New model for implementing effectively the change management

D R . E . J . S A R M A
A P R I L - 1 9 - 2 0 1 4
New model
for managing organizational
change

8-step-AAiDCCAR- organization change
model
5/5/2014Dr.E.J.Sarma/ocm/2014
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Attention
Awareness
Interest
Desire
Comprehension
conviction
Action
Result

Attention
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Attention is an umbrella term -it is all about human
brain and information processing
It is taking possession of mind in clear vivid form
We remember what we attend to
If that is the case just one speech to people is that
enough to change?
Transition from pre-attentive to focused attention has to
be done fairly quickly

Attention
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 We need to reach people with a
message that will help them
decide to change their behavior.
 If the message isn't
understandable, if it doesn't
reach the audience, if it scares or
offends them too much, if it
doesn't seem to appeal to them,
or if it simply doesn't register at
all, they won't change .

Attention
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 In any change effort there has to
be a compelling reason
 It is not enough if this remains
in the mind of the CEO
 Let us create some rules:
 Rule no 1:
 If you want other's to pay more
attention to you, you have to
have a strong reason and be
interesting when conveying
Arouse curiosity


Attention
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 Rule no 2:
That reason has to be powerfully
communicated to catch the attention of
every one who can influence change process
and acceleration
 Rule no 3:
Communicate directly
Use the story telling
Abundant seminars
Use Multiple channels
Repeat and repeat the message

Awareness
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 Awareness is Mindfulness-
bringing one’s complete
attention to the present
experience on a moment-
to-moment basis, or
involves paying attention in
a particular way

Awareness
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 Awareness is the state or ability to
perceive, to feel, or to be conscious of
events.
 In this level of consciousness, sense
data can be confirmed by an observer
without necessarily implying
understanding.
 More broadly, it is the state or quality
of being aware of something.
 Can cat be a lion?

Awareness
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 Fundamentally, engaging people on
complex concepts and information
is difficult!
 Picking a single ‘hook’ or
outstanding benefit can
be challenging.
 Large groups of people are unlikely
to be interested – so by keeping
the target pool smaller easier to get
attention and awareness
 How do we know it caught the
attention of everyone?

Awareness
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 Impact review – quick surveys
will tell reach and registration of
the message
 Once the attention is caught –
continuous communication
effort-more effort is required to
create an impact that will enable
the need to be aware of change
imperatives,
 This can trigger the next move

Awareness
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 Covert awareness is the knowledge of something
without knowing it-many employees exhibit this
behavior during change process
 Fear or peer /social pressures create this behavior

Paradigm shift-
what makes people suddenly change their behavior
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 I met a man travelling in local train
in Mumbai with 3 young kids at
night
 This last train had few travelers
returning home and immediately
they tried to sleep once they entered
 The kids were jumping all over
making noise
 Few passengers told him to silence
the kids as they were disturbing the
sleep. Some even shouted at him ,
saying how incompetent father he
was by being unable to discipline the
kids

Paradigm shift
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 That is when he told them that
he couldn’t scold the kids
because he was in grief as he
had just returned from the
hospital where his wife died
and the kids were not able to
comprehend the tragedy
 This information had dramatic
effect on the very same people
and they started asking him if
he needed help . Anger
vanished and compassion came
in

Paradigm shift
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 This paradigm shift
happened because of the
vital information that he
shared.
 Lesson-Let us not assume
that people have the
necessary data and
information. Provide it to
change the behavior

Interest
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• Interest is a feeling or emotion
that causes attention to focus
on an object, event, or process
–includes curiosity and to a
much lesser degree surprise.
• The power of the story and
the reasons for change should
be compelling to create
enough interest
• “

Interest
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To People with “Not- Changing”
attitude Consequences must be high
lighted
Perceived positive out come of change
must be conveyed powerfully
Echo what people said about the future
of the organization
One Can kindle enough interest that
will propel the persons impacted by
change to act if people connect with
the reasons
This is the first step in driving change

Desire
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 Desire is a sense of longing for
a person or object or hoping
for an outcome.
 Desire is urge to do one step –
when you are at the fork which
road to choose will depend on
where it is leading


Desire
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 if the interest is like “fatal
attraction “ then you want
to get into the act strongly
 Once interest is created
there will be intense
desire to take steps to act

Desire
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 This is critical step to ensure that
people align and signup for the
process
 Unless there is a strong urge must
be created in majority
 The late adopters will be more
thereby escalating project time line
 Have target as to how many you
wish to reach and have in this
bucket.
 Measure often this category

Comprehension
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
 It is hardly a secret that people
find most documents very difficult
to comprehend and that there are
several reasons for these
difficulties. The narration is loaded
with technical terms that need to be
deciphered and memorized. There
are complex
 Comprehension happens in the
minds of people who have the
desire to change,

comprehension
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 Say you wanted to buy lexus ES 350
and visited the dealer , wont you may
go home and research everything
about lexus for next few days and try
to convince yourself why Lexus ES
350 is “ the right car” for you.
 People just do not buy “change
theme “ instantly
 They think about the possible
benefits to them and effort vs
rewards
 Questions like “ what is in it for me”
will be asked

Conviction
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 “if you hold a moral
conviction, you believe that
this conviction as to what is
right vs. wrong is not mere
personal preference. You
believe that EVERYBODY
must conform to the criterion
you believe in.-- Skitka et al.
(2005, p. 896) cite a quote
from psychologists Haidt,
Rosenberg, and Hom:
 Conviction is strong belief
that “this is good for me”

Conviction
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 It is all about firm belief-disambiguation
 Once people think through, the determination
to change happens .
 Unless there is conviction that change will impact
positively there will not be any action
 It may be good to have over 70% in this category to
begin with when the project is few months of
initiation

Action
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 Depending on the conviction people
take steps to act
 To participate in change
 Have the list of things expected of
people

Action
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 Is it new skilling, behavior
modification, cultural change
enterprise wide etc
 And bucket people in each category
and have action steps for each
category
 This will ensure acceleration

Result
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 Present the Grand
vision that is exciting
 The out come then is in
seeing the change
process being
accelerated and
absorbed by everyone

So you want to be category killer?
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 a fine example of a Goal which made strong
impact
Want to be like
these companies ?
 Toys R us
 Home Depot
 ebay
 Yahoo
 Facebook
 Twitter
Super category killer
Category killer
Strong brand
Me too/Also Ran

More work to be done ?
at 3 levels of engagement
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Level 1-High-involvement - includes those
commit unquestionably. engaged fully, lead the
efforts
Level 2-moderate involvement - still
having some doubts. But will commit once
there is some visibility of positive outcome of
changes that were projected in step 1 through
Level 3- low involvement- still unsure
hesitating and waiting

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New model for implementing effectively the change management

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