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Motivational ChangeAn Individualized Approach to Change in
Organizations
D. Berglund2010
Theoretical Foundations
• This model of organizational change is based on the psychological principles of Motivational Interviewing along with traditional business principles which provide practical usability and operational applications.
What is motivation?
• A state of desire to change one's situation or movement towards a specific goal.
• This state is may be modified by both internal decision-making and external pressures
Internal Factors
• Internal Motivation:o Dictated by one's desire to make change in
current situation or outcomes because of factors within the individual: joy, self-empowerment, significance of change
• Exampleso "If I shift to a customer-centric approach, I might
enjoy seeing customers satisfied with our interactions"
External Factors
• External Motivation:o Dictated by one's desire to avoid punishment and
gain rewards• Examples
o "If I shift to a customer-centric approach, I might increase my commissions"
Proximate Factors
• Proximate definition: closest in degree as cause of an event; closest in space and time
• The proximate cause is what is immediately observed as causing a change in behavior.
• Determining the 80/20 proximate factors of change will simplify change management and increase likelihood of success.
What are organizations?
• A group of persons organized for a particular purpose
• Encompasses both small/large business as well as political organizations; government agencies; groups with delineated structure and singular purpose/mission
Importance of Approach
• On an individual level, the decision to change is completely up to individual oThis stance increases individual
responsibilityoGiven choice to change, person must
weigh consequences and benefits of decision
Importance of Approach
• People are given clear choices• Choices may be dictated by environment
o Supervisors/Management may require change to take place
• Optimism and Responsibility are Central to progresso Development of majority of organization
"getting on board" is central for change to take place
Potential Uses
• Organizational Change / Process ImprovementoChange in company visionoRestructuring of organizationoNew product marketoProcess improvement
Precursor of Change
• Recognizing problem exists in organization• Problem may be: decreased revenue,
culture change, vision change, product line shift, or any change that affects an organization
• This stage is critical to change managemento More specific the change is, and who is
affected, the easier it is to develop change management plan
Machiavelli on Change
• In Machiavelli's political treatise "The Prince" he provides numerous references to the difficulty involved in advocating change in an organization (or political system)
• He also identifies that any progress requires change
• Thus, any desire to increase market capitalization, improve processes or shift strategies requires change. And for that change to be successful, planning and change management must occur.
Machiavelli on Change
• Machiavelli identifies the individual as occupying the central role in determining whether the change intervention will be accepted or rejected.
• Machiavellian factors of change: Power, leaders and teams, rewards and discipline, and roles, norms and values.o Each factor must be considered in
developing client change process
Machiavelli
"It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries, who have the laws in their favour; and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it.Niccolò Machiavelli The Prince and The Discourses The Modern Library, Random House, Inc., 1950, Page 21, Chapter VI
Organizational Change
• This theory employs a stage-based cyclical orientation to change management
• It is expected that management, or those prescribing change, stand to guide the individuals and team members who will "feel the change" through the process
Organizational Change
• Before the cycle begins it is critical for management to fully prepare for change process and recognize how individuals navigate the cycle as well as understand common roadblocks and precursors to change.
Environment of Change
• Recognition of how the individual and organization are related to environment is critical
• Change is generally dictated from the organizational level, however all organizational change requires behavioral changes on the individual level.
• A primary or secondary goal of most change initiatives is to reposition or enhance (global) marketplace position.
Environment of ChangeGlobal MarketplaceTarget
MarketOrganizationIndividual
Organizational Change
• Typical Pre-planning Process1.Problem or Change in Vision/Needs2.Assessment of Situation
Evaluation of Resources3.Develop Plan
Top-down orientation4.Increase Awareness/Communication5.System-wide communication using multiple
mediums and messages all with consistent vision
6.Begin Rollout • At this point, the change will begin to occur for
the clients.
Stages of Change
• Precontemplation• Contemplation• Preparation• Action• Maintenance• Regression
Precontemplation
• Client does not see need or reason to change
• Usually fits in one of four categories:o Reluctant: lack of knowledge or inertiao Rebelliousness: heavily invested in past behavior and,
standing apart from the crowd to prove a pointo Resignation: lack of energy or investment, maybe fear.
Possibly “victim” mentally.
• Action needed to move: realize problems, increase doubt, note risks
Precontemplation
• In any group or organization it is likely that there will be clients who fit in three categories:
1.those against change2.those who need information before making change
3.those eager to make changes
Precontemplation
• Even those individuals who are open or eager for change need to be taught the reasons behind the change to ensure they remain on board throughout change process.
• Determining what psychological factors are playing largest role in resistance is essential to bringing about desire behavior change
Contemplation
• Client is possibly open to new informationo Increased information is central to moving
on to next stage• Decision Balance: costs vs. benefits
o Client will weigh consequences of not conforming to change as well as the benefits that change will provide
Contemplation
• Tipping Point o May bring about black and white thinking patternso Extremes of thinking inform the middle
majority• Getting leaders in organization to support
change is critical• Action needed to move; tip the balance, evoke
reasons to change
Preparation
• Window of opportunityo Chance to develop plan for change
• Greater investment increases likelihood of successful change programo Increased knowledge of potential setbacks or
weaknesses in plan will be addressed• “I’ve got to do something about this!”• Action needed to move; develop comprehensive
strategyo This strategy will be indicated by those endorsing
change
Preparation - Developing Plan
• Just as management developed plan for overall change process, individuals should be guided as to how the change will affect them in their role as well as their future
Vision should be clear
Action
• Activity of changingoPrescribed change is taking place.oPeople "feel" the change at this point.oPrevious preparation should prepare
for this critical moment
Action
• Public commitment is evident• Employees outside of change process as well as the
public see the changing environment for those involved
• Smooth transition will increase confidence in company's present and future direction
• Action needed to move: continue to develop strategies to fix setbacks during implementation and promote continued compliance with change, especially amongst leaders
Maintenance
• Ongoing evaluation of goals and objectives
• Evaluation of Change Process should be conducted at this point with recurring evaluation at appropriate intervals
• Action required: preventing regression to previous stages
Maintenance
• Growth and Development of organization continue to occur
• Future interests and cognitive changes o Client role in organizational vision/futureo How does change affect individual's
perception of role in organization• Maintaining prescribed change with continued
support
Regression
• At any time in client change process, regression to previous stages is possibility.
• Any slip back to "old behavior" requires immediate analysis.o Increase awareness and promote those
concepts that led to "getting on board"• Focus on positive - what was learned as result of
regression?• Past problems should inform future decisions.• Action needed: Must start change process again.
Lessons
• Any progress requires change.• For change process to be successful within an
organization, those implementing change must foresee client resistance on individual level
• Change management must consider individual needs/responses to the change.
• Must consider evolutionary process of change and that change is not a hope to achieve a static outcome, but rather a maintenance of prescribed behaviors.
