies not only at the introduction of the change, but there must be follow-through, so that the change manager monitors the change over the long-term, being alert for difficulties as the appear.
Resistance to change : symptoms
• It is helpful to have an understanding of why people resist change, because understanding this allows us to plan strategies to reduce resistance from the beginning.
• Also, some of the reasons that people resist change do not seem to make sense to the casual observer. At times they can seem nonsensical and illogical. They are, nonetheless, important
The top two reasons for employee resistance : views of boss
1. A lack of awareness about the change
2. Comfort with the ways things are and fear of the unknown.
The Top 10 Reasons Employees Resist Change
1. The individual's personal predisposition to change. 2. Surprise and fear of the unknown. 3. Climate of mistrust. 4. Fear of failure. 5. Loss of status and/or job security. 6. Peer pressure. 7. Disruption of cultural traditions and/or group relation
ships. 8. Personality conflicts. 9. Lack of tact and/or poor timing. 10.Not seeing the benefits.
Employee resistance
Lack of understanding around the vision and need for change.
The primary reason for employee resistance was that employees did not understand the vision of this particular change project..
Employees did not clearly understand why the change was happening, nor did they have adequate knowledge regarding the change itself.
Employees did not have the answer to the question, “what’s in it for me?”. This could include, "Will I have a job?," "How will it impact my daily work?," "How will I benefit from the change?".
Employee resistanceComfort with the status quo and fear of
the unknown.• Employees tended to be complacent, or
that the current way of doing business had been in place for a long time.
• The current processes and systems seemed fine to the employees, and they were opposed to the change since it forced them out of their comfort zone.
• Uncertainty and fear of the new system compounded the desire of employees to continue with the “old way” to which they had grown accustom.
Employee resistance
Corporate history and culture• The organization’s past performance with chang
e projects impacted the employees’ support of the current change project.
• Employees were desensitized to change initiatives, as many had been introduced and failed.
• The project was seen merely as the “flavor of the month,” and employees expected it go away like those in the past.
Employee resistance• Opposition to the new technologies, requiremen
ts and processes introduced by the change.• Many participants felt that some employees
resisted the change because of opposition to the actual change itself.
• Employees were opposed to changes that increased the performance and process measurement of their work.
• The change was seen as adding unwanted work, responsibility and accountability.
• Lastly, some employees opposed the new processes, systems or technologies because they felt the change would not solve the problems.
Employee resistance
• Fear of job loss. Employees perceived the business change as a threat to their own job security. Some employees felt that the change would eliminate the need for their job, while others were unsure of their own abilities and skills in the new environment.
•
Manager resistance
The top-six reasons for manager resistance to change were: 1. Loss of power and control.
The leading reason for manager resistance to change was a fear of losing power. Changes often eliminated something the manager had control of or introduced something that the manager would not have control over.
Managers perceived the changes as infringements on their autonomy, and some participants indicated that the change was even perceived as a personal attack on the managers. Managers reacted to the change initiative as a "battle for turf."
Manager resistance
2.Overload of current tasks, pressures of daily activities and limited resources.Managers felt that the change was an additional burden. Limited resources compounded the problem.
The change initiative seemed like extra work and resource strain at a time when the pressures of daily activities were already high.
In many projects, managers were expected to continue all of their current duties in addition to the duties of implementing the change.
Manager resistance
3. Lack of skills and experience needed to manage the change effectively. Managers were fearful of the new demands that would be placed on them by the business change. Several skill areas were identified as areas of concern.
First, managers were uncomfortable with their role in managing the change. Some feared recrimination while others did not have the experience or tools to effectively manage their employees’ resistance. Managers also were concerned about the demands and responsibilities placed on them by the new business processes, systems or technologies.
Manager resistance
4. Fear of job loss.Managers felt that the business change would ultimately impact their own job security. Middle management is often the victim of large-scale business change. “They were eliminated in the change, so no resistance was recorded.”
Manager resistance
5. Disagreement with the new way. Some managers disagreed specifically with the change. They did not feel that the solution was the best approach to fixing the problem. Managers who did not play a role or provide input in the design and planning phases tended to resist the solution. Some participants felt that the resistance was due to the solution not being the idea of the manager ("not invented here").
Manager resistance
6. Skepticism about the need for change. Managers were not convinced of the need for change. They did not see the business issues driving the change, or they did not identify the same problems as the design team.
Change Management Principles
1. At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviors, etc., whether personal or organizational).
2. Understand where you/the organisation is at the moment.
3. Understand where you want to be, when, why, and what the measures will be for having got there.
Change Management Principles (con.)
4. Plan development towards above No.3 in appropriate achievable measurable stages.
5. Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.
The six phases personal or professional change
1. Anticipation. The waiting stage. They really don't know what to expect so they wait, anticipating what the future holds.
2. Confrontation. People begin to confront reality. The realize that change is really going to happen or is happening.
3. Realization. Post change - Realizing that nothing is ever going to be as it once was.
The six phases personal or professional change
4. Depression. Often a necessary step in the change process.
This is the stage where a person mourns the past. Not only have they realized the change intellectually, but now they are beginning to comprehend it emotionally as well.
The six phases personal or professional change
5. Acceptance. Aacceptance of the change emotionally. Although they may still have reservations, they are not fighting the change at this stage. They may even see some of the benefits even if they are not completely convinced.
The six phases personal or professional change6. Enlightenment
• People completely accept the new change. In fact, many wonder how they ever managed the "old" way.
• Overall, they feel good about the change and accept it as the status quo from here forward.
The key phases for managing employees during change:
• Awareness of the need to change • Desire to participate and support
the change • Knowledge of how to change (and what
the change looks like) • Ability to implement the change on a day-
to-day basis • Reinforcement to keep the change in
place
Ways to reduce resistance to change:
• Involve interested parties in the planning of change by asking them for suggestions and incorporating their ideas.
• Clearly define the need for the change by communicating the strategic decision personally and in written form.
• Address the "people needs" of those involved. Disrupt only what needs to be changed. Help people retain friendships, comfortable settings and group norms wherever possible.
Ways to reduce resistance to change:
• Design flexibility into change by phasing it in wherever possible. This will allow people to complete current efforts and assimilate new behaviours along the way.
Allow employees to redefine their roles during the course of implementing change.
• Be open and honest. • Do not leave openings for people to return to the
status quo. If you and your organization are not ready to commit yourselves to the change, don't announce the strategy.
Ways to reduce resistance to change:
• Focus continually on the positive aspects of the change. Be specific where you can.
• Deliver training programs that develop basic skills as opposed to processes such as: conducting meetings, communication, teambuilding, self-esteem, and coaching.
‘Eight steps to successful change'
• Increase urgency - inspire people to move, make objectives real and relevant.
• Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels.
‘Eight steps to successful change'
• Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.
• Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against.
‘Eight steps to successful change'
• Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements.
• Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.
‘Eight steps to successful change'
• Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.
• Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.
Achievement Goal of Change Management
• High Performance Organization
• Good Governance
• Quality Management
• Financial Stability
John P Kotter's 'eight steps to successful change'
• John Kotter's highly regarded books 'Leading Change' (1995) and the follow-up 'The Heart Of Change' (2002) describe a helpful model for understanding and managing change.
• Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change
• Kotter's eight step change model can be summarised as:
1. Increase urgency
• inspire people to move,
make objectives real and relevant.
2. Build the guiding team
Get the right people in place with the right emotional commitment, and the right mix of skills and levels.
3. Get the vision right
get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.
4. Communicate for buy-in
- Involve as many people as possible, communicate the essentials, simply,
- and to appeal and respond to people's needs.
- De-clutter communications - make technology work for you rather than against.
5. Empower action
Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements.
6. Create short-term wins
Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.
7. Don't let up
Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.
8. Make change stick
- Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.
Change management environment
Fast changing environments • Planning, implementing and managing
change in a fast-changing environment is increasingly the situation in which most organizations now work.
• Dynamic environments such as these require dynamic processes, people, systems and culture, especially for managing change successfully, notably effectively optimising organizational response to market opportunities and threats.
Key elements for success:
• Plan long-term broadly
- a sound strategic vision, not a specific detailed plan (the latter is impossible to predict reliably).
- Detailed five years plans are out of date two weeks after they are written.
• Focus on detail for establishing and measuring delivery of immediate actions, not medium-to-long-term plans.
Key elements for success:
• Establish forums and communicating methods to enable immediate review and decision-making.
• Participation of interested people is essential.
• This enables their input to be gained,
their approval and commitment to be secured, and automatically takes care of communicating the actions and expectations.
Key elements for success:
• Empower people to make decisions at a local operating level
- delegate responsibility and power as much as possible (or at least encourage people to make recommendations which can be quickly approved).
Key elements for success:
• Remove (as far as is possible) from strategic change and approval processes and teams (or circumvent) any ultra-cautious, ultra-autocratic or compulsively-interfering executives.
• Autocracy and interference are the biggest obstacles to establishing a successful and sustainable dynamic culture and capability.
Key elements for success:
• Encourage, enable and develop capable people to be active in other areas of the organization via 'virtual teams' and 'matrix management'.
• Scrutinise and optimise ICT (information and communications technology) systems to enable effective information management and key activity team-working.
Key elements for success:
• Use workshops as a vehicle to review priorities, agree broad medium-to-long-term vision and aims, and to agree short term action plans and implementation method and accountabilities.
• Adjust recruitment, training and development to accelerate the development of people who contribute positively to a culture of empowered dynamism.
Key elements for success:
• Use workshops as a vehicle to review priorities, agree broad medium-to-long-term vision and aims, and to agree short term action plans and implementation method and accountabilities.
• Adjust recruitment, training and development to accelerate the development of people who contribute positively to a culture of empowered dynamism.
People Centered Implementation PCI
• PCI is a change management methodology developed by Changefirst, which has been continuously improved since the 1990s. It has been applied in the field of people change management by organizations and their change agents in over 35 countries around the world.
• PCI describes the six critical success factors that must be managed to build commitment to change initiatives and create behavior change.
Six critical success factors that must be managed
1. Shared Change Purpose - create and share a powerful case for change in the organization
2. Effective Change Leadership - develop strong change leadership for the initiative
3. Powerful Engagement Processes - build and deliver plans to engage people in the change
Six critical success factors that must be managed
4.Committed Local Sponsors - build understanding and commitment of middle and front-line managers
5.Strong Personal Connection - create commitment and behaviour changing actions for front-line people
6.Sustained Personal Performance - support people as they learn to adapt, managing their resistance sensitively and empathetically.
ADKAR model for individual and organizational change management• The ADKAR model for individual and
organizational change management was developed by Prosci with input from more than 1000 organizations from 59 countries.
• This model describes five required building blocks for change to be realized successfully on an individual level. The building blocks of the ADKAR Model include:
The building blocks of the ADKAR Model
1. Awareness – of why the change is needed
2. Desire – to support and participate in the change
3. Knowledge – of how to change
4. Ability – to implement new skills and behaviors
5. Reinforcement – to sustain the change
