change is part of our life...

1. Understanding Change www.humanikaconsulting.com

2. WHY organization must be change? ORDINARY  SUPER

3. Two categories of change Mandated change/ Top to Down (no or low autonomy) Self-initiated change (high autonomy)

4. “The Leader’s relationship and attitude to change plays a key part in the way that change is managed within the organization”

5. “Understanding your organization makes easy to make changes”

6. CONCEPT 1 : Lewin (1947) : 3 stage model of Attitude Change Unfreezing - strategies for gaining support for change Moving - reducing resistance, motivating, cultural change Refreezing - evaluating and anchoring change in organization

7. Unfreezing Breaking down existing ways of doing things Discarding conventional methods & behavioral patterns Introduce new methods & behavior Techniques: Education, Communication, Participation in decision-making, etc.

8. Changing or Moving Move towards proposed change New learning It is a time of trial & error Careful guidance – problems arise – tackled efficiently

9. New beliefs, attitudes gained, behavior learnt are implemented Manager – Change agent’s role Reinforcement Refreezing

11. Create a Guiding Coalition (a critical mass to drive change)

12. Develop a Vision and Strategy

13. Communicate the Change Vision

14. Empower Action

15. Generate Short Term Wins

16. Consolidate Gains and Produce More Change

18. Using CONCEPT to help understand your organization What personal CONCEPT would you use to describe your organization? What does the CONCEPT that you chose to describe your organization say about your relationship with it? Do you have any control or power, or are you ‘powerless’? Do you want to bring about any change? Do you stand a chance?

19. The Organisational Iceberg(based on Hellreigel, Slocum and Woodman (1998) Overt Procedures Formal Organization Organizational Structure Technology Financial Resources Policies and Objectives Formal Roles / Job Descriptions and Titles Formal Communication Structures Rules and Regulations ‘Public Culture’ Hidden Ethos ‘Private Culture’ Values Norms Organization Attitudes towards one another Loyalties Personal Aspirations and Goals Power Networks Management Styles and Values Motivations and Commitment Rumour machine Fairness in the Reward Systems Cliques Threats Bullying Hidden Rules The Silent Majority Success and rewards for those ‘in the know’ Psychological Safety

20. Reasons for Change Factors may lead to a necessity for change To improve performance To reduce waste and inefficiency To improve management control and satisfaction of the employees To improve the quality and productivity of an organization To compete in the changing market environment To achieve the desired business results as early as possible

21. Making Change Happen Two Approaches to Organizational Change Organization Development (OD) Formal top-down approach Grassroots Change An unofficial and informal bottom-up approach. Change that is spontaneous, informal, experimental, and driven from within.

22. Barriers to Change - identifying the root causes Its only by analyzing where the problem lies that you can decide what to do, and work out what strategies to put in place -strategies should be context specific

23. Understanding the barriers to change

25. Institutional Resistance Change not locked into strategic development ‘Wrong’ timeframe Organizational culture has an in-built inflexibility (new titles but same old systems and structures beneath) Inexperienced and inflexible managers who lack charisma, leading change Threats to existing power holders Lacks a ‘fresh’ view of situation Carries a history of poor change management Poor people management Kinchington (2004)

26. Overcoming Resistance to Change Education and communication Participation and involvement Facilitation and support Negotiation and agreement Leadership

28. Persons who act as catalysts and assume the responsibility for managing the change process.

29. Types of Change Agents

30. Managers: internal entrepreneurs

31. Non-managers: change specialists

33. 1. Immobilization + shock (mismatch between expectations v reality)

34. 2. Denial of Change

35. 3. Incompetence (resulting in increased awareness and frustration)

36. 4. Acceptance of Reality (willing to let go)

37. 5. Testing (working out ways of dealing with the new reality)

38. 6. Search for Meaning (internalizing the situation and trying to make sense of it)

39. 7. Integration (leading to changing viewpoint and behaviors)

40. Managing Stress on Change

41. 1. Individual Approaches Implementing time management Increasing physical exercise Relaxation training Expanding social support network

42. 2. Organizational Approaches Improved personnel selection and job placement Training Use of realistic goal setting Redesigning of jobs Increased employee involvement Improved organizational communication Offering employee sabbaticals Establishment of corporate wellness programs

43. Strategies normally used by managers to Handle Resistance: Avoidance Providing Information Participation Manipulation Negotiation Power/Force But maybe a more individualized -tailored approach should be considered

44. What Can a Manager Do?

45. 1. Do not ignore the people side of “change Management” The practice of Change Management is a combination of the methods used by people (usually management teams) within organizations to ensure organizational transition is completed efficiently and effectively.

46. 2. Interpersonal and communication skills Their interpersonal and communication skills so that they could help their staff overcome the pains associated with change.

47. 3. Stop thinking of change management as a stand-alone initiative and start accepting it as an everyday reality

48. 4. Anticipate what and where the resistance will be and plan for it accordingly All managers need to realize that resistance to change is normal. Given that change is an ever-present reality in today’s work place, it is safe to say that resistant behavior is inevitable in most organizations. Managers need to identify this behavior and help staff manage it by utilizing the proper interpersonal and communications skills.

49. Lessons from School LeadersFlintham (2005)

50. 1. Heroic Head - rescues school from failure

51. 2. Consolidator Head - steady hand on tiller

52. 3. Nurturing Head Rebuilds fractured relationships and bruised morale in schools that have been through crisis or tragedy

53. 4. Pruner Head - cuts away dead wood to make room for new growth

54. 5. Visionary Head - sees long term potential and has extended plan for its achievement

55. But what if there is a mismatch? …..

56. So, where are the ‘sticking points’ in your organization? Do they lie? Where do you need to start? SWOT? How urgent is the need to change? Is the change Self-Initiated or Imposed/ Mandated?

57. Let’s Start the Change …