Processes of Change

1. Processes of Change Rational Emotional Political

2. Rational Process of Change identify forces demanding change design the change programme communicate change programme select the change agents implement the change programme obtain feedback modify the change programme

3. Ideal situation in transitions the organisation desired change

4. Likely constituencies of transitions Because of: Perceived professional challenges Perceived personal gains Excitement of growth Because of: Ignorance Perception of personal loss Conflict of ideology/values the anti the pro Because of: Lack of confidence in self/others Past experiences of change Lack of understanding of implications the uncertain

5. Locked transitions the anti the pro the uncertain

6. Minimally desired configuration of transitions the anti the pro the uncertain

7. The Challenge of Polarisation of Constituencies The Threatened The Thriving Security Stability Recognition Equity Growth Challenge Achievement Equity Concerns Powerlessness Deprivation Susceptibility to Violence Confidence Assertions of the Elite’s Values Psychological State

8. Constituency Thrust Style Leadership Challenge in Transitions The Threatened The Thriving To Nurture To Empower Reassure Mobilise Develop & Prepare Channelise Rehabilitate Leverage Steering Navigating

9. Political Skills in Managing Change Stance of critical people towards suggested change Acceptance Non-acceptance Approach of critical people Supporter Opposer Active Educate / Confront / By-pass / Remove Nurture Obstructionist Potential Ally Passive Expose / Bring to Active Group Include

10. Types of Changes Scope of the Change Radical Incremental Pace of the Change Aggressive Turnaround Reactive Adjustment Rapid Gradual Evolutionary Change Continuing Improvement

11. Approaches to Cultural Change Aggressive Evolutionary Indoctrination

12. Strategies of the Aggressive Approach Create disruption with the intention of establishing a new culture.This involves: Deliberate attack on the existing culture and practices by converting past successes and strengths into failures and weaknesses. Developing a sense of shock by creating insecurities and anxieties Putting the leaders of the past symbolically in the dock.

13. Characteristics of the Aggressive Approach Emphasis on action and not on sensitivity to feelings and preferences. Top down, detailed and elaborate, and with a sense of immediacy. Strong focus on the control of deviance through informal intelligence network, well defined boundaries of behaviour and action, and visible action against deviants. Communication characterised by the use of macho language with strong imagery of war and power.

14. Aggressive approach can lead to: Rapid politicisation of the organisation. Sabotage and distortion in information flow. Reassertion of the old culture and approaches and throwing out of the champions of the new.

15. Characteristics of the Evolutionary Approach Grafting on and chipping of the old culture and practices to bring in the new.This involves: Changing the contours of the existing culture. Incrementally improving and extending the existing culture to new areas with new meanings. Continue to value the leaders of the past symbolically.

16. Strategies of the Evolutionary Approach Emphasis is on harmony, nurturance and continuity. It is top supported and not top directed. Willingness to wait. Softening of the opposition through dialogue and involvement. A start is made with the most acceptable change and gradually takes the organisation to a point where going back appears more costly than going forward. Communication is characterised by mutual trust and respect.

17. For an Evolutionary Change to Succeed The need for change must be communicated as an adjustment to the environment and not as a rejection of the past. The change requirements should not be repugnant to the organisation’s culture and must not cross the lakshman rekhaof what the organisation must do and what it will not do. Within these boundaries the change can restate priorities, redefine measures of performance, and redesign the processes of decision-making . The change effort must incorporate a communication strategy to re-articulate the continuation of the core values.

18. Evolutionary approach can : end up only as an incremental change unless continuity is maintained and monitoring is deliberate.

19. Strategies of Indoctrination Establishing a new culture and practices through a well-planned and programmed learning process through: Selection of a set of beliefs and values. Implanting of this set of values in a subtle way through a professionally managed educational programme / culture training. Creation of a cooperative and friendly learning atmosphere but discouragement of egalitarianism and individual initiative. Focus on persuasion and conversion rather than direction and visible control.

20. Indoctrination approach can lead to: Behavioural conformity rather than change of approach.

21. Essential Requirements for Organisational Change Change must be seen as an organisational necessity and not the agenda of an individual. The logic for the change must be clearly stated and widely shared. The effort at change should not be seen as a spare-time activity. Change must be comprehensive and congruent. The projected results must be seen to be worth the pain of change. Change must be seen to be succeeding. Change requires political skills to succeed.

22. Planning for Change The change initiative must simultaneously consider the impact on and adjustments required in all the components of an organisation, namely, strategy, structure, procedures, technology, and people. The plans for change must break down the total change requirements into feasible and implementable programmes. The plans for change must build in indicators of successful completion of each programme.

23. Building Success The change process must be built around and emphasise the strengths of the organisation. A sense of movement and achievement must be signalled frequently and communicated widely. The contributions of a wide segment of people to the change effort must be made visible without glorifying an individual. The path to change should be flexible but the direction must remain sacrosanct.

24. Key questions in managing transitions A person with credibility Who should communicate A person with authority A person with empathy Factual information What should be communicated A sense of optimism Resolve and reassurance Commitment to openness

25. Managing transitions effectively Frequent dialogue How to communicate Multiple channels Sensitivity to language With whom to communicate The employee groups The opinion leaders The authority figures The families The other stakeholders

26. Inter-dependence of Organisational Components structure strategy systems organisation outputs inputs people culture technology