AXUM POLYTECHNIC COLLEGE

Under

Ethiopian TVET-System

Information Technology Service Management

Level v
LEARNING GUIDE # 9
Unit of Competence: facilitate and capitalize on
change and innovation
Module Title: facilitate and capitalize on change and
innovation
LG Code: ICT ITM5 M08 1214
TTLM Code: ICT ITM5 TTLM08 1214

LO1: Participate in planning the introduction of change

1|Page
What is strategic planning?
A strategy is an overall approach, based on an understanding of the broader
context in which you function, your own strengths and weaknesses, and the
problem you are attempting to address. A strategy gives you a framework
within which to work, it clarifies what you are trying to achieve and the
approach you intend to use. It does not spell out specific activities.
A strategy is an overall approach and plan. So, strategic planning is the overall
planning that facilitates the good management of a process. Strategic planning takes
you outside the day-to-day activities of your organization or project. It provides you
with the big picture of what you are doing and where you are going. Strategic
planning gives you clarity about what you actually want to achieve and how to go
about achieving it, rather than a plan of action for day-to-day operations.
Strategic planning enables you to answer the following questions:
Who are we?
What capacity do we have/what can we do?
What problems are we addressing?
What difference do we want to make?
Which critical issues must we respond to?
Where should we allocate our resources?
What should our priorities be?
Only once these questions are answered, is it possible to answer the following:
What should our immediate objective be?
How should we organize ourselves to achieve this objective? Who will
do what when?
o A strategic plan is not rigid. It does, however, give you
parameters within which to work. That is why it is important
to:
Base your strategic planning process on a real understanding of the
external environment
Use work you have already done to extend your understanding of the
external environment and of your own capacity, strengths and
weaknesses

2|Page
Planning for a strategic planning process
A strategic planning process is not something that can happen in an a hoc way,
at a regular planning meeting or during a staff meeting. It requires careful
planning to set it up so that the process is thorough and comprehensive. When
you develop or revise a strategic plan, you are setting the parameters for the
work of your organization, usually for two to three years or longer. So, it does
make sense to spend some time and energy planning for your strategic
planning process.

WHO SHOULD BE INVOLVED?

Who should be involved in a strategic planning process?
For a breakdown of who should be involved at different stages across the
planning spectrum, look at the toolkit: Overview of Planning, in the section on
Who Plans?
The two key questions here are:
 Who should participate in the strategic planning process? and
 Who should facilitate the strategic planning process?
Who should attend?
The strategic planning process helps an organization clarify, consolidate or
establish its strategic framework. Embedded in the strategic framework are the
values and vision of the organization. Because of this, it is important to involve
the whole organization in at least part of the planning process. We suggest the
following:

Strategic planning phase Who should be involved?

Planning the process
Understanding the context
Vision, values and mission discussion
The management team of the project or
organization.
All staff and Board members:
Administrative staff should be involved if
it is important for them to understand the
organization’s issues and problems.
All staff and Board members. It is very
important to involve all staff, including
administrative staff in this discussion as it
is likely to provide a set of operating
principles – in other words, to make it clear

3|Page

Review of strengths and weaknesses,
opportunities and threats
Discussion of strategic options and goals.
Organizational structure
why people who work in the project or
organization are expected to work and
behave in a certain way.
Programmed or professional staff for the
whole of this process; include
administrative staff in the discussions
around internal strengths and weaknesses.
Professional staff and Board members.
The management team with input from the
rest of the staff.

When administrative staff is very interested in the professional work, you may
want to invite them to participate in all stages where professional staff is
involved. Certainly senior administrative staff should be involved throughout.

PLANNING THE AGENDA/PROCESS

You have worked out what you are going to do about timing, participants, input
and pre-work. You have set things in motion so that the right people will come,
useful information will be shared, and everyone knows what time to set aside for
the process. Now you are ready to plan the actual process and to draw up an
agenda. You do this in much the same way you would plan for a workshop. The
important things to remember are:
Know what you want to achieve – have clear outcomes for the process.
Know what you have to cover to achieve these outcomes – know what
steps you have to work through.
Know what additional issues need to be dealt with in the time
available.
Priorities sensibly. Do not, for example, allow half an hour for a
discussion around values, vision and mission, and two hours for a
discussion on whether or not there is a need for additional
administrative staff.
Don’t be inflexible. But do have a commitment to time-keeping.
Make sure that someone records what is said and, most importantly,
what is agreed. This does not mean verbatim (word-for-word) notes,
but rather a record of important discussions and decisions.

4|Page
 Whether or not you decide to use an outside facilitator (we recommend
you do), make sure that someone is responsible for chairing each
session and that they are skilled enough to do so properly.
Build in steps that involve all participants – you need to take people
with you, not just get the tasks done.
If you have asked people to do preparatory work, make sure this is
taken into account in the agenda so that people feel their efforts are
valued.
Keeping this in mind, the planning team should:
Draw up an agenda for the whole process;
 Divide it roughly by day i.e. Day One, Day Two, etc.;
 Allocate responsibilities;
 Circulate the agenda for comment;
 Finalize it.

Defining the strategic framework

With the groundwork done, you are now ready to move to the “meat” of the
strategic planning process. This is defining the strategic framework within which
your organization or project functions. A strategic framework includes:
A clearly stated vision;
Clearly articulated values;
A mission, articulated in a mission statement;
The overall goal of the project or organization;
The immediate objective of the project or organization;
The key result areas on which the project or organization intends to
focus;
An understanding of the gaps between where an organization or project is
and where it needs to be to achieve its goals and objectives and of the forces
that are likely to help and hinder it.

5|Page
Self-check1
1. What is strategic planning?

2. What are the questions that strategic planning enables as to

answer?

3. Who should be involved in a strategic planning process?

4. What are the important things that need to remember droning

planning process?

LO2: Develop creative and flexible approaches and solutions

Organizational Change
Organizational change involves movement from the present state of the
organization to some future or target state
Future state can include a new strategy, new technology, or changes in the
organization’s culture
Organizational change: moving from the present state of the organization to
some future or target state.
Forces For and Against Change
External forces for change
Competitors and markets

6|Page
 Acquisition threats
International: global markets
Workforce diversity
Quality management
Internal forces for change
High dissatisfaction
Felt stress
Loss of control of processes
Dysfunctionally high conflict
Slow decision making
High turnover and absenteeism
Communication dysfunctions
Forces against change
Internal: resistance to change from individuals and groups
External: special interest groups such as consumer groups and unions

Unplanned and Planned Organizational Change

7|Page
 Unplanned organizational change: forces for change overwhelm resistance to
change
Planned organizational change: A deliberate, systematic change effort
Unplanned organizational change
Forces for change overwhelm resistance to change
Usually unexpected
Chaotic, uncontrolled change effects
Example: economic changes leading to reductions in workforce
Planned organizational change
A deliberate, systematic change effort
Change organizational design, information systems, job design, and
people’s behavior
Although managers try to follow a plan, the change does not always
move smoothly
The change effort often hits blockages, causing managers to rethink their
goals and plan
Phases
Define the desired future state of the organization
Diagnose the present state of the organization
Move the organization to the desired future state
A change agent helps managers to bring about planned change. An external or
internal consultant
Targets of Planned Organizational Change
Organizational culture
Decision processes
Communication processes
Job design
Organizational design
Technology
Strategy
N.BManagers should choose the target only after careful assessment of the
current state of the organization and the need for change.

8|Page
 Reasons for planned organizational change
Managers react to environmental shifts
They anticipate the future state of the external environment
Often a difficult task. As noted by an organizational change scholar,
“planned organization change is messy and never as clear as we have
written in our books and articles”.
Models of planned organizational change
Evolutionary model
Incremental change
Example: changing the organization’s pay scale to stay market
competitive
Revolutionary model
Change many parts of an organization
Example: strategic shift.
Evolutionary model of organizational change
Three phases with no distinct boundaries. Each phase blends into the next
phase

9|Page
 A manager or other change agent develops a need for change among
those affected
The change agent then tries to move the organization or part of it toward
the changed state
The change agent tries to stabilize the change and make it a part of the
organization.
Evolutionary model of organizational change
Sees change happening in small bits that add to a total amount of change
Unexpected events can occur along the way, forcing a return to an
earlier phase.
Revolutionary model of organizational change
Organizational change unfolds over long periods of stability followed by
bursts of major change activities
Uses three concepts
 Equilibrium period: organization moves steadily toward its mission
and goals
 Revolutionary period: a major change in the strategic direction of
the organization
 Deep structures: enduring features of the organization that let it
succeed.
Two events trigger a revolutionary period
 Dissatisfaction with the organization's performance
 Strong feelings among organization members that it is time for
change.
Dissatisfaction with the organization's performance
 Misfit between the organization’s deep structure and its current
environment
 Follows a clear organizational failure or when many believe failure
is imminent
Strong feelings among organization members that it is time for change

10 | P a g e
  Organization members feel uneasy with the current equilibrium
period
 Develop feelings of little forward movement
 Characterizes organizations that must shift direction
Resistance to Change
No matter what the target, changes affect the social system of an
organization
People develop long-standing, familiar patterns of social interaction
Strong resistance develops when organizational change affects these
social networks.
Resistance can take many forms
 Lack of cooperation with the change effort
 Sabotage of the change effort
 Dysfunctional high conflict levels.
Reasons for resistance to change
Perceive the loss of something valued such as social status
Misunderstand the goal of the change
Distrust the change agent
No common perception of the value of the change
Low tolerance for change.
Managing the change process to reduce resistance
Use change agents with characteristics similar to the change target
Use dramatic ceremonies and symbols to signal disengagement from the
past
Widely communicate information about the change.
Involve those affected by the change
Commit enough resources
Negotiation may be necessary, when a powerful person or group is a
potential source of resistance.
Cooptation: a political tactic that aims to gain endorsement of the
change from important individuals or groups
Sometimes no choice other than to force change onto the target system.
11 | P a g e
Self-check 2
1. What are the forces for and against change?

2. What is organizational change?

3. Discuss the difference b/n planed and unplanned organizational change?

4. What are the Targets of Planned Organizational Change?

5. What are the reasons for resistance to change?

12 | P a g e
 LO3: Manage emerging challenges and opportunities
CHANGE MANAGEMENT
Your strategic planning process may result in some things in the organization
changing, either in terms of the work done or in the internal structuring of the work.
People struggle with change. They may need help to accept and respond positively
to change. When change is needed, the following steps should be followed:
Make sure everyone understands the change and why it is necessary. Even if
people have been part of the strategic planning process, they may need the
implications of decisions explained to them afterwards. Where the change
affects people outside the organization, explain it to these stakeholders as
well. So, for example, if all your support has previously gone to civil society,
but you have now decided it will be strategic to work with government as
well, make sure the civil society stakeholders understand why you have taken
this decision and what the implications will
For you, and them.
Respond to people’s ideas and feelings. Let them express their concerns and
respond to them. If you cannot agree, at least be empathetic about the feelings
that are generated by change.
Develop a planned process of change and share this with everyone in the
organization or project so that people know what to expect and when to expect
it.
Implement change.
Consult, support, and give feedback during the change process.
Acknowledge and celebrate successful change.
POTENTIAL PROBLEMS
No strategic plan will be implemented without hitches (problems). Each organization
or project will have its own set of problems. Below we have listed some common
problems with which you may have to deal, along with possible solutions.

Potential problem Possible solution

Resistance from your Board to major changes
It would be best to have some Board members participating in the
strategic planning process. Failing that, you need to get some
influential Board members on your side. Before the meeting at
which you present the plan, go and see those most likely to support
the changes. Explain the changes and why they were considered
necessary. Present a plan to deal with possible problems. Then, at

13 | P a g e

Resistance from donors to major changes
Resistance from staff to changes
Resistance from beneficiaries to changes
The need to make some staff redundant
The need to raise additional funds
The need for different/additional expertise
14 | P a g e
the Board meeting, present the proposed changes, the thinking
behind them, and the plans to address problems. Ask for
Board input and support.
If you have a few major donors, you need to make appointments
with them to explain the proposed changes. Have a clear
presentation that shows why the changes are considered necessary,
how they will be implemented, and how problems will be
addressed. Focus on the strategic importance of the changes in
terms of increasing impact on the problems the project or
organization is addressing. Make sure you have thought through the
financial implications, what these are likely to mean, and how you
will deal with them. For smaller donors, prepare a briefing
document that can go out, explaining the changes. Another option is
to organize a one-off presentation for all your donors.
Follow the suggestions in change management. Be prepared to deal
with conflict in an empathetic (understanding), but firm and
assertive way.
If the changes impact on beneficiaries, you need to explain them to
the beneficiaries up-front, and give them support to cushion any
negative impacts.
If the strategic planning process leads to a major re-orientation of
the work, or to a rationalization of the organization, then it may be
necessary to make some staff members redundant. In addition to
ensuring that you follow the labor legislation of your country, you
should also do everything you can to help redundant staff find
alternative employment, get retraining, and, if they would like it, to
get counseling.
It may well be that your strategic planning process means the need to
expand what the organization is doing. This may involve you in
fundraising, developing a financing strategy (there are special
toolkits for both of these areas), rationalizing other areas of work, or
negotiating with existing donors (see earlier). Provided your
expectations are reasonable, and you plan ahead of time, this
problem should not be insurmountable. Remember, having a good
track record will stand you in good stead in such instances.
This may mean employing new people or training existing staff or
volunteers. You need to decide which is most appropriate. Do not
think that you can train existing staff or volunteers to do anything
and everything. Sometimes specific expertise and experience is
needed. However, where staff and volunteers are interested, every
effort should be made to involve them in new areas of work.
 Prerequisites for Change
Vision: Develop, articulate and communicate a shared vision of the
desired change
Need: A compelling need has been developed and is shared
Means: The practical means to achieve vision: planned, developed and
implemented
Rewards: Aligned to encourage appropriate behavior compatible with
vision and change
Feedback: Given Frequently
An Effective Change Sponsor Must Have
Power: to legitimize change
Pain: Personal Stake
Vision: Total in-depth view
Public/Private Role: Commitment and ability to support change
publicly/ meet privately with agents
Performance Management: Ability to reward/confront
Sacrifice: Pursue change despite personal price
What Effective Change Leaders Do
Embrace change when it’s needed
Develop a vision for change
Communicate effectively
Shake things up by challenging status quo and encouraging others to do
the same
Stay Actively Involved by walking the walk and being visible about it.
Direct, Review Implementation of change - continued participation -
never done attitude. Be in position to notice and coach.
Roles: The Change Players
Sponsors: Senior management leaders - the driving force of change -
must walk the walk.
Advocates: Allies of leaders deploy the vision - communicate - involve -
sell - MOTIVATE

15 | P a g e
 Agents: Influence sponsors’ commitment, target resistance, measure
readiness, assess existing people/structures
Targets: Everyone in organization - develops, train, reinforce, support
The Nature of Change
Change in business is not new — it’s just accelerating due to…
New technology.
Global competition.
Growth & increased complexity.
The result: Change or die
What to expect from change
Sense of loss, confusion.
Mistrust and a “me” focus.
Fear of letting go of that which led to success in the past.
People hold onto & value the past.
High uncertainty, low stability, high emotional stress
Perceived high levels of inconsistency.
High energy — often undirected.
Control becomes a major issue.
Conflict increases — especially between groups.

Individual prerequisites for change to occur

16 | P a g e
 Change management
The Effective Management of Change Involves an Integrated Approach
in Each of These Three Arenas

Stages of change management

17 | P a g e
 Strategy/change implementation

18 | P a g e
 Leading Others through Change
Understanding what stage of change they’re in

The technology of leading sustainable change

19 | P a g e
 Addressing mind-set
Learn it thoroughly yourself.
Build relationships.
Explain the purpose of change. Help them understand & teach concept.
Articulate the benefits.
Link daily activities to their higher purpose & benefits.

20 | P a g e
 Repetition: Provide frequent & consistent communication about
change & what’s needed.
Paint a picture of the successful future using best practices.
Addressing behaviors
Model desired behaviors & attitudes.
Clearly define desired behaviors & behaviors that need to change.
Give feedback frequently to reinforce changed behavior & correct
wrong behavior.
Coach & teach desired behavior
Identify training needs & communicate upwards.
Create goals to work toward: a vision of success.
Help people create specific, concrete behavior-change plans as needed.
Communicate in multiple forms

21 | P a g e
 Self-check3
1. What are the steps should be followed when change is needed?

2. State and define the potential problems for organizational change and their
possible solutions

3. What are the steps of change management?

Post assessment Exam

Summative exam for facilitate and capitalize change and innovation

Name ______________________________________ id _________________time allowed 40’

Give short and precise answer for the following questions.

1. What is strategic planning?

2. What are the questions that strategic planning enables as to answer?
3. Who should be involved in a strategic planning process?
4. What are the important things that need to remember droning planning process?
5. What are the forces for and against change?
6. What is organizational change?
7. Discuss the difference b/n planned and unplanned organizational change?
8. What are the Targets of Planned Organizational Change?
9. What are the reasons for resistance to change?
10. What are the stages for change management?
11. effective change equals __________________________,
__________________________________ and ______________________________

22 | P a g e