Slides by: Ms. Shree Jaswalssjaswal.com/wp-content/uploads/2014/04/SPM_Chp9.pdf · Chapter 9 Slides by: Ms. Shree Jaswal 4 “The transforming of the organization so itThe transforming

Slides by: Ms. Shree Jaswal

Chapter 9 Slides by: Ms. Shree Jaswal 1

Topics:Topics:IntroductionIntroduction, The nature of change, The change management planThe change management plan, Dealing with resistance and conflicts.


Common False BeliefsCommon False Beliefs

“People want this change.”“Monday morning we’ll turn on the new system and they’ll use it ”they ll use it.“A good training program will answer all of their questions and then they’ll love it.”“Our people have been through a lot of change—what’s one more change going to matter?”“We see the need for helping our people adjust, but we p g p p j ,had to cut something…”“They have two choices: they can change or they can leave ”

3

leave.

Chapter 9 Slides by: Ms. Shree Jaswal

Possible Results of false beliefsPossible Results of false beliefs

The change may not occur.The change may not occur.People will comply for a time and then do things to get around the change.g g gUsers will accept only a portion of the change.The full benefits of the project are never realized or are realized only after a great d l f ti d h bdeal of time and resources have been expended.

4Chapter 9 Slides by: Ms. Shree Jaswal

“The transforming of the organization so itThe transforming of the organization so it is aligned with the execution of a chosen corporate business strategy It is thecorporate business strategy. It is the management of the human element in a large-scale change project.”large scale change project.

-Gartner Group

5

Gartner Group


The Nature of ChangeThe Nature of ChangeThe Impact of Change - Whether weThe Impact of Change Whether we view change as positive (anticipation) or negative (dread), there is a certain g ( ),amount of stress that accompanies each change.gAssimilation - is the process of adapting to change and determines our ability to g yhandle current and future change

(Davidson 2002)


Assimilating ChangeAssimilating Change

1-7Chapter 9 Slides by: Ms. Shree Jaswal

Assimilating ChangeAssimilating ChangeIt is important to manage theIt is important to manage the assimilation of change below the change threshold else people and/or p porganizations can exhibit dysfunctional behaviors.Eventually an organization’s inability to assimilate change will be reflected in the gorganization’s ability to make profit.


The Nature of ChangeThe Nature of ChangeChange as a Process:

(Force Field Analysis or change theory (Lewin 1951): It is a technique for developing a big picture that involves all the forces in favor of or against athat involves all the forces in favor of or against a particular change.○ Driving Forces – Facilitating change○ Resisting Forces – Barriers to change

Lewin’s basic model includes 3 concepts:○ Unfreezing (the present state)○ Changing (the transition state)

9

○ Refreezing (the desired state)


Lewis’ Change Process ModelLewis Change Process Model


The Nature of ChangeThe Nature of ChangeEmotional Responses to Change

GKübler-Ross’ Grieving Model may be applicable for understanding reaction to significant change○ Denial○ Denial○ Anger○ BargainingBargaining○ Depression○ AcceptanceIf people are not allowed to grieve & go through the first 4 stages it becomes difficult to reach the l t t t

11

last stage- acceptance.


The Change Management PlanThe Change Management Plan


The Change Management PlanAssess Willingness, Readiness, and Ability to Change

SponsorpInitiating vs. sustaining sponsor

Change AgentsThe project manager and teamThe project manager and team

Targets of ChangeThe usersM t d t dMust understand○ The real impacts of the change○ The breadth of change

Wh t’ d h t’ t○ What’s over and what’s not ○ Whether the rules for success have changed


The Change Management Plang gAssess Willingness, Readiness, and Ability to Change

Leavitt’s Model of Organizational Change –Interdependence of componentsp p


The Change Management PlanDevelop or Adopt a Strategy for Change

Rational–Empirical ApproachPicture, Purpose, Part to Play

Normative-Reeducation ApproachFocus on the core values, beliefs, and established relationships that make up the culture of the group.p g p

Power-Coercive ApproachCompliance through the exercise of power

Environmental-Adaptive ApproachAlthough people may avoid disruption and loss, they can still adapt to change


The Change Management PlanThe Change Management PlanImplement the Change Management Plan and Track Progress

Track Progress using project tools (Gantt, Pert, etc.) to gauge how well organization is adapting to the change.Communication

Watch out for the rumor mill!Media is importantMust flow in both directions


The Change Management PlanThe Change Management PlanEvaluate Experience and Develop Lessons Learned

Experiences should be documented and d il bl t th t b dmade available to other team members and

other projects so that experiences can be shared and best practices can be identifiedshared and best practices can be identified.Overall success of the change management plan should be evaluatedplan should be evaluatedAdds new form and functionality to the project

i ti ’ IT j t th d l

17

organization’s IT project methodology.


Dealing With Resistance and ConflictResistanceResistance

should be anticipated from the outset of the projectp jcan be either overt or covertOnce the change is compromised, gmanagement and the project team will lose credibility, and the organization may become resistant to all future changesresistant to all future changes


Dealing With Resistance and ConflictResistanceResistance

May arise for valid reasonsMay occur even when those resisting know theMay occur even when those resisting know the change will be beneficialIs a natural part of any change processy gChange agents dealing with resistance should:○ listen not argue○ clearly communicate boundaries of change○ understand that empathizing is not necessarily

agreeing

19

agreeing


Dealing With Resistance and ConflictConflictConflict

“Although conflict is one of the things most of us dislike intensely it is inevitable Most often when dislike intensely, it is inevitable. Most often when we try to avoid conflict, it will nevertheless seek us out. Some people wrongly hope that conflict

ill if it i i d I f t fli t will go away if it is ignored. In fact, conflict ignored is more likely to get worse, which can significantly reduce project performance. The best way to reduce conflict is to confront it.”

(Verma, 1998)


Dealing With Resistance and Conflict

Different Views of conflictTraditional – conflict is negative and should beTraditional conflict is negative and should be avoidedContemporary – conflict is inevitable and natural and can be positive or negativeInteractionist View – conflict is an important and

i di t f fnecessary ingredient for performance.


Dealing With Resistance and ConflictDealing With Resistance and Conflict

Categories of ConflictConflicts associated with the goals, objectives, or

ifi ti f th j tspecifications of the project. Conflicts associated with the administration, management structures or underlyingmanagement structures, or underlying philosophies of the project.Conflicts associated with the interpersonal prelationships among people based on work ethics, styles, egos, or personalities.



Approaches for managing conflictApproaches for managing conflictAvoidance○ Retreat, withdraw, or ignore conflictAccommodation○ Appease the parties in conflictForcingForcing○ Dominant authority resolves conflictCompromise○ BargainingCollaboration○ Confronting and attempting to solve the problem by

23

○ Confronting and attempting to solve the problem by incorporating different ideas, viewpoints, and perspectives.



Each conflict situation is unique and the choiceEach conflict situation is unique and the choice of an approach to resolve conflict depends on:on:

Type of conflict and its relative importance to the yp pproject.Time pressure to resolve the conflict.Position of power or authority of the parties involvedPosition of power or authority of the parties involved.Whether the emphasis is on maintaining the goals or objectives of the project or maintaining relationships.



Polarity Management –Polarity Managementrequired when two sides (i.e. advocates of change and those resisting change) end up in a polarity

h h id l th idwhere each side can only see the upsides or advantages of their pole and the downsides or disadvantages of the other. suggests both sides should:○ Clarify what you value and what you do not want to lose.

Let the other side know that you are aware of the downsides○ Let the other side know that you are aware of the downsides of the pole you favor.

○ Assure the other side that you want to maintain the upsides of their pole

25

of their pole.


Dealing With Resistance and ConflictDealing With Resistance and ConflictPolarity Mapping – identifying the upsides and downsides y pp g y g peach side is advocatingCrusaders

want to change the status quo and are supporters of changewant to change the status quo and are supporters of change. contribute by identifying the downsides of the current poleprovide the energy to move away from the current pole.

Tradition BearersTradition Bearersare at the opposite end of the pole and wish to preserve the best of the past and present. identify the upsides of the current pole and the downsides of theidentify the upsides of the current pole and the downsides of the opposite pole.help identify things that should be preserved


Polarity MappingPolarity Mapping


Polarity MappingPolarity MappingHelps people “get away” from seeingHelps people get away from seeing their current initiative as being the only “solution to the problem”pNot a case of choosing one idea over anotheranotherRecognizes that both polarities must be managed simultaneouslymanaged simultaneously



Documents

Slides by: Ms. Shree Jaswalssjaswal.com/wp-content/uploads/2014/04/SPM_Chp9.pdf · Chapter 9 Slides by: Ms. Shree Jaswal 4 “The transforming of the organization so itThe transforming