Manage Effective Change

8/18/2019 Manage Effective Change

http://slidepdf.com/reader/full/manage-effective-change 1/14

d r r m m 2 s @ g m a i l . c o m

Change [email protected]

Dr.Raj Mohan

1




Three types of organization

• Developmental

• Transitional

• Transformational

2




Improvement Model

Overall Strategy & Goals

Unit level Strategy &Goals

Employees

Training andSupport

R e p or t i n g

&m e a s ur

e s

Improvement tasks setand allocated to teams

Balanced Score Card

C ul t ur e

Empowerment

Responsibility

CompanyProcesses

C u s t om e r / M a r k e t R e q ui r e

m e n t s

M e e t i n g

C u s t om e r /

M a r k e t R e q ui r e m e n t s




Three key issues on improving corporateperformance

• Context

• People

• Process

4




Three types of change

• Dramatic Change – Fostered by Top Management

• Systematic Change – Initiated by specialists like consultants, and staff people

• Organic Change – Initiated by people at grassroots level of theorganization

• Ref Henry Mintzberg

5



d r r m m 2

s @ g m a i l . c o m

Three reasons people oppose changelong term

6



d r r m m 2


Three personal needs in times of change

• Revolution

• Reform

• Rejuvenation

7



d r r m m 2


Four elements to the balanced scorecard

8



d r r m m 2


Four reasons for organizational failure

9



d r r m m 2


Four external factors to consider whenplanning strategic change

10



d r r m m 2


Change Management Models- a Comparison

• George Box, a statistician, famously wrote that "essentially, all models are wrong, but some are useful”

. The field of change management continues to prove him right.

• Organizational change management (OCM) is a structured approach in an organization for ensuring

that changes are smoothly and successfully implemented, and that the lasting benefits of change areachieved. That is easier said than done.

• Nevertheless, there are many management consultants, clinical psychologists and social scientists who

have carried out extensive research on the dynamics of change and proposed models and frameworks

to understand the same.

• We present here a comparison of five popular models. By no means is this list complete. The

complexity and unpredictability of human behavior will ensure that the field of change management

will continuously produce more frameworks to study and more models to adopt.



d r r m m 2


Kotter’s Eights Steps to Change

Benefits

1. Focus on buy-in of employees as thefocus for success

2. Clear steps which can give a

guidance for the process

3. Fits well into the culture of classical

hierarchies

Limitations

1. The model is clearly top-down, itgives no room for co-creation or

other forms of true participation.

2. Can lead to frustrations among

employees if the stages of

grief and individual needs are not

taken into consideration.

John Kotter’s (1996) eight steps to transforming organizations are based upon

analysis of 100 different organizations going through change. His researchhighlighted eight key lessons which he converted into a practical eight-step model.

Although represented by Kotter in a linear fashion, experience suggests that it is

better to think of the steps as a continuous cycle to ensure that the momentum of the

change is maintained.

Establish aSense ofUrgency

Form a powerful,

guiding coalition

Develop a vision& Strategy

Communicatethe vision

RemoveObstacles &

empower action

Plan and createshort-term wins

Consolidategains

Anchor in theculture



d r r m m 2


Bridge’s Transition Model

Benefits

1. You can use the model to understand

how people feel as you guide them

through change. It clarifies the

psychological effect of change.

Limitations

1. While the model is useful for

implementing change, it's not a

substitute for other change

management approaches. It cant be

used as an independent change

management model.

The ideas of Bridges(1991) on transition provide a good understanding of what is going on when an

organizational change takes place. He differentiates between change and transition, according to him

Change is a situational and happens without people transitioning and transition is psychological and

is a three phase process where people gradually accept the details of the new situation and the

changes that come with it.

ENDING NEUTRAL ZONE NEW BEGINNING

End what ‘used to be’;

identify who is losing

what, openly acknowledge

the loss, mark the endingsand continuously repeat

information about what is

changing and why.

Individuals within the

organization feel

disoriented with falling

motivation and increasinganxiety. Ensure that people

recognize the neutral zone

and treat it as part of the

organization's change

process.

Gain acceptance of the

purpose; Communicate a

picture of how the new

organization will look andfeel ; Communicate and

gain a step-by-step

understanding of how the

organization will change



d r r m m 2


Roger’s Technology Adoption Curve

Benefits

1. Helps in creating an understanding of

the audience for change.

2. Provides inputs to identify opinion

makers and influencers.

Limitations

1. People need not fall into one ChangeAdoption Category; they drift from

category to category depending on the

specific change/innovation.

2. The adoption terms are accurate only in

hindsight; they tell you nothing about how

a population might respond to achange/innovation.

The technology adoption lifecycle model, based on his

theory of diffusion of innovation(1962), describes theadoption or acceptance of a new product or innovation,

according to the demographic and psychological

characteristics of defined adopter groups. The process

of adoption over time is typically illustrated as a

classical normal distribution or "bell curve." The

model indicates that the first group of people to use anew product is called "innovators," followed by "early

adopters." Next come the early and late majority, and

the last group to eventually adopt a product are called

"laggards.”

The curve creates the foundation of 5 step process of technology adoption- Knowledge, Persuasion,

Decision, Implementation, Confirmation

Documents

Manage Effective Change