CHAPTER 10
MANAGING CHANGES
 Strategy in Managing Changes
 Education process for Change &
Improvement Actions
 Model / Method of Change
Management
BY: UK RAAI A/P CHEN GB120172

Definition:
Refers to a set of basic tools or structures
intended to keep any change effort under control
with the goal to minimize the distractions and
impacts of the change (Kotter, 2011).
The process, tools and techniques to manage the
people-side of change to achieve a required
business outcome. (Prosci Inc.)

10.1 Strategies in Managing Change
“Strategies for effective changes”
Assess organizational readiness
Develop future state vision
Engage leader
Communicate
Transition staff
Facilitate individual change
Create organizational alignment
Train
Monitor and remediate
Paton, R. A. & McCalman, J. (2000).

STRATEGY 1: ASSESS ORGANIZATIONAL
READINESS
 Evaluate the high level impact of changes.
 Identify the key point of risk.
 Plans to address the key point of risk.
 Identify the person involved and impacted in the
process of changes.

STRATEGY 2: DEVELOP FUTURE STATE
VISION
Explaining the changes
Analyse and make the comparison of the
outcome.
Decide for future vision.

STRATEGY 3: ENGAGE LEADER
 Identify the gap between current and future.
 Identify individuals that could help in changes
program.
 Develop a plan to gain the buy-in and support
of those individuals most critical to success.

STRATEGY 4: COMMUNICATION
Develop a communication strategy and
roll-out plan to create understanding and
drive acceptance.

STRATEGY 5: TRANSITION STAFF
Develop plans for staff transition, deployment,
separations and talent retention.

STRATEGY 6: FACILITATE INDIVIDUAL
CHANGES
Build change adaptability skills and help
individuals internalize and move through
the change easily.

STRATEGY 7: CREATE ORGANIZATIONAL
ALIGNMENT
Evaluate relevant programs and policies, to
identify points of incongruence and develop
plans for alignment.

STRATEGY 8: TRAIN
Develop a training strategy to create
proficiency for operating under the new
model.

STRATEGY 9: MONITOR AND REMEDIATE
Measure adoption and performance.
Develop strategies to address problems.

10.2 Education process for Change &
Improvement Actions
The objective of education changes
Factor of changes
Change in education
Improvement action in TVET

OBJECTIVE OF EDUCATION CHANGES
To reduce conflict.
To enhance productivity.
As the external and internal motivation.

FACTOR OF CHANGES
Technology
Labour
market
changes
Lifestyle
FACTOR
Economic
sector
changes
Competition
Political
policy
changes

CHANGES IN EDUCATION
Education as the main contributor to the
development of the nations (Fagerlind &
Saha, 1985).
Focus on:
i) Expanding and improving education needs
(enhancing the skills and productivity).
ii) Smart education (Pembestarian
Pendidikan).
iii) ICT engagement

CHANGES IN EDUCATION
Implication of changes :
i) Improvement in economical, social and
political sector.
ii) Continuous innovation
iii) Education reformation

CHANGES IN EDUCATION – Education
Reformation
SISTEM PENDIDIKAN ANEKA JURUSAN (1965)
PROGRAM SAINS PADUAN DAN MATEMATIK MODEN (1971)
KBSR (1983)
KBSM (1989)
SMART SCHOOL (2000)
PPSMI (2003)
KURIKULUM STANDARD SEKOLAH RENDAH (KSSR)
PENTAKSIRAN BERASASKAN SEKOLAH (PBS)

IMPROVEMENT ACTIONS in TVET SECTOR
1926
Trade
School
1967
Transforma
tion for
Vocational
School
1987
SPVM
1991 –
2000
Establishm
ent of 12
Technical
Secondary
School
(SMT)
1996
Vocational
Secondary
School
(SMV)
transforms
into SMT
2002
SMT
transforms
into SMV
2002
Vocational
subject in
daily
school
system
2006
Modular
Curriculum
2013
Vocational
College
(KV)
2016
Diploma
Kemahiran
Malaysia
(DKM)
Diploma
Vokasional
Malaysia
(DVM)

10.3 Model / Method of Change
Management
Kurt Lewin Model of Change
John Kotter’s Leading Change Model
ADKAR Change Management Model
Change Management Model by Dessler
ACOT Model – Apple Classroom of Tomorrow

KURT LEWIN CHANGE THEORY
 Kurt Lewin change theory and Lewin's three step
model is very much a significant part of change
management strategies for managing change in
the workplace in the 21st century.
 Developed during the 1950's and the concept of
'Unfreezing-Transition-Freezing' still remains
very relevant today.

Three step change model phase
Unfreezing
Transition
Freezing

Unfreezing

Transition
Developing new behaviors, values, and
attitudes, sometimes through organizational
structure and process changes and
development techniques.
There may be a period of some confusion as
we move from the old ways of doing things to
the new.

Freezing
When the people, structure, and strategy
element and things are looking well, it is
time to lock things in.
We act here to make sure that the
improvements stick and continue being
applied until the changes become the 'way we
do things around here'.

JOHN KOTTER’S LEADING CHANGE
MODEL
 The change management according to John
Kotter, is about outlines the eight critical success
factors from establishing a sense of extraordinary
urgency, to creating short-term wins, to changing
the culture ("the way we do things around here").
 Kotter say's "Leaders who successfully
transform businesses do eight things right
(and they do them in the right order)."

JOHN KOTTER’S 8 STEP OF LEADING CHANGE MODEL
1. Establishing a sense of urgency.
. 2. Forming a powerful guiding coalition.
3. Creating a vision.
4. Communicating the vision.
5. Empowering others to act on the vision.
6. Planning for and creating short-term wins.
7. Consolidating improvements and producing still more change.
8. Institutionalizing new approaches.
Read further at http://www.change-management-consultant.com/john-kotter.html

ADKAR CHANGE MANAGEMENT
MODEL
ADKAR describes the required phases
that an individual will go through when
faced with change.
ADKAR is a foundational tool for
understanding ―how, why and when‖ to
use different change management tools.

The five building blocks of
successful change
Awareness
of the need for change
Desire
to participate and support
the change
Knowledge
on how to change
Ability
to implement required skills
and behaviors
Reinforcement
to sustain the change

AWARENESS
Awareness of the need for change for whole
organization.
Through communication activities within the
organization.
Let the people in the organization aware of:
- What is the nature of the change?
- Why is the change happening?
- What is the risk of not changing?

DESIRE
Desire to support the change.
Personal motivation to support the
change.
Organizational drivers to support the
change.

KNOWLEDGE
Knowledge on how to change.
Knowledge, skills and behaviours
required during and after the change.
Understanding on how to change.

ABILITY
Ability to implement new skills.
Demonstrated ability to implement the
change.
Barriers that may inhibit when
implementing the change.

REINFORCEMENT
Reinforcement to sustain the change.
Mechanisms to keep the change in
place.
Recognition, rewards, incentives,
successes.

CHANGE MANAGEMENT by DESSLER
(1995)
Phase 1: Change towards productivity
enhancement
This change affects certain parts of the organization
such as the change in the organizational structure,
introducing new technologies and provide staff
development program to increase the commitment
and productivity.

CHANGE MANAGEMENT by DESSLER
Phase 2: Changes in the organization's strategic.
 Changes made according to surrounding and involved
whole organizations such as redefine organizational’s role,
changes in the organization's core values​​, mission and
vision remodelling and changes in organizational strategy
and structure.

CHANGE MANAGEMENT by DESSLER
Phase 3: Reactive changes (with reaction)
 These changes occur due to the direct reaction of
customers and other interested parties (stakeholders).
 Sensitivity of customers and stakeholders on environmental
issues and ethics requires an organization to make
changes.
 Examples of changes: PPSMI (Studies in mathematics and
science) which is changed into English language.

CHANGE MANAGEMENT by DESSLER
Phase 4: Changes resulting from the expected
(awareness)
Changes do not due to the insistence of customers
but because of awareness among management
that changes will be necessary to ensure the
organization obtain competitive advantages.

ACOT Model- Apple Classroom of
Tomorrow
During the mid-1980s, a time of great
excitement about using technology to
enhance education, thus educators at
Apple Inc. proposed a simple experiment.
They would create environments in which
technology was used as routinely as paper
and books—and then observe the effects
on teaching and learning.

ACOT MODEL
STAGE
WHAT TEACHER CAN DO FOR THE
CHANGE?
ENTRY
Learn the basic of using the new technology.
ADOPTION
Use new technology to support traditional
instruction.
ADAPTATION
Integrate new technology into traditional
practice.
APPROPRIATION
Focus on cooperative project based and
interdisciplinary work-incorporating the
technology as needed and as one of many
tools.
INVENTION
Discover new uses for technology tools.

REFERENCES
i.
ADKAR Change Management: creating changes in individuals. eba.com. Retrieved
December 20, 2013, from http://www.educational-business-articles.com/ADKAR-changemanagement.html
ii.
Apple Classrooms of Tomorrow- Today Learning in the 21st Century: Background
Information. Retrieved December 18, 2013, from http://www.acot2.com
iii.
Cameron, E. & Green, M. (2004). Making Sense of Change Management: A complete
Guide to the Models, Tools & Techniques of Organizational Change. London: Kogan
Page Limited.
iv.
Dessler, G. (1995). Managing organizations in an era of change. Texas: Dryden Press.
v.
Fagerlind, I. & Saha, L. J. (1985). Education and National Development: A Comparative
Perspective. European Journal of Education. Vol. 20, No. 1. pp. 88-90.
vi.
Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business
Review (March-April), 59-67. Boston: Harvard Business School Publishing Corp.
vii.
Kritsonis, A. (2005). Comparison of Change Theory. International Journal Of
Management, Business, And Administration. Volume 8, Number 1, 2005.
viii.
Paton, R. A. & McCalman, J. (2000). Change Management: A Guide to Effective
Implementation. California: SAGE Publications Ltd.