1. CHANGE MANAGEMENT –
PRINCIPLES AND PROCESS
BE A COMPETENT FACILITATOR OF CHANGE IN YOUR
ORGANIZATION
DEPARTMENT OF LABOUR (UIF)
ZAMBESI LODGE, PRETORIA
CHARLES COTTER
26-29 JANUARY 2016
2. Introduction to change management principles and practice
Describing the types of change
Diagnosis: Identifying and applying the characteristics of change
capable organizations
Explaining change theories and the change transition cycle
Explaining the leadership role and contribution during change
Differentiating between Type O and Type D oriented people and the
effective management thereof
1-DAY TRAINING PROGRAMME
OVERVIEW
3. Applying the Change formula
Identifying the reasons for resistance to change
Describing the managerial techniques to reduce resistance to
change
Describing Lewin’s 3-phase Planned approach to change
Describing and applying the 7-step organizational change
management process
1-DAY TRAINING PROGRAMME
OVERVIEW
4. Change and Change Management
The need for change
The V-U-C-A nature of the business environment
The forces of change
The metaphoric views of change
First and second order change
The areas/types of change
DEFINING THE FUNDAMENTALS OF
CHANGE
9. First Order change is often referred to as evolutionary or
gradual change - usually localized – it impacts on one part of a
system without major repercussions to other parts of the
system. The organization as a whole remains intact and no
overall change of its former state occurs in spite of incremental
change to one part of it.
Second order change is often referred to as radical or
revolutionary change because it impacts on the organization as
a whole.
FIRST AND SECOND ORDER CHANGE
12. Refer to page 12 in the Learner Manual
Apply the fundamentals of change to your organization.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 1
13. The literature on “change management” is clear: over 70% of
change initiatives fail.
CHANGE MANAGEMENT SUCCESS
TRACK RECORD
19. #1: Linking the present and the future
#2: Make learning a way of life (learning organization)
#3: Actively supporting and encouraging day-to-day
improvements and changes (continuous improvement
processes)
#4: Ensuring diverse teams
#5: Encourage out-of-the-box thinking (innovation)
CHARACTERISTICS OF CHANGE-
CAPABLE/FRIENDLY ORGANIZATIONS
20. #6: Protect and shelter breakthrough ideas (intellectual
property)
#7: Integrate technology to implement changes
#8: Build and deepen trust (creating an organizational culture
of management credibility and integrity)
#9: Streamline and align processes, systems and structures
#10: Leadership have the will and conviction to change
CHARACTERISTICS OF CHANGE-
CAPABLE/FRIENDLY ORGANIZATIONS
21. Refer to pages 14-15 in the Learner Manual
Diagnosis: By referring to each of the characteristics of change
capable/friendly organizations, measure the degree of your
organization’s readiness to change.
Analysis: Identify those areas which need to be improved and
recommend strategies to close these gaps.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 2
24. Refer to page 18 in the Learner Manual
As a manager, describe how you can accelerate and guide
employees through the change transition cycle for the most
sophisticated/mature stage, commitment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 3
26. “Leaders should not only administer and manage change, but pioneer,
pilot and drive change towards barrier-busting heights of performance
improvement.” (Cotter: 2005)
Managerial Roles and Actions
Change Agents (internal and external)
Building resilience and change-hardiness
Transformational Leadership
Develop Employee engagement strategies
Scaling the Hierarchy of Commitment
THE ROLE OF LEADERSHIP IN
CHANGE MANAGEMENT
27. Provide a future vision for change
Leaders should possess diagnostic ability to read, scan and respond to
the changing environment in the perpetual quest for business growth
and expansion opportunities
Be a catalytic driver of change
Guide, support and lead people through the change transition cycle
Be a change agent
Lead by example during change i.e. be a role model/ambassador and
advocate for change
Be a transformational leader
Break down resistance to change
To build resilience and change hardiness amongst the workforce
CHANGE LEADERSHIP ROLES AND
ACTIONS
28. The five attributes of resilience include:
Positive (they see life as complex but filled with opportunity)
Focused (they have a clear vision of what they want to achieve)
Flexible (they demonstrate pliability when responding to uncertainty)
Organized (they develop structured approaches to managing ambiguity)
Proactive (they engage with change rather than defending against it)
BUILDING RESILIENCE AND CHANGE
HARDINESS
31. According to Gallup (2013) research, the best organizations
deeply integrate employee engagement into the following four
(4) areas:
Strategy and Leadership Philosophy
Accountability and Performance
Communication and Knowledge Management
Development and on-going Learning Opportunities
BEST PRACTICE EMPLOYEE
ENGAGEMENT
32. According to Gallup (2013), strategies to improve employee engagement are:
Use the right employee engagement survey
Focus on engagement at the enterprise and local levels
Select the right people and managers
Coach managers and hold them accountable for their employees’ engagement
Define engagement goals in realistic, everyday terms
Develop employees’ strengths
Enhance employees’ well-being
Find ways to connect with each employee
STRATEGIES TO DEVELOP EMPLOYEE
ENGAGEMENT
34. Refer to page 23 in the Learner Manual
Apply the leadership roles in effectively managing change.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 4
37. Refer to page 27 in the Learner Manual
Individually: Complete the Type O vs. D-oriented
questionnaire.
Group: As a manager, describe how you will manage your staff
with both a Type O and Type D orientation towards change.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 5
39. Why people resist change?
Why it is so challenging to reduce resistance to change?
Managerial techniques to reduce resistance to change
MANAGING RESISTANCE TO CHANGE
41. Uncertainty (i.e. fear of the unknown)
People’s self-interest is threatened
A lack of trust and misunderstanding
Belief that change is incompatible with the goals and the interest of the
organization
A low tolerance for change is also a barrier to organizational change
Other general reasons (e.g. include inertia where people do not want to change
the status quo, poor timing, and unexpected, extreme or sudden change and
peer pressure)
WHY PEOPLE RESIST CHANGE?
42. People and their behaviour is the most difficult to change because
unlike structure and technology, in which managers have absolute
control, managers do not have absolute control over peoples’
thinking, attitudes and perceptions.
“Unlike technology, structure, processes and strategy, people talk
back when confronted by uncomfortable levels of change.” (Cotter:
2014)
People are the greatest source of resistance to change because
people have minds of their own i.e. they have personalized and
subjective views regarding change.
Change must involve the people - change must not be imposed upon
the people
WHY IT IS SO CHALLENGING TO REDUCE
RESISTANCE TO CHANGE?
43. Refer to page 30 in the Learner Manual
In your work environment, identify the five (5) foremost
reasons why employees resist change. For each of these 5
reasons, describe the ways and means that you as a manager
can use to break down these “walls of resistance”. Provide
practical examples.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 6
46. Refer to pages 32-33 in the Learner Manual
By referring to each of the 6 techniques to manage employee
resistance to change, describe how you as a manager can apply
these techniques in your working environment. Provide
practical examples. Also indicate at which stage of the change
process, each of these techniques is most appropriate.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 7
48. At all times involve and agree support from people within system
(e.g. the environment, processes, culture, relationships, behaviours -
whether personal or organizational)
Understand where you/the organization is at the moment (status
quo)
Understand where you want to be, when, why, and what the
measures will be for having got there
Plan development towards above in appropriate achievable
measurable stages
Communicate, involve, enable and facilitate involvement from
people, as early and openly and as fully as is possible.
BEST PRACTICE CHANGE
MANAGEMENT PRINCIPLES
51. STEP 1: Forces for change (internal and environmental forces) which affect:
STEP 2: Performance outcomes (individual, group and organizational) which encourages
STEP 3: Diagnosis of the problem (information, participation and change agent) which
leads to
STEP 4: Selection of appropriate intervention (structural, behavioural and technological)
as constrained by S-P-O-T-S
STEP 5: Limiting conditions (leadership climate, formal organization structure and
organization culture)
STEP 6: Selection and Implementation of the method (timing, scope and
experimentation) provision for
STEP 7: Evaluation of the method (feedback, adjustment, revision, reinforcement)
APPLYING THE 7-STEP, ORGANIZATIONAL
STRATEGIC CHANGE MANAGEMENT PROCESS
52. Step one of the strategic change management process starts with an
assessment of the organization’s Mission and Vision, challenges (pains),
enablers and values.
The following strategically-relevant items form the scope to be scrutinized by
business managers:
The company's mission statement
The company's strategic plan/vision
The financial status of the organization
How the organization is currently structured and operating
The level of expertise of their employees
Customer satisfaction level
Tools:
SWOT Analysis
PESTEL Analysis
STEP 1: FORCES FOR CHANGE - INTERNAL
AND EXTERNAL STRATEGIC ASSESSMENT
54. Refer to page 37 in the Learner Manual
By referring to the 7-step organizational change management
process, apply each of the steps in your working environment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 8
55. Summary of the key learning points
Questions
Conclusion
Good luck with the implementation of change management
processes, systems and tools in DoL (UIF)
CONCLUSION