Implementation

Effective Change Management

Organization members are the key source of

energy for change

Effective Change Management Effective Change Management

Key members recognize the need for change •Willingness to change norms and procedures
and are attracted by the positive outcomes of
change

Employee Readiness for Change

Perceived Personal Risk from Change

Low High

Why do people
Dissatisfaction

High

Moderate to
with Current

resist change?
Situation

High indeterminate

Moderate to Low
indeterminate
Low

1
Fear…I stand to
Why change?
lose a lot.

HE’s pushing
This will hurt
through this
too much….
change?

It wasn’t my
This will just
idea, so why
make my life
should I be
more difficult!
concerned?

2
 No one else
I don’t think so! thinks it’s a
Make me! good idea, so
….

Why do people I’m going to get

accept change? promoted!

It’s about time!

We’ve been This will solve a
needing this for lot of problems!
some time now!

3
 I’m excited to see
If he thinks it’s a
that some of my
good idea then
ideas made a
I’m all for it!
difference.

This is going to
give me some
This will make great experience
my life so much and I’ll be able to
easier! work with some
important
people!

Negative Behavioral Reactions to

Change

Every one I’ve

talked to is
excited about it!

4
Disengagement Withdrawal

Lose interest in
job

No commitment

Confront Disidentification
employees

Draw them out so

they can identify
concerns that
need to be
addressed

Identify Encourage
threatened employees to
explore their
feelings &
Feel vulnerable
transfer positive
feelings into new
Cling to past situation.
procedures

5
 Disenchantment Anger!

This will never work! Sabatoge

Move negative, emotionally Acknowledge anger as normal --

charged state to neutral state don’t hold it against them

6
 Disorientation Lost & confused

Waste time trying to figure out what Ask lots of questions

do to instead of how to do things. Becomes too detail oriented

Elements of
Successful
Change

Explain change in a way that minimizes

the ambiguity that is present.

7
 Why do implementations fail?
Desire to change

Ability to change

Permission to
change

Design flaws Unrealistic expectations

Lack of support from upper management No implementation strategy

8
 Politics of implementation

High levels High levels

=
of conflict of failure

Force Field Analysis

Driving forces Resisting forces

Counter-
High performance goals Group norms for output
implementers
New equipment Familiarity with
present equipment

Competition Complacency

Employees with Need to learn new skills

new skills
Desire for increased Fear of reduced
influence and rewards influence and rewards

Current level Desired level

of group of group
performance performance

Divert
Resources
Deflect
Piling on
Goals The easy life
The fifth column
Play money

9
 Dissipate Energy
We’ll do it our way
Not our job
Odd man out
When political
problems are likely,
ask yourself . . .
Who controls the
resources, directly or
indirectly?
When political
problems are likely,
ask yourself . . .
Can I redesign my
option to thwart the
counter-implementers?
When political
problems are likely,
ask yourself . . .
What resources do I
need to overcome the
most probable games?
When political
problems are likely,
ask yourself . . .
Will the resource
owners cooperate?
If not, how will I work
around them or buy
them off?
When political
problems are likely,
ask yourself . . .
Can I fix the game?
10
When political When political
problems are likely, problems are likely,
ask yourself . . . ask yourself . . .

Can I find a senior Why should someone

person who can help fix the game for me?
me overcome the
obstacles?

When political
problems are likely,
ask yourself . . .

Can I build a coalition

to fix the game?

Keys to Successful Change

Empathy Communication

11
 Participation Support

Effective Change Management Motivate change

Create a shared vision Develop political support

12
Manage the transition Sustain momentum

Are You
ready
to
change?

13