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CHANGE MANAGEMENT

CHANGE MANAGEMENT. CHANGE. Change is as much an attitude of mind as it is a specific skill. The task of leadership is really to make the status quo more dangerous than launching into the unknown. John Harvey-Jones

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CHANGE MANAGEMENT

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  1. CHANGE MANAGEMENT

  2. CHANGE • Change is as much an attitude of mind as it is a specific skill. The task of leadership is really to make the status quo more dangerous than launching into the unknown. John Harvey-Jones • The only living organism that survives is that which adapts to change. Field Marshal Slim • Dealing with change is all in the mind. Once you have people working in the same direction as real members of real teams, then change becomes part of everyday life. Leaders need to start the process which ultimately the team will complete. John Quinn

  3. CRITERIA FOR CHANGE • CLARITY The person must understand what to change and why? • SELF AWARENESS The person must understand the need to change and its benefit, how to change, and the person must have the will to change . • OPPORTUNITY The person must have opportunities in which behavioural change can and should occur. • MEASURES The benefits must be apparent and recognizable positive change must be recognized.

  4. THE KUBLER-ROSS CHANGE CURVE 7 - Integration 2 - Denial 6 - Decisions 1 - Shock 3 - Frustration 5 - Experience 4 - Depression

  5. THE KUBLER-ROSS CHANGE CURVE Stage-1. Shock and surprise in response to the event or change. ‘I can’t believe it’. Stage - 2. Denial of the change and finding ways to prove that it isn’t happening. Sticking your head in the sand and reassuring yourself that it isn’t really happening. ‘I’ve always done it this way-these new ideas will blow over.’ Stage -3. On the way down, and experiencing anger and frustration. Often a tendency to blame everyone else and lash out at them. Still no acceptance of the change. ‘Why pick on me?’ Stage -4. Hitting rock-bottom and experiencing depression and apathy. Everything seems pointless and there is no point in doing anything. ‘I’m ready to give up.’ Lack of self-confidence.

  6. THE KUBLER-ROSS CHANGE CURVE Stage- 5.Stage 4 is so depressing that most of us start to pull overselves out of it. This is where you will start to try out new things. ‘I think I’ll have a go at this - after all, anything’s better than Stage 4’. Stage - 6. Deciding what works and what doesn’t work. Accepting the change and beginning to feel more optimistic and enthusiastic. ‘This isn’t so bad after all - it actually seems to be working.’ Stage -7. At this stage, you will be integrating the change into your Life it becomes part of your norm -’The new me’.

  7. TWO TYPES OF THEORIES OF CHANGE Theory E Change based on economic values Change usually involves heavy use of economic incentives, drastic layoffs, down-sizing & restructuring. e.g. Mr. William A. Anders of General Dynamics. Theory O Change based on organizational capability. Change usually involves a soft approach to change, the goal is to develop corporate culture and human capability through individual and organizational learning, the process of changing obtaining feedback analyzing and making further changes e.g. Hewlett-Packard.

  8. COMPARING THEORIES OF CHANGE Dimensions of change Goals Leadership Focus Process Reward System Use of Consultants Theory E maximize shareholder value engage change from the top down emphasize structure and systems plan and establish programs motivate through financial incentives consultants analyze problems and shape solutions Theory O develop organizational capabilities. encourage participation from the bottom up build up corporate culture: employees’ behavior and attitudes experiment and evolve motivate through commitment - use pay as fair exchange consultants support management in shaping their own solutions. Theory E & O Combined explicitly embrace the paradox between economic value and organizational capability set direction from the top and engage the people below focus simultaneously on the hard (structures and systems) and the soft (corporate culture) plan for spontaneity use incentives to reinforce change but not to drive it consultants are expert resources who empower employees

  9. CYCLE OF CHANGE

  10. QUESTIONS TO ASK YOURSELF TO ANTICIPATE EFFECTS OF CHANGE Q Have I ensured that everybody knows what benefits are expected from the change? Q Does everybody full understand and accept the case for change? Q Can I answer everybody’s vital question: “What’s in it for me?” Q Will the planned changes genuinely make people’s jobs more interesting? Q What would I want done for me if my job was at stake?

  11. QUALITIES OF A CHANGE AGENT Realistic Effective communicator Eager for improvement Attentive listener Restless Ideas person Good collaborator

  12. FACTORS: RESISTANCE TO CHANGE Lack of trust and confidence in others Lack of understanding - the reason why Lack of confidence in plans Ingrained norms and habits Threats of status Lack of individual self-confidence Perception of self/others Resistance to change Unclear benefits Historical precedent Lack of information Fear of loss Lack of motivation Fear of redundancy or lack of skills Fear of failure Conflicting ‘organizational messages’ - lack of management consistency Lack of ‘social proof’ Fear of the unknown Conflicting priorities Confusion

  13. REDUCING RESISTANCE TO CHANGE • Economic Incentives. • Two way communication. • Group Involvement. • Bargain. • Handling symbols. • Making changes tentative. • Ceremony. • Avoiding change till credibility is obtained. • Building on the past.

  14. FACTORS HOW TO USE THEM CHANGING CULTURE WAYS TO INFLUENCE BEHAVIOUR GOAL SETTING Set personal objectives for people so that they focus their minds on performance; reaching the goals will reinforce their enhanced drive. PRAISE Commend people, publicly or privately, to strengthen commitment. Be sure to set high standards, and never ignore mistakes. ENJOYMENT Make work fun, with celebrations, outings, posters, awards, and customer visits to stimulate all-round involvement. ROLES Allocate temporary or permanent leadership or facilitation roles to encourage people to take a wider view and develop their skills. REWARDING Be willing to pay generously for achievement. People may change their behaviour radically for significant pay rewards. CONDITIONS Move offices, redesign or redecorate them, or use other physical moves to create a fresh atmosphere that affects behaviour PROCEDURES Change the way you run meetings or award authority to reinforce new ways of relating to other team members.

  15. CHANGING THE WORLD When I was young man, I wanted to change the world. I found it was difficult to change the world, so I tried to change my nation. When I found I couldn’t change the nation, I began to focus on my town. I couldn’t change the town and as an older man, I tried to change my family. Now, as an old man, I realize the only thing I can change is myself, and suddenly I realize, that if long ago I had changed myself, I could have made an impact on my family. My family and I could have made an impact on our town. Their impact could have changed the nation and I could indeed have changed the world.

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