This Lecture was prepared for my MBA students in London. It will benefit students, lecturers or managers who like to polish up their leadership skills. Feel Free to download this lecture in pdf, however, if you need the ppt slides, please send me a payment of £1 by paypal at: srahatkazmi@gmail.com and I will happy to send you the lecture.
Hope it was beneficial to you.
Leadership & change management, lecture 7, by rahat kazmi
1. LEADERSHIP AND CHANGE
MANAGEMENT
- CHANGE PROCESS AND ITS IMPLEMENTATION
- 6-CHANGE MODELS
CHANGE TECHNIQUES
LECTURE 6
BY
RA HAT KAZMI PREPARED BY: RAHAT KAZMI
SEPTEMBER 2010
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
Vist the website: www.softskillsexperts.com
2. Objectives
Discuss change process and its implementation
Discuss 6-Change Models
To have concluding discussion about each change
technique
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
3. Change Process and its
Implementations
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
4. Managing the Change
Preparation for Change:
Environmental analysis. Win the support of key
Set out the strengths and individuals
weaknesses of the Identify the obstacles
organisation Determine the degree of
Identify the change risk and the cost of
required change
Determine the major issues Understand why change is
Identify and assess the key resisted
stakeholders Recognize the need for
change, identify current
position, devise a suitable
method
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
5. Managing the Change
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
6. Building the Vision
Develop a clear vision
Make it people clear about what a change involves and
how they are involved in it
What is involved
What is the proposed change
Why should we do it
What the major effects will be
How we can manage the change
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
7. Building the Vision
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
8. Building the Vision
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
9. Plan the Change
• Devise appropriate • Produce action plans for
strategies to introduce change monitoring the change
• Design the change • Allow people to participate in
planning change
• Identify the significant steps
in the change process • Get all parties involved in and
committed to the change
• Discuss the need for change
and the full details of what is • Inspire confidence by
involved forestalling problems and
communicating regularly
• Allow people to participate
in planning change • Devise a sensible time scale for
implementation of change
• Communicate the plan to all • Anticipate the problems of
concerned implementation
• Produce a policy statement • Understand why change is
• Devise a sensible time scale resisted
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
10. Implementing the Change
Check on and record progress Be willing to compromise on
Make sure that change is detail
permanent Ensure that strategies are
Evaluate the change adaptable
Improve on any weak areas Select people to champion
change
Overcome resistance
Provide support and training
Involve all personnel affected
Monitor and review
Keep everyone informed
Devise an appropriate
reward system
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
11. Implementing the Change
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
12. Two Types of Change
(1) Step Change: (2) Incremental change:
Dramatic or radical change Ongoing piecemeal change
in one fell swoop which takes place as part of
Radical alternation in the an organisation‟s evolution
organisation and development
Gets it over with quickly Tends to more inclusive
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
13. Do Organisations Need to be Identical?
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
14. Do Organisations Need to be Identical?
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
15. Techniques to Help Implement Change
Teams building across units
Internal communication
Negotiation
Action planning
Change agents or champions of change
And a certain amount of compulsion manipulation
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
16. Change Agents
Managers should be able to act as change agents:
To identify need for change
Be open to goods ideas for change
To able to successfully implement change
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
17. Advantages of Using a Change Agent:
Forces trough change
Becomes the personification of the process
Responsibility for change is delegated thus freeing up senior
managers to focus on future strategy
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
18. Helping people to accept change
Consider how they will be affected
Involve them in the change
Consult and inform frequently
Be firm but flexible
Make controversial change as gradually as possible
Monitor the change
Develop a change philosophy
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
19. Monitor and Review
Adapt as necessary
Recording and monitor the changes
Measure progress against targets
Have the desired results been achieved?
Has the process been successful?
How do those affected feel about the new situation?
What might have been done differently?
How can those not responding well to the change be helped?
Sustain the change.- prevent any back sliding
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
20. Change Management Failures
What Not To Do:
[Ways to increase resistance to change]
[Managers can increase resistance by]
Failing to be specific about a change
Failing to explain why change is needed
Not consulting
Keeping people in the dark
Creating excess work pressure
Expecting immediate results
Not dealing with fears and anxieties
Ignoring resistance
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
21. Reasons Why Change Can Fail
• Employees do not understand the purpose or even the need for
change
• Lack of planning and preparation
• Poor communication
• Employees lack the necessary skills and/ or there is insufficient
training and development offered
• Lack of necessary resources
• Inadequate/inappropriate rewards
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
22. 50 Reasons Not to Change
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
23. Negotiation Ethics
Lying about bottom line expected
& sanctioned
Misleading legal statements not
likely problem – caveat emptor
(“hire a lawyer”)
Reasons for positions not expected
to be believed REASONS FOR
NEGOTIATION
Often very convincing
facts rather than opinion
Material or immaterial,
harmless puffing or bluffing
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
24. Eight Common Reasons for Failure of Change Management
• Allowing too much complexity
• Failing to build a substantial coalition
• Failing to understand the need for a clear vision
• Failure to clearly communicate that vision
• Permitting roadblocks against that vision
• Not planning for short term results and not realising them
• Declaring victory too soon
• Failure to anchor changes in corporate culture
(John Kotter)
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
25. 6-Change Models
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
26. Change Model 1: The 4-D Process of Appreciative Inquiry
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
27. Change Model 2: The Kuebler-Ross Model of Change
Emotion Shock
Acceptance
Anger
Bargain
Depression
Denial
Time
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
28. Change Model 3: John Kotter’s Change Model
1. Establish a sense 2. Create a 3. Develop a
of urgency coalition clear vision
5. Empower
4. Share the people to
vision clear obstacles
6. Anchor the 7. Consolidate and 8. Secure short-
change keep moving term wins
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
29. Change Model 4: The Change Journey (HUMAP)
1. Preparation: 2. Starting the 3. Living the 4. Creating skills
change journey: change journey: for working in
-Getting prepared for -Getting everybody -Living the new reality constant change:
change journey: known involved and engaged -Using strengths -Learning from the
and unknown by joint planning, -Solving problems experience,
-Exploring & -Understanding A to B measuring and changing -Developing new skills,
understanding reasons journey the change -Being prepared for
and alternatives -First moves & actions -Becoming aware what future changes,
-finding common mind towards the goal works and what doesn’t -Being able to chnage
set: balance between things fast
top-down & bottom-up
-Choosing change models
-Finding right partners ?
-Agreeing the rules and
principles
-Making first plans
-Discovering change
B
forums A
C
D
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
30. Change Model 5: Cyclical Process Framework (CFAN)
Change at Team & Change at
Individual Levels System Level
Nurture
Establish a framework that
sustains Monitor &
the change Communicate
Make the change Goals
visible to all Exploring and creating
meaning
Coach and Mentor
Help individuals to
master change
Review
Design new structures,
processes Facilitate Check-In
and procedures Apply tools Build trust
that initiate among diverse
change processes stakeholders
Experiment Celebrate
Initiate and Highlight
support communities achievements and
of practice honour champions Envision
Develop a sense of
a better future for all
Analyse
Understand needs,
processes &
structures and
foresee resistance
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
31. Change Model 6: Theory U (Otto Scharmer)
Downloading Performing by
past patterns operating from the whole
Open
Mind
embodying
suspending
Seeing Prototyping the new by
with fresh eyes Open linking head, heart, hand
Heart
redirecting enacting
Sensing Crystallizing
from the field vision and intention
Open
Will
letting go letting come
Presenting
connecting to Source
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
32. Overcoming Resistance to Change
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
33. Overview
Some hard When Technology and People meet …
facts
Some
‘inconvenient
truths’
Symptoms,
diagnosis, and
… treatment
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
34. This is war; make no mistake
To
Overcome
Your
Opponent,
You
Must First
Understand
Him
Sun Tzu
The Art of War
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
35. This is war; make no mistake
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
36. This is war; make no mistake
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
37. Why Do Technology Projects Fail?
• The number one reason:
– resistance to change
• According to 2006 Global
Business Practices Survey:
“Staff resistance to change is a factor
that complicates roughly half of all
technology implementation projects and
severely threatens about one in ten”
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
38. Why Do Technology Projects Fail?
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
39. Resist or Not Resist?
People Don‟t Resist Change, they
Resist Being Changed.
Peter Bregman
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
40. Fears about Change
Analytical Driver
•not enough information •loss of control
•making a wrong decision •failure
•being forced to decide •lack of purpose
Amiable Expressive
•damaged relationships •being ignored
•confrontations •being asked for detail
•not being recognised •being linked with failure
or efforts
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
41. How to Overcome Resistance to Change?
Kotter and Schlesinger
6 Approaches
1.Education and Communication
2.Participation and Involvement
3.Facilitation and Support
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
42. How to Overcome Resistance to Change?
4.Negotiation and Agreement
5.Manipulation and Co-optation
6.Explicit and Implicit Coercion
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
43. Attractive Alternative
„To leave the comfort of the status quo, most
individuals need to believe that the change is truly
imperative and that there is a more attractive
alternative‟
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
44. Resistance Behaviours
Pre launch Post launch
Design & Assessment &
Assessment Baseline Buy in Structuring Re-assess Review Re-assess Review
Document Migration
Executives Individual panic
behaviours bargaining
acceptance
Manager Individual panic
behaviours Active resistance
Bargaining
Passive resistance
acceptance
panic panic panic
Group Active resistance Active resistance
behaviours
Bargaining
Passive resistance
acceptance
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
45. Pre-implementation Reassurances
It‟s (just) a technology
implementation
It‟s (just) business
as usual
It‟s (just) an
infrastructure project
It‟s (just) a piece of
software …
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
46. And When it Comes to the User
• If we explain the business
rationale,
people will understand
• If we tell them what will
change,
people will adjust
• If we give them application
training,
people will use the system
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
47. Management’s Expectation?
People will
naturally fall in
line
(and do as
they‟re told)
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
48. The Reality?
Behavior is more
complex
than that
Everyone has different
drivers
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
49. Truth No.1
The technology is
*just* the tool – the
desired outcome is „to
do something
differently‟ =
transform (part of) the
business
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
50. Outcome
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
51. Truth No.2
Business Transformation is a process
- not a product
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
52. Outcome
(With apologies to any vegetarian and vegan students)
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
53. Truth No.3
Technology is never the promised silver bullet – not
all business problems are solvable by automation
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
54. Truth No.4
No sophisticated technology
system can be used „off the
shelf‟ – there will always be
a need for customization
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
55. Truth No.5
Inefficient Processes +
New Technology = Failure
Upgrading or automating
a dysfunctional process:
… same problems, just
faster and harder to fix
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
56. Before You Do Anything Else:
Get your key people involved and…
fix what‟s broken first!
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
57. Preparing for the Implementation
1. Secure C-level Sponsorship
2. Bring in
independent
experts
3. Talk with
your people,
not just at
them
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
58. Understanding Reluctance
Change may be psychologically painful, but
uncertainty about the end-state is
more painful
Fear of loss is a
powerful
motivator
Loss of what?
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
59. Loss of status
No More
Mr. Big
Shot?
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
60. Loss of Expertise
“I have no idea what I‟m doing anymore”
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
61. Loss of Privilege
No more working from
home?
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
62. Loss of Team Cohesion
No longer part of the winning team?
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
63. Loss of Purpose
I used to know where we were headed …
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
64. Loss of Job
Get ready to pound the pavement again?
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
65. How to Recognize Resistance
Dysfunctional behavior;
territorialism
Passive resistance; apathy (lack of interest)
Cling to inefficient
work methods
Jealously guard expertise;
no sharing
Politicized environment
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
66. Discussion About Loss
Which behaviors link to which fears?
What are the risks?
to the team?
to the project?
to the individual?
What if the fear is justified?
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
67. How to Counter Resistance
One-on-one
conversation
Acknowledge,
discuss, Resolve
Focus on CAUSE
of behavior
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
68. Most People …
Do NOT like surprises
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
69. The Answer?
Get everyone together and communicate
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
70. Most managers …
Already feel overwhelmed with „special projects‟ –
don‟t need another headache
Feel uncomfortable with
„difficult‟ conversations
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
71. Learn to Ask Staff for Input:
Talk about the problem, not the
solution
Focus on positive outcomes and
benefits
Tap into collective memories
Provide forum for sharing
experiences
Involve users in defining new roles
Use peer-mentoring
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
72. Make Time for Your Top Performers
Fact: most managers spend 80% of their time with the 20%
that are poor performers
Stop it! Face time one-on-one with the boss should be a
reward; an earned privilege, and recognition for a job well-
done
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
73. Find a Mentor!
Use mentor as a sounding
board
Ask for help dealing with
internal politics
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
74. Partnering With Stakeholders
Bottom-up solutions
enhance ownership
Managing by results,
not by process gets a
lot more work
finished
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
75. The Good News:
• Humans are actually very adaptive
and, as always, evolve to suit new worlds
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
76. Coming Out the Other End
…a new
day..or DAWN
• It‟s all about trust – in the system and in each other
Model desired behavior – do as I do…..not do as I
say - and most will follow
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
77. Contact Us
Soft Skills Experts
138 Wandsworth Bridge Road
Fulham
London SW6 2UL
United Kingdom
Tel: +44 772 822 9192
Email: rahat@SoftSkillsExperts.com
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant