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UNIT 14PROCESS OF CHANGE
Objectives
After studying this Unit you should be able to understand:
what is change ?
types of change
alternative strategies of change
process of change, a few models of change
resistance to change
commonly used interventions of Managing Change.
Structure
14.1Introduction14.2Drivers of Change in Business14.3Alternative Strategies of Change – at a Glance14.4Process of Change14.5Change Models14.6Phases of Planned Change14.7Resistance to Change14.8Overcoming Resistance to Change14.9Some Principles of Change14.10Reducing Resistance to Change: Few Suggestions14.11Commonly used Interventions for Managing Change14.12Summary14.13Self Assessment Questions14.14Further Readings
14.1INTRODUCTION
The dictionary meaning of change as a noun is — ‘making or becomingdifferent, difference from previous state, substitution of one for another,variation’ etc. Change is also a verb meaning — ‘to undergo, show or subjectto change, to make or become different’. We are experiencing changes in allspheres of our lives — food, drinks, clothing, relationships, ambitions, livingstandard, work, tools, techniques. The changes are occurring so fast that peoplesay ‘in this rapidly changing world change is the only constant’.There are numerous visible and invisible forces , which are constantly affectingchanges in organizations, a few of them may be enumerated as follows:Technology—Tools, techniques, instruments, methods, procedures.Work force—Knowledge, skills, ambitions, expectations, needs.Economy—Liberalisation, globalisation, privatisation, breaking thebarriers resource imbalance.Competition—Mergers, acquisitions, entry of new organizations, newproducts, lowering prices, better services.
 
OrganisationalDevelopment and Change
2Social trends—Nuclear families, working couples, late marriages, onechild norm.Political—Warning ideologies, new equations, transitoryrelationships, coalition Govts etc., single superpower.Financial —New types of Finances and Financial InstitutionsAll changes are not similar in nature. Some changes keep on happening ontheir own and some are planned. There are three types of changes.
Evolution
Revolution
Planned changeWhen people are not willing or / and not prepared for facing the change,change comes gradually as a natural process, in small adjustments or shifts inresponse to emerging problems — this type of change has been calledEvolution.When people reach a state of readiness to resolve conflicts by applying forceon others to comply through coercion or suppression, revolution takes place.When efforts are made to make others experience the need of change anddetermine the ideal or desired situation and striving to achieve the ideal ordesired state through planned actions — planned change takes place.Social and Behavioural scientists have made diverse approaches to understandexplain change process.Marilyn Ferguson has described four types of change in his “Aquarian conspiracy”
Exceptional Change
A particular change is accepted as an exception; there is no change in ongoingaspects. The existing beliefs are not changed but specific change is introducedseparately, as an exception. In THE R&D division of a large organization flexitime was introduced as an exception — all other divisions were continuing theongoing system.
Incremental Change
A gradual change, those who are affected do not experience it initially.Computerisation in offices has been introduced as an incremental change inmost of the organizations.
Pendulum Change
Change from one extreme point of view to the opposite — pendulum change.In a Company elaborate procedures of open tender was in practice forengaging Consultants; suddenly they decided to go for single tender onnegotiation basis.
Paradigm change
The new information about an event, object, behaviour, image is integrated andthe ‘picture shifts’ or enlarges, emergence of a new belief — such a change iscalled paradigm change. A ‘paradigm’, in simple words may be understood asa cognitive model of how things are or a standard for how things should be.For example, the consideration for the success of a PSU today in comparisonto those in the seventies.
 
3Change also has been explained as a continuum — the two extremes being
NoDesiredConstantChange(Productive Change)ChangeNo Change Position
The ‘no change’ position indicates the ‘0’ condition of ‘inertia’ — sticking totraditional view, valuing the past conservative thinking that ‘new’ is definitelybad. Any change or deviation from the past is perceived as a threat — athreat to beliefs, habits, preferences, norms and prevailing order. An example is— evolving a performance management system, constantly sticking to theprevious method — where boss does it alone.The major benefit from this position is ‘stability’, less efforts, comfort, less risk but it also brings no growth, boredom, dissatisfaction, conformity and stagnation.
Constant Change
The extreme ‘right’ indicates the state of ‘constant change’ and presents adynamic approach having a constant focus on future. It considers the ‘new’ asalways good. Any change is seen as positive and resistance is seen as bad —not moving with times and an opposition to the norms and values and progress.A restlessness for knowing what is new and adapting the same without ourobjective assessment of the strong and positive aspects of what is the past orthe present, not even the existing capabilities. In order to convince orimplement the changes not much regard to the affected people is given, andeffort to convince has much jargon and force and excitement. Some times, thefocus on what is important and crucial is lost. This state provides energy,excitement and a Zeal to go ahead of the traditions.
Productive (pragmatic) Change
Between the two extremes is another approach ‘the Pragmatic approach’ of change — which is focused on the existing state (what is happening) andchange seen as inevitable. The emphasis is on explaining the need for changeand making a conscious choice without having a fascination or inertia for thepast nor a compulsion for a rapid change.
14.2DRIVERS OF CHANGE IN BUSINESS
There are many visible and invisible factors, which may compel a businessorganization, how to effect changes of various types. A few general changedrivers are — increased competition, Price cuts, Technology, Laws, Customer / user demand.
Change Targets
There could be a Variety of possible targets of change in an organization.A few are :
Vision, mission task, and goal
Structure
Strategy
Systems, procedures, technology
Organizational Values
Management styles
Culture
Human resource : knowledge, skills, attitudes, values
Process of Change
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