Leader

Leader as
as a
a
Change
Change Agent
Agent

FACILITATOR
TEHRIM IQBAL
tehrimiqbal05@gmail.com

We
We Want
Want Change
Change Without
Without
Change
Change

Seminars
Seminars in
in Management
Management
How are you perceiving this subject, any
related transitory knowledge?
Suggestions?
Expectations from me?
3

Why
Why Change?
Change?
INSANITY

Doing the Same Things

&
Expecting

Better Results
4

Why
Why Change?
Change?
CHANGE IS THE ONLY
THING THAT WILL
NEVER CHANGE. SO
BETTER ADAPT TO IT.

What ever level you reach,

getting better never stops

Any alterations in the

people, structure, or
technology of an
organization.

change must involve

the people change
must not be imposed
upon the people

Change
Difference between two situations or conditions
Change is a window or way where you can see the
future or outcome or a different world.

Change
Change
If You Cant Change
Your Mind, You Cant
Change Anything-George B. Shaw

10

WHY PEOPLE DONT

CHANGE ?
Comfort
Changes

Zone

may lead to anger, hatred,

jealousy and violence

Reacting
Reacting to
to Change
Change

Deny/ignore it
Fight it
Suffer through it
Run from it
Embrace it

PSYCHOLOGY OF CHANGE
We experience changes physically, mentally and emotionally
Usually it is slight and slow but it can be sudden disrupting
our work, dislocating our relationships or ruining our leisure
time.
Sometimes we can explain it, sometimes not
Changes involves the familiar; sometimes the unknown. Many
of us prefer what is familiar.
Rather than seek change, we continue to live with our old
familiar feelings (patterns and routines)

Why is Change Management Important?

The
Thebiggest
biggest reason
reasonwhy
why
organizational
organizational change
change
fails
fails
Not
Not planning
planning to
tomanage
manage
its
itsimpact
impacton
onpeople
people
People want to be successful
People feel successful once they have mastered their
environment and believe it is secure
People will resist any change to the work environment that
impacts their security

Change
Change is
is aa Process
Process
Where you want to be

Where you are today

Determining
What
Should be
Changed?

16

AA Generic
Generic Typology
Typology of
of
Organizational
Organizational Change
Change

Adaptiv
e Change

Reintroducin
g a familiar
practice

Innovative
Change
Introducing
a practice
new to the
organization

Low

Radically
Innovative
Change
Introducing
a practice
new to the
industry
High

Resistance to
Change

Reasons
Reasons for
for Change
Change

1. Current needs have been met

2. New needs have been identified
3. The environment changes
-Robert Byrne-

Workforce
World
Politics

Social
Trends

Technology

Forces For
Change

Economic
Shocks

Competition
19

Agents
Agents of
of Change
Change

Inside
Change Agents

New
inductions

Outside
Change Agents

20

What
What Should
Should II Do?
Do?

Obviously, you wont be able

to control everything that
happens to you. But youre in
complete control of how you
respond to what happens.

Human beings,
by changing the inner
attitudes of their minds,
can change the outer
aspects of their lives.
William James (1842 - 1910)
22

ANTICIPATE
CHANGE EVEN
WHEN THINGS
ARE GOING RIGHT
23

ALWAYS LOOK AT
THE OPPORTUNITIES
THAT CHANGE
REPRESENTS
24

DO NOT ALLOW
ROUTINES TO
BECOME CHAINS
25

DO YOUR BEST
&
LEAVE THE
REST TO ALLAH
26

we must remember
that succeeding in
a changing world
is beyond just
surviving
27

Change Versus Stability

General Motors, think list:
1) Can a machine be used to do a better or faster job?
2) Can handling of materials for the machine be improved?
3) Can a special tool be used to combine the operations?
4) Can the quality of the part being produced be improved
by changing the sequence of the operation?
5) Can the material used be cut or trimmed differently for
greater economy or efficiency?
6) Can the operation be made safer?
7) Can paperwork regarding this job be eliminated?
8) Can established procedures be simplified?
28

Attitudes
Attitudes &
& Change
Change
People build up
attitudes which fit their
needs and values as
they perceive them to
be.

Cognitive
What a person
knows about the
situation

Affective
How the person
feels about it

ASPECTS OF
ATTITUDE

Behavioural
How the person
reacts

29

Lewins Force Field Analysis Model

Unfreezing

Changing

Refreezing

30

Lewins Force Field Analysis Model

Unfreezing
Breaking down existing ways of doing things
Discarding conventional methods & behavioral
patterns.

Lewins Force Field Analysis Model

Changing or Moving
Receptive to proposed change
New learning
It is a time of trial & error
Careful guidance problems arise tackle efficiently

Lewins Force Field Analysis Model

Refreezing
New beliefs, attitudes gained, behavior learnt are
implemented.

Changing
Changing the
the
Culture
Culture
Empirical

Coercive

CHANGE
STRATEGIES

Reeducative

Rational
explanation of
need for change

Imposing the
change - use of
authority

Highlighting the
benefits of
change

34

Work
Work Stress
Stress &
& its
its
Management
Management

Stress

35

Issues
Issues in
in Managing
Managing Change
Change

Handling Employee Stress due to Change

How Potential Stress Becomes Actual Stress?
When there is uncertainty over the outcome.
When the outcome is important.

36

Causes
Causes of
of
Stress
Stress

37

Managing
Managing Stress
Stress
Prayer
Negotiate
Diet
Exercise
Improved Recruitment & Selection
Use of realistic goal setting
Training & Development
Improved organizational communication
Redesigning of jobs
Increased employee participation
Wellness programs
Provide a counseling program

38

Resistance
Resistance to
to Change
Change

Most people do not like

change
Creates ambiguity and
uncertainty
Creates stress

39

Reasons
Reasons to
to Resist..
Resist..
Individual Resistance
* Economic reasons
* Personal Reasons
* Social Reasons

Organizational Resistance
* Organizational Structure
* Resource Constraints
* Threat to power & influence

Minimizing
Minimizing Resistance
Resistance to
to Change
Change
Communication

Highest priority and first

strategy for change
Improves urgency to change
Reduces uncertainty (fear of
unknown)
Problems -- time consuming
and costly

Minimizing
Minimizing Resistance
Resistance to
to Change
Change
Communication
Training

Provides new knowledge

and skills
Includes coaching and
learning
Helps break old routines and
adopt new roles
Problems -- potentially time
consuming and costly

Minimizing
Minimizing Resistance
Resistance to
to Change
Change
Communication
Training
Employee
Involvement

Increases ownership of
change
Helps saving face and
reducing fear of unknown
Includes task forces,
conferences
Problems -- time-consuming,
potential conflict

Minimizing
Minimizing Resistance
Resistance to
to Change
Change
Communication
Training
Employee
Involvement
Stress
Management

Potential benefits
More motivation to change
Less fear of unknown
Fewer direct costs

Problems -- time-consuming,
expensive, doesnt help
everyone

Minimizing
Minimizing Resistance
Resistance to
to Change
Change
Communication
Training
Employee
Involvement
Stress
Management
Negotiation

When people dont support

change
Influence by exchange
Problems
Expensive
Lack of commitment

Minimizing
Minimizing Resistance
Resistance to
to Change
Change
Communication
Training
Employee
Involvement
Stress
Management
Negotiation
Coercion

When all else fails

Forceful influence
Firing people
Problems
Reduces trust
May create more resistance

Managing Change
+

Vision

Skills

+ Incentives + Resources +

Action Plan

= Confusion

Vision

Skills

+ Incentives + Resources +

Action Plan

= Anxiety

Vision

Skills

Vision

Skills

+ Incentives + Resources +

Vision

Skills

Incentives

Incentives

Incentives

+ Resources + Action Plan

Successful
= Change

Skills

Vision

+ Resources + Action Plan

Action Plan

+ Resources + Action Plan

Slow the
Change

= Frustration
=

False
Starts
47

Conclusion
Conclusion

Change is never easy

Keep the big picture in mind
Persistence
Focus
Stamina

Thank you
for your kind attention!

FACILITATOR
TEHRIM IQBAL
tehrimiqbal05@gmail.com