Webinar Man

MAN711 Change Management
Dr. Karin Sixl-Daniell

Professor
GlobalNxt University
Webinar 3
MAN711 Change Management
| Manipalprolearn.com
What are you required to attend?
What are you required to do?
Watch out for announcements
Burnes, B. (2017): Managing Change. Pearson

Huffington C., Brunning H., Cole C. (2019): A Manual
of Organizational Development : The Psychology of
Change. https://ebookcentral.proquest.com/lib/globalnxt-
ebooks/detail.action?docID=712332
Champoux J. (2017): Organizational Behavior.
Routledge.
2021 edition to be published soon
What you should do…
Post your intro on the introduction DB right after this webinar, if you have not
done so yet
Read the content
Be active on the discussion boards
Be there
Be present
Make yourself seen
Interact with your fellow participants
Stick to deadlines, both within teams as well as in the class
If you have any questions, please do not hesitate to contact me
karin.sixl@globalnxt.edu.my
Your contributions will be assessed according to the following criteria:
Adequate Communication (use of language, grammar, referencing)
https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatt
ing_and_style_guide/in_text_citations_the_basics.html
Relevant articles, papers, books etc
Use of relevant qualitative and/or quantitative data, presented in a clear
and integrated manner
Critical analysis of problems and relevant perspectives
For cases: clear presentation of the most important aspects of the case
including adequate explanation, analysis and recommendations
Developing logical, clear and concise (NOT superficial!!) conclusions
Discussions
Quality vs quantity
Continuous presence and interaction
Be there
Be present
Make yourself seen
Little but often is better than a lot all at once 
Interact with your fellow participants, there will be tremendous peer learning!
YOU HAVE TO WRITE IN YOUR OWN WORDS. Failure to do so results in a non-passing mark.
Harvard Business Review
Register for Harvard Business Review

www.hbr.org – free registration
No subscription
Up to 4 articles per month free
Further articles (McKinsey etc)
https://hbr.org/insight-center/coronavirus?ab=articlewidget-insightcenter-coronavirus
The Economist
www.Economist.com
Sign In
Up to 5 articles per month for free
DB 1 Discussion Board Topics Weeks 2 - 4
Look for an article dealing with actual change events from the news. Your task
is to actively participate in a discussion about these events purely from a
change management perspective. For example: where do you see change
theory being applied? what do you think they could have done better or
differently for a better outcome (even if the outcome was good)?
You *HAVE* to write in your own words and are *NOT* allowed to copy and paste any
parts of your contributions.
Action Learning Project Weeks 5 - 7
Assessment Item 2:
Title: Action Learning Project, Weeks 5 - 7
Length: 2,000 words plus 15 min live presentation (10-15 ppt slides)
Group or Individual: Group
 Description: Assignment 1: Identifying and Critically Assessing Change Management (Group 20%)
Context
Since 2020, the world has been experiencing an unprecedented disruption triggered by Covid-19, spread by the
novel Coronavirus. Early in the year many businesses were forced to shut down in an attempt to stop the spread
of the virus. Those businesses that stayed open were forced by necessity to fundamentally change the way they
do business due to social distancing requirements.
Choose one business that stayed open with which you are familiar or in which you are particularly
interested. For this assignment, you will focus on one significant change that company had to make in order to
stay open safely, the impact the change had on their organization, and their ability to face the challenge of this
disruption. To do this, you will explore the following in your assignment in a 2,000 -word paper:
Action Learning Project Weeks 5-7
Assignment requirements
1. Introduction. Include an introduction that includes the purpose of the assignment, the
key themes that will be explored, and the structure of the paper
2. The organization. In no more than 150 words, describe the organization. You should
also include in those 150 words the normal strategic focus of the company to provide context
for the change.
3. The Change. Describe the change that you would like to focus on for this
assignment. There is no “right” one to pick – it’s up to you to pick something that allows you
to describe it using change management concepts.
4. Organizational structure. Using change management concepts and

terminology from the first four or five chapters of the textbook, describe the
management approach of the organization before the change and after the
change.
5. Critical Assessment. Using change management concepts and terminology,
critically assess the organization’s response to the change highlighting whether the
change aligns with their management approach before and after.
6. Conclusion. Summarize the key takeaways from having explored the key
themes in the introduction.
The purpose of this assignment is not to demonstrate how much you know about
this particular situation.
Rather, it is to use a current real change event to demonstrate how well you can
recognize change management theory at play and how adept you have become at
diagnosing a situation using that theory.
For that reason, the focus of your paper should be on change management, not
on telling the story of the event. You can use any company website or news article
to describe the change and the organization. The rest of the assignment should
draw from the course material.
In order to go into enough depth on each of the assignment requirements listed
above while still writing concisely, the length of your submission should be
approximately 2,000 words not including the cover page, reference list, table of
contents, and any appendices. Less than that means that you have not gone into
enough depth. More than that means that you are not writing concisely and
doesn’t guarantee that you have gone into enough depth. Your paper should be
an evidence-based piece of writing. All sources must be referenced in APA format
and a reference list must be included at the end of the paper.
The word count refers to the body of the paper, not including cover page nor
references.
This assignment is worth 20% of the total assignment grade
You *HAVE* to write in your own words and are *NOT* allowed to
copy and paste any parts of your contributions.
REMEMBER to COMPLETE the PEER ASSESSMENT prior to submitting

the written report into the assignment area via the LMS.
Be sure to integrate and apply concepts/theories from the readings

into your answers and give detailed examples with how you apply the
concepts.
The article "Remote Work Is Here to Stay. Bosses Better Adjust" from the Wall Street
Journal deals with working remotely and resulting changes:
After having read through the article, post your thoughts on the following areas:
What are norms and why are norms important in the workplace? Thinking of your
current or most recent employer, what are some of the norms of the organization?
What are rituals and what role do they play in organizations? Thinking of your current or
most recent employer, what are some of the more interesting rituals of the organization?
What are disadvantages of being a remote worker when most of one’s colleagues are in
the office?
Are views of remote work likely to change when the current telecommuting
experiment ends after the pandemic finally fades? Why? Why not?
How can managers best support employees - during the pandemic - when they
are having to do much more from home than just work? How about after the
pandemic?
If you were to create a charter or “prenup” for working remotely, what team
norms would you include? Any best practices?
You *HAVE* to write in your own words and are *NOT* allowed to copy and paste
any parts of your contributions.
Final Integrated Project
Description: Case Study Analysis, Report plus live Presentation in the last webinar (15 min)
How Students will be Assessed: As per the Grading Criteria Sheet on the LMS
 Details: The purpose of this assignment is to work on and critically assess a complex
organisational change management situation.
The Interview
For this part of the assignment, you will identify a real-life case in which a change was
implemented, or is in the process of being implemented. You will interview those who were
involved in managing the change. The interview should be in the form of a virtual
conversation, using technology such as Zoom or Skype that allows you to see the face of the
person being interviewed so that you can have a real discussion, not simply a Q&A session.
The following questions should help guide your conversation:
• What is the context of the change (inc. company name, structure, and location; the number of employees;
the nature of the product and/or service; the need and the objectives of the change; and the key
stakeholders)?
• How does the company approach changes? Who makes the decision(s)? Give examples.
• Who initiated the change?
• What was the time frame for the implementation?
• How was the change implemented? What were the steps, tools, and techniques that were used to
implement the change?
• Did the change achieve its objectives? How were results evaluated?
• What were the key challenges when implementing the change?
• Was there resistance? Why? Where from? How was it managed?
• What were the employees’ opinions about the way change was implemented?
• Include an introduction and conclusion.
The intent of this discussion is to give you insights into and an understanding of an
actual change that was initiated and what that interviewee learned from the
change. You will not be providing a transcript of the responses. You will simply be
using the responses as a basis for the deliverables:
The Deliverables
The Main Deliverable. You are required to submit a 2,000-word paper that
critically analyses the change management event you studied in the interview. In
your report, you will address the following areas:
Final
1.
Integrated
Briefly Project
describe the organization (max. 150 words). Also give the context for the
change (strategic focus of the company etc.)
2. Applying change management concepts, provide a full description of the change
event at play (context, the decision involved, rationale, stakeholders…etc).
3. Applying change management concepts as well as terminology, discuss the role of
culture, power, and politics in managing the change (compare with what was
covered in MAN702).
4. Applying change management concepts and terminology, critically assess how the
change was managed, relating it to various approaches to managing changes that
are discussed in the course.
5. Applying change management concepts and terminology, describe the type(s) of
resistance encountered and critically assess how they were addressed.
6. Applying change management concepts and terminology, identify areas for
improvement.
In order to go into sufficient depth on each of the six assignment requirements
listed above while still writing concisely, the length of your submission should be
approximately 2,000 words (not including the cover page, reference pages, table
of contents, and appendices). All sources must be referenced correctly and a
reference list must be included at the end of the report.
The second part of the deliverable. You will present your findings in the last
webinar (10 -15 min presentation).

concepts.

Managing Change...
How can I lead in times of transformation and change?

How does my team react to change?
How can I communicate the need to change?
What kind of potential is there in change? What kinds of caveats are
there?
How can I increase my problem solving skills in this complex
environment?
What can I do to counter resistance to change?
• Change often means confusion, fear and chaos
• If you think about your own life, which examples

would you come up with to show change of
habits/lifestyle etc and associated issues?
Source of picture: www.corbis.com

• If the change was relatively small,
there were probably only few
problems.
• However, when confronted with major

changes such as
• Moving to a different country

• A new job
• A “lifelong commitment” Source of picture: www.corbis.com
It is likely you needed some time to

adjust to the new situation
• Everybody reacts differently to change. Some people find it
motivating, others fear it.
• Hence, major changes may cause major problems in companies

(simply multiply the bandwidth of potential reactions and issue by
the number of people affected…)
•  It is easier to avoid change than to accept change and live it.
Dealing with change
Change [is] an open-ended complex, continuous and political process,

and a normal part of everyday life in organizations (Burnes,2017, p.
21)
Incremental Change
Step by Step
Equilibrium change
Continuous change interrupted by massive change then return to continuous
change
Continuous Transformational Model
Continuous change that flows with the internal and external needs
Nadler-Tushman Model of Change
• Organisations are made up of elements that interact with one another.
Numerous models have described organisations and how they operate.
• The congruence model is based on the idea of congruence or "fit"

between the elements.
• According to the organisational congruence model, there are four major

aspects of organisations:
1. The nature of the people in the organisation
2. The informal interactions and groupings of people
3. The tasks and jobs people are assigned to do
4. The formal structure, policies and practices of the organisation
• For organisations to function effectively, there must be a match or a fit,
called "congruence", between the different elements of the model.
• As an example, people must have the ability to do the jobs, and be

motivated by the formal and informal rewards offered by the organisation
and work group.
Source: https://media.springernature.com/original/springer-static/image/chp%3A10.1007%2F978-3-319-49820-1_97-1/MediaObjects/421796_0_En_97-1_Fig1_HTML.gif
1. Analyse each element (work, culture, people,
structure)
2. Determine the (inter)relationships between
the elements
3. Build congruence and sustain it
Source: https://media.springernature.com/original/springer-static/image/chp%3A10.1007%2F978-3-319-49820-1_97-1/MediaObjects/421796_0_En_97-1_Fig1_HTML.gif
Kurt Lewin‘s 3 Step Modell
Unfreeze Move Refreeze
• When there is equilibrium between driving and restraining forces, the

organisation has a period of stability and change is unnecessary. Change efforts
are implemented when disequilibrium occurs. According to the force-field
perspective, change occurs in three stages:
1. Unfreezing stage: Review of the current state including driving and restraining
forces
2. Changing stage: Based on the previous stage, actions for reaching the desired
state are implemented
3. Refreezing stage: Once new behaviours are in place, they are “refrozen”
Determine what needs to change

Ensure there is strong support from senior management
Create the need for change
Manage and understand the doubts and concerns
Communicate often
Dispel rumors
Empower action
Involve people in the process
1. Anchor the changes into the culture

2. Develop ways to sustain the change
3. Provide support and training
4. Celebrate success
• Lewin, K (1947). "Frontiers of Group Dynamics: Concept, method and
reality in social science, social equilibria, and social change". Human
Relations. 1: 5–41.
doi:10.1177/001872674700100103
From 3 steps to 8 steps
… John Kotter:
http://www.youtube.com/watch?v=3fOQ_XjCcyA
https://www.kotterinc.com/wp-content/uploads/2016/12/8-steps-2-e1508515045824.png
John Kotter - The Heart of Change
https://www.youtube.com/watch?v=1NKti9MyAAw
John Kotter – Communicating a Vision for Change
http://www.youtube.com/watch?v=bGVe3wRKmH0
John Kotter – Resistance To Change
http://www.youtube.com/watch?v=Wdroj6F3VlQ
John Kotter – The Human Side of Change
http://www.youtube.com/watch?v=ILcE51mjH6E
• https://www.kotterinc.com/8-steps-process-for-leading-change/
• https://hbr.org/1995/05/leading-change-why-transformation-
efforts-fail-2
Ten commandments for executing change - (Kanter et al. 1992)
1. Analyse the organisation and its need for change

2. Create a shared vision and a common direction
3. Separate from the past
4. Create a sense of urgency
5. Support a strong leader role
6. Line up political sponsorship
7. Craft an implementation plan
8. Develop enabling structures
9. Communicate, involve people and be honest
10. Reinforce and institutionalise change
https://advancedleadership.harvard.edu/people/rosabeth-moss-kanter
Action Learning Project Weeks 5 - 7
Assessment Item 2:
Title: Action Learning Project, Weeks 5 - 7
Length: 2,000 words plus 15 min live presentation (10-15 ppt slides)
Group or Individual: Group
 Description: Assignment 1: Identifying and Critically Assessing Change Management (Group 20%)
Context
Since 2020, the world has been experiencing an unprecedented disruption triggered by Covid-19, spread by the
novel Coronavirus. Early in the year many businesses were forced to shut down in an attempt to stop the spread
of the virus. Those businesses that stayed open were forced by necessity to fundamentally change the way they
do business due to social distancing requirements.
Choose one business that stayed open with which you are familiar or in which you are particularly
interested. For this assignment, you will focus on one significant change that company had to make in order to
stay open safely, the impact the change had on their organization, and their ability to face the challenge of this
disruption. To do this, you will explore the following in your assignment in a 2,000 -word paper:
Assignment requirements
1. Introduction. Include an introduction that includes the purpose of the assignment, the
key themes that will be explored, and the structure of the paper
2. The organization. In no more than 150 words, describe the organization. You should
also include in those 150 words the normal strategic focus of the company to provide context
for the change.
3. The Change. Describe the change that you would like to focus on for this
assignment. There is no “right” one to pick – it’s up to you to pick something that allows you
to describe it using change management concepts.
4. Organizational structure. Using change management concepts and

terminology from the first four or five chapters of the textbook, describe the
management approach of the organization before the change and after the
change.
5. Critical Assessment. Using change management concepts and terminology,
critically assess the organization’s response to the change highlighting whether the
change aligns with their management approach before and after.
6. Conclusion. Summarize the key takeaways from having explored the key
themes in the introduction.
The purpose of this assignment is not to demonstrate how much you know about
this particular situation.
Rather, it is to use a current real change event to demonstrate how well you can
recognize change management theory at play and how adept you have become at
diagnosing a situation using that theory.
For that reason, the focus of your paper should be on change management, not
on telling the story of the event. You can use any company website or news article
to describe the change and the organization. The rest of the assignment should
draw from the course material.
In order to go into enough depth on each of the assignment requirements listed
above while still writing concisely, the length of your submission should be
approximately 2,000 words not including the cover page, reference list, table of
contents, and any appendices. Less than that means that you have not gone into
enough depth. More than that means that you are not writing concisely and
doesn’t guarantee that you have gone into enough depth. Your paper should be
an evidence-based piece of writing. All sources must be referenced in APA format
and a reference list must be included at the end of the paper.
The word count refers to the body of the paper, not including cover page nor
references.
This assignment is worth 20% of the total assignment grade


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MAN711 Change Management

Dr. Karin Sixl-Daniell

Burnes, B. (2017): Managing Change. Pearson

Register for Harvard Business Review

Further articles (McKinsey etc)

4. Organizational structure. Using change management concepts and

REMEMBER to COMPLETE the PEER ASSESSMENT prior to submitting

Be sure to integrate and apply concepts/theories from the readings

Be sure to integrate and apply concepts/theories from the readings

REMEMBER to COMPLETE the PEER ASSESSMENT prior to submitting

How can I lead in times of transformation and change?

• If you think about your own life, which examples

Source of picture: www.corbis.com

• However, when confronted with major

• Moving to a different country

It is likely you needed some time to

• Hence, major changes may cause major problems in companies

•  It is easier to avoid change than to accept change and live it.

Change [is] an open-ended complex, continuous and political process,

• The congruence model is based on the idea of congruence or "fit"

• According to the organisational congruence model, there are four major

2. The informal interactions and groupings of people

3. The tasks and jobs people are assigned to do

4. The formal structure, policies and practices of the organisation

• As an example, people must have the ability to do the jobs, and be

Unfreeze Move Refreeze

• When there is equilibrium between driving and restraining forces, the

Unfreeze Move Refreeze

Determine what needs to change

Unfreeze Move Refreeze

Unfreeze Move Refreeze

1. Anchor the changes into the culture

1. Analyse the organisation and its need for change

4. Organizational structure. Using change management concepts and

REMEMBER to COMPLETE the PEER ASSESSMENT prior to submitting

Be sure to integrate and apply concepts/theories from the readings

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