Change
Management
Presented By: BABASAB PATIL
LOGO

What is Change Management?
 It consists of:
 The task of managing change (from a reactive or a proactive
stance)
 An area of professional practice (with considerable variation
of knowledge and skills between practitioners)
 A body of knowledge (consisting of
models, methods, techniques and other tools)

Change management
 Software systems are subject to continual change requests:
 From users;
 From developers;
 From market forces.
 Change management is concerned with keeping track of these
changes and ensuring that they are implemented in the most
cost-effective way.

Leading Change
“The rate of change is
not going to slow Down
anytime soon.
If anything, competition
In most industries will
probably speed up Even
more in the next few
decades.”
LOGO

Leading the Change Process
Generate
Apply Science of solution
Learning & Human options and
Performance metrics
Conduct
effectiveness
Translate job & cost
requirements into analysis
competencies
(K, S, A, T) Performance
Consultants Make
recommend-
ations

Creating Major Change
The 8 Stage Process of Creating Major Change
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998

Establishing a Sense of Urgency (Importance)
• Examining the market & competitive realities
• Identifying & discussing crisis, potential crisis, major opportunities
Creating a Guiding Coalition (Combination)
• Putting together a group with enough power to lead the change
• Getting the group to work together like a team
Developing a Vision & Strategy
• Creating a vision to help direct the change effort
• Developing strategies for achieving that vision
Source: Leading Change, John P. Kotter, 1998

Communicating the Change Vision
• Using every vehicle possible to constantly communicate the new vision &
strategies
• Having the guiding coalition role model the behavior expected of employees
Empowering Broad-Based Action
• Getting rid of obstacles
• Changing systems or structures that undermine the change vision
• Encouraging risk taking & non-traditional ideas, activities & actions
Generating Short-Term Wins
• Planning for visible improvements in performance, or “wins”
• Creating those wins
• Visibly recognizing & rewarding people who made the win possible
Source: Leading Change, John P. Kotter, 1998

Consolidating Gains & Producing More Change
• Using increased credibility to change all systems, structures & policies that
don’t fit together and don’t fit the transformation strategy
• Hiring, promoting, & developing people who can implement the change vision
• Reinvigorating the process with new projects, themes & change agents
Anchoring New Approaches in the Culture
• Creating better performance through customer- & productivity oriented
behavior, more and better leadership, & more effective management
• Articulating the connections between new behavior & organizational success
• Developing means to ensure leadership development & succession
Source: Leading Change, John P. Kotter, 1998

The 3-phase process gives structure to the steps project
teams should take

Outputs of Phase 1: Outputs of Phase 2: Outputs of Phase 3:
• Change characteristics • Communication plan • Reinforcement
profile • Sponsor roadmap mechanisms
• Organizational • Training plan • Compliance audit
attributes profile • Coaching plan reports
• Change management • Resistance • Corrective action
strategy management plan plans
• Change management
team structure • Individual and
• Sponsor group recognition
assessment, structure approaches
and roles • Success
celebrations
• After action review

Facilitating Change
 Encouraging others to seek and act upon opportunities for
different and innovative approaches to addressing problems
and opportunities; critically analyzing evolving and fluid
situations; facilitating the implementation and acceptance of
change within the workplace; actively engaging with resistance to
change

Skills and Behaviors
Values sound approaches:
 Consistently remains open to ideas offered by others.
 Values diverse opinions and approaches.
 Recognizes supports and uses good ideas to solve problems or
address issues.
Rewards change:
 Recognizes and rewards others who make useful changes.

Conti…,
Addresses change resistance:
 Seeks to understand underlying causes that lead to change
resistance.
 Helps individuals overcome resistance to change.
 Facilitates change within CARE by targeting the appropriate
audience and ensuring access to relevant information.
 Shows empathy with people who feel loss as a result of change.

Conti..,
Manages complexity and contradictions:
Tries to minimize complexities, contradictions, and
paradoxes or reduce their impact.
Clarifies direction and smoothes the process of
change.

Resistance and Barriers To Change
Resistance to change
A degree of resistance is normal since change is:
 Disruptive (Troublesome)
 Stressful (Demanding, worrying)
 Moreover a degree of scepticism can be healthy especially
where there are weaknesses in the proposed changes.
 However resistance will also impede (hinder) the achievement
of organizational objectives.

Four basic reasons why change is resisted
1. Parochial self interest (Narrow-Minded)
2. Misunderstanding
3. Low tolerance of change
4. Disagreement over the need for change

Organisational barriers to change
Structural inertia
Existing power structures
Resistance from work groups
Failure of previous change initiatives

Individual barriers to change
 Tradition and set ways:
 Loyalty to existing relationships
 Failure to accept the need for change
 Insecurity
 Different person ambitions
 Fear of:
 Loss of power , income, skills.
 The unknown

Conti..,
Preference for the existing arrangements
Break up of work groups
Redundancy
Inability to perform as well in the new situation

Inappropriate change management
 Change is often resisted because of failures in the way it is
introduced
 Failure to explain the need for change
 Failure to provide information
 Failure to consult, negotiate and offer support and training
 Lack of involvement in the process
 Failure to build trust and sense of security
 Poor employee relations

Why change should be welcomed
 Change can produce positive benefits for the individual:
 Opportunities for personal change and development
 Provides a new challenge
 Reduces the boredom of work
 Opportunity to participate and shape the outcome

Change management requires
both an individual and an
organizational perspective

Individual change management Organizational change management
Understanding how one person makes a change Understanding what tools we have to help
successfully individuals make changes successfully
Organizations don't change, individuals do. No While change happens one person at a time, there
matter how large of a project you are taking on, the are processes and tools that can be used to facilitate
success of that project ultimately lies with each this change. Tools like communication and training
employee doing their work differently, multiplied are often the only activities when no structured
across all of the employees impacted by the change. approach is applied. When there is an organizational
Effective change management requires an change management perspective, a process emerges
understanding for and appreciation of how one for how toscale change management activities and
person makes a change successfully. Without an how to use the complete set of tools available for
individual perspective, we are left with activities but project leaders and business managers.
no idea of the goal or outcome that we are trying to
achieve.