Managing Change: Theory, Models, and Process

1. Process Models of ChangeChapter 1

2. Open Systems Theory Organization Transforms inputs into outputs Inputs Outputs

3. FIT & ALIGNMENT • External Alignment– Fit between the organization and its external environment • Internal Alignment—Fit between its internal components • The key to an organization’s prosperity and long-term survival is the quality of FIT and the state of ALIGNMENT between its internal components and its eternal environment. • Internal and external alignment promotes organizational effectiveness • Because, when aligned, the various elements reinforce rather than disrupt each other, thereby creating synergy and preventing loss of resource. • This is the ‘Theory of Congruence’.

4. Open Systems Theory Inputs Outputs Internal alignment Alignment is best viewed as a process rather than a state (because perfect alignment is rarely achieved) Failure to recognise the need for change and forces for inertia that resist change make it difficult to achieve and maintain alignment External alignment External alignment

5. The Intentional Management of Change The intentional management of change involves a change agent deliberately intervening to create a new state of affairs

6. Lewin’s Force Field Theory Driving forces Restraining forces Stable quasi-stationary equilibrium

7. Lewin’s Force Field Theory The level of behaviour (current state) can be changed by: Driving forces Restraining forces Increasing forces for change Driving forces Restraining forces Diminishing opposing (restraining) forces

8. Achieving Lasting Change Both approaches can be effective but the secondary effects associated with each approach are different. • Pushing for change (increasing the driving forces) produces greater tension and only secures compliance. New situation original situation PUSHING for change COMPLIANCE • Reducing restraining forces can promote ownership and win commitment

9. Force Field Analysis • New Product Quality Initiatives

10. Force Field Analysis

11. Lewin’s Three Step Model of Change Lewin argued that successful change requires a three step process: Unfreezinginvolves destabilizing the balance of driving and restraining forces. This can be achieved by weakening the restraining forces; for example, by creating a vision of a more desirable future. Movinginvolves shifting the balance of driving and restraining forces by intervening to modify attitudes and beliefs and by adjusting the processes, systems and structures that shape behaviour. Refreezinginvolves reinforcing new behaviours in order to maintain new levels of performance and to avoid regression.

12. Key Steps in the Change Management Process External change presents problems & opportunities Review Diagnose Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement review present state identify future state Building on Lewin’s notion that change is a process, Hayes and Hyde developed a model that identifies some of the critical aspects of managing change.

13. Diagnose review present state identify future state Review • Recognizing the need for change • Recognition involves complex processes of perception, interpretation and decision making. Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement

14. Diagnose review present state identify future state Review Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement Who formulates the agenda for change? Do leaders listen to informed others? Some of the questions that have to be addressed at this stage Do informed others voicetheir opinions?

15. Diagnose review present state identify future state Review • Starting the change process • This involves • Translating the need for change into a desire for change • Deciding who will manage the change Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement

16. Diagnose review present state identify future state Review Is there a guiding coalition with sufficient power to get things done? Implement the change Sustain change How is the need for change translated into a desire for change? Recognise the need for change Start the Change process Plan & prepare to implement Who leads the change: senior managers or users? Some of the questions that have to be addressed at this stage

17. Diagnose review present state identify future state Review • Diagnosis • Reviewing the present state • Identifying the desired future state • People are more likely to be motivated to change if the diagnostic process: • Disconfirms their view that all is well • If this challenge produces an appropriate level of anxiety • The vision offers sufficient incentive Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement

18. Diagnose review present state identify future state Who does the diagnosis (senior managers, experts or users/operators)? Review Are they willing to accept new data or do they defend the status quo? Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement Does the diagnosis create a shared vision that helps direct change efforts ? Some of the questions that have to be addressed at this stage

19. Diagnose review present state identify future state Review • Preparing and planning for implementation • Plans have to take account of different lead times, interdependencies, necessary resources and other constraints • Most important of all, plans need to address political issues. Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement

20. Diagnose review present state identify future state Review Is it clear what needs to be done? Is the change strategy appropriate – for example, push or pull? Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement Is sufficient attention given to stakeholders? Some of the questions that have to be addressed at this stage

21. Diagnose review present state identify future state Review • Implementing • Implementation may involve following a ‘blueprint plan’ to move from A to B. • However, sometimes it is impossible to specify B. Implementation becomes an open-ended, iterative process. It involves taking tentative steps in what is hoped is the right direction and then reviewing whether the step worked and the direction still holds good. Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement

22. Diagnose review present state identify future state Review Do leaders communicate a compelling vision? Do they adopt the most effective communication strategy? Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement Do they empower and motivate people to implement the change? Some of the questions that have to be addressed at this stage

23. Diagnose review present state identify future state Review • Reviewing • Reviewing not only refers to a post-implementation review. It is an on-going activity, checking progress against agreed milestones. Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement

24. Diagnose review present state identify future state Are there opportunities for dialogue for all involved in the change? Are mistakes viewed as opportunities for learning? Do managers actively seek feedback? Do people appreciate the systemic nature of the organisation? Review Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement Some of the questions that have to be addressed at this stage

25. Diagnose review present state identify future state Review • Sustaining • Sustaining involves refreezing behaviour at the new level for as long as it is beneficial to do so. • It includes: • Consolidating and building on gains • Spreading new methods and process across the organisation. Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement

26. Diagnose review present state identify future state Review Do leaders reinforce changes post-implementation? Do leaders avoid declaring victory too soon? Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement Some of the questions that have to be addressed at this stage

27. Diagnose review present state identify future state Review Managing people issues Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement • Throughout the whole process a number of people issues have to be addressed. These include: • Power, leadership and stakeholder management • Communication • Motivating others to change • Support for others to help them manage their personal transitions

28. Diagnose review present state identify future state Specimen questions that involve power, leadership and stakeholder management Are mistakes viewed as opportunities for learning? Review Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement Is the change strategy appropriate – for example, push or pull? Is sufficient attention given to stakeholders? Is there a guiding coalition with sufficient power to get things done? Do leaders reinforce changes post-implementation? Who leads the change: senior managers or users? Do leaders avoid declaring victory too soon? Do leaders communicate a compelling vision? Who formulates the agenda for change? Who does the diagnosis (senior managers, experts or users/operators)? Do they empower and motivate people to implement the change? Are they willing to accept new data or do they defend the status quo? Do leaders listen to informed others? Does the diagnosis create a shared vision that helps direct change efforts ?

29. Diagnose review present state identify future state Are there opportunities for dialogue for all involved in the change? Specimen questions that involvecommunication Do managers actively seek feedback? Do people appreciate the systemic nature of the organisation? Review Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement How is the need for change translated into a desire for change? Is it clear what needs to be done? Is sufficient attention given to stakeholders? Are they willing to accept new data or do they defend the status quo? Do leaders listen to informed others? Do leaders communicate a compelling vision? Does the diagnosis create a shared vision that helps direct change efforts ? Do informed others voice their opinions? Do they adopt the most effective communication strategy?

30. Diagnose review present state identify future state Are mistakes viewed as opportunities for learning? Specimen questions that involvemotivation Are there opportunities for dialogue for all involved in the change? Review Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement How is the need for change translated into a desire for change? Is the change strategy appropriate – for example, push or pull? Is sufficient attention given to stakeholders? Do leaders listen to informed others? Does the diagnosis create a shared vision that helps direct change efforts ? Do they empower and motivate people to implement the change?

31. Diagnose review present state identify future state What other questions need to be addressed at each step in the change management process? ? ? Review ? Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ?

32. Diagnose review present state identify future state Learning log After each session review what you have learned and, prompted by the material studied, identify the questions that a change manager might need to address. ? ? Review ? Implement the change Sustain change Recognise the need for change Start the Change process Plan & prepare to implement ? ? ? ? ? ? Many of the questions you identify will relate to the step in the change process that you have been studying, but you might also think of questions that relate to other steps in the process. Make a note of these on the appropriate page in your log. ? ? ? ? ? ? ? ? ? ? ? ?

33. Summary Open systems theory suggests that the key to an organization’s prosperity is the state of alignment between the internal components of the organization, and between the organization and the wider system of which it is a part. Alignment is presented as a process rather than an end state. Lewin’s force-field theory and his three step model of change provide a conceptual framework that can facilitate the process of change management. Drawing on the work of Lewin, a generic model of change management (which applies to change at the level of the individual, group and organization) is presented as a process involving eight elements.