Implementation

Effective Change Management
Organization members are the key source of energy for change

Effective Change Management
Key members recognize the need for change and are attracted by the positive outcomes of change

Effective Change Management
•Willingness to change norms and procedures

Employee Readiness for Change
Perceived Personal Risk from Change
Low High

Dissatisfaction with Current Situation

High Moderate to indeterminate

Moderate to indeterminate Low

Why do people resist change?

Low

High

1

Fear…I stand to lose a lot.

Why change?

This will hurt too much….

HE’s pushing through this change?

It wasn’t my idea, so why should I be concerned?

This will just make my life more difficult!

2

I don’t think so! Make me!

No one else thinks it’s a good idea, so ….

Why do people accept change?

I’m going to get promoted!

It’s about time! We’ve been needing this for some time now!

This will solve a lot of problems!

3

If he thinks it’s a good idea then I’m all for it!

I’m excited to see that some of my ideas made a difference.

This will make my life so much easier!

This is going to give me some great experience and I’ll be able to 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 employees Draw them out so they can identify concerns that need to be addressed

Disidentification

Identify threatened Feel vulnerable Cling to past procedures

Encourage employees to explore their feelings & transfer positive feelings into new situation.

5

Disenchantment

Anger!

This will never work!

Sabatoge

Move negative, emotionally charged state to neutral state

Acknowledge anger as normal -don’t hold it against them

6

Disorientation

Lost & confused

Waste time trying to figure out what do to instead of how to do things.

Ask lots of questions 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 of conflict

=

High levels of failure

Force Field Analysis
Driving forces
High performance goals New equipment Competition Employees with new skills Desire for increased influence and rewards Current level of group performance

Resisting forces
Group norms for output Familiarity with present equipment Complacency Need to learn new skills Fear of reduced influence and rewards Desired level of group performance

Counterimplementers

Deflect Goals

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

9

Dissipate Energy

When political problems are likely, ask yourself . . .
What resources do I need to overcome the most probable games?

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 . . .
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 redesign my option to thwart the counter-implementers?

When political problems are likely, ask yourself . . .

Can I fix the game?

10

When political problems are likely, ask yourself . . .
Can I find a senior person who can help me overcome the obstacles?

When political problems are likely, ask yourself . . .
Why should someone fix the game for me?

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

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