What was the change strategy/ which was appropriate (push / pull)

Organizations are experiencing extraordinary disruption as a result of the COVID-19 issue and it
was a matter of survival for most of businesses, it was for PTCL too. The "push" paradigm, often
known as the "burning platform" model, is a crisis-oriented method. This is inspired by the story
about a horrific fire that killed over 200 men on an oil-drilling platform. The few that made it out
survived by jumping 15 floors from the station to the water; they knew they had no choice but to
jump or die. It's a fairly dramatic depiction of what it means to advocate for change. Change is
enforced by trying to convince people that the suffering of doing nothing is higher than the
discomfort of making the change advocated. When people are resistant to change or have a "this
too shall pass" mentality, this form of change management is applied. . This model is used more
often when a company is experiencing difficult times, when change is a matter of survival, of
staying alive. In this case, change is used to change the entire enterprise. There are fewer, bigger
changes. These changes are low risk and are closely monitored.

Why people resist change

Organizations must adapt their strategy to keep pace with competitive market needs in today's
fast-paced climate and during covid’19 it was compulsory for all the businesses to bring change
in their traditional way of working, structure, communication modes etc. Changes in approach,
on the other hand, are frequently met with opposition. Understanding why certain people are
hesitant, reluctant, or even against to change is critical to ensuring a successful transformation.
We'll go through some primary reasons why individuals resist the change, why some people
oppose change while others embrace it. 
1. Loss of control: Change obstructs autonomy and makes people feel like they've
lost control of their domain. It's not simply about politics, as in who controls the
levers of power. When faced with a prospective shift from someone else, our
feeling of self-determination is generally the first thing to disappear. Smart leaders
provide those who are affected by change the opportunity to make decisions. They
include people in the planning process and give them ownership.
2. Uncertainty in excess: People will reject change if it feels like stepping off a cliff
blindly. People typically prefer to stay in their sorrow rather than walk into the
unknown. "Better the devil you know than the devil you don't know," as the adage
 goes. To overcome inertia, you'll need both a sense of security and an inspirational
goal. Leaders should establish process assurance by using clear, concise stages
and timetables.
3. Everything appears to be different: Change is supposed to bring something
new, but how different will it be? We are creatures who stick to our routines.
Routines become second nature, yet change shakes us awake, often in unpleasant
ways. Too many distinctions might be confusing or distracting. Leaders should
aim to keep the number of unconnected differences generated by a major change
to a minimum. Keep everything as familiar as possible. Maintain your focus on
the most important aspects of your life; resist change for the sake of change.
4. Lack of expertise is a fear that few people acknowledge to. However, sometimes
organizational change involves skill adjustments, and some employees may fear
that they won't be able to make the shift smoothly.

5. You'll be up against all that hard wiring, all those emotional links to those who
taught your audience the old way if you ask individuals in an organization to do
things in a new way, no matter how sensible that new approach may appear to
you.

6. Low trust – People are more inclined to reject change if they don't believe they or
the firm can handle it adequately.

7. Not being consulted – When people are given the opportunity to participate in the
change process, there is less opposition. People want to know what's going on,
particularly if their jobs are at jeopardy. Employees who are well-informed have a
higher level of job satisfaction than those who are not.

8. Isn't it self-evident that poor communication exists? There is no such issue as too
much transparency when it comes to change management.
 9. Changes in routines – We're talking about routines whenever we discuss about
comfort zones. They're fantastic. They keep us safe. As a result, whenever change
demands us to do things in a different way, there is sure to be resistance.

How stakeholders were managed effectively?

employees were reminded that we are in this together, care package sfor employees if they are
having covid, poeple can work whenec¿vere they feasible

Describe the change (programmatic change any etc) and what happened, how was changed
managed/ types (reactive, anticipatory, incremental and radical etc) and why/ how change
helped the organization.

Covid-19 Pandemic has significantly impacted global economy as well as Pakistan’s economy.
These are indeed very challenging conditions for all the industries in Pakistan and globally and
PTCL is no exception.

First and foremost, health and safety of the employees and their families was of paramount
importance therefore PTCL Group introduced companywide Work from home policy for the all
its employees in order to minimize outside exposure. Business Operations critical employees,
which were required to come to office, were divided into shifts in order to minimize exposure
and were provided PPE for protection.

With the Government imposed lockdown, we observed significant increase in internet traffic
throughout Pakistan and PTCL took this challenge head on in order to meet this growing demand
in this challenging time of global Pandemic. During Lockdown, staying virtually connected
became an essential part of life and in lieu of this; we observed significant increase in new
broadband connection orders in record numbers.    It became highly critical for us to keep our
supply chain going through these challenging times in order to meet our customers demand
therefore PTCL remained in close contact with all its Supply Partners and devised strategies as
things unfolded in order to meet customer demands.

PTCL paid special attention to their on-field employees who were at the forefront of ensuring
seamless connectivity through the lockdown. PTCL provided special Covid’19 Prevention
trainings for their safety and were issued PPEs and compensated them with bonuses for their
exemplary performance in the line of duty during these challenging times.   

Apply the Kurt Lewin model

Kurt Lewin devised a three-step change model: unfreezing, altering, and refreezing. The
process of change, according to Lewin, comprises first developing the notion that a change is
required, then progressing toward the changed, desired level of conduct, and lastly
consolidating that new behavior as the norm.

-
Unfreeze Change Freeze

Ptcl applied this model as well they first unfreeze the old way of working, managing stake holder
, communication and everything. Then change that way motivate them
How was change managed?

• care packages

While most individuals would prefer not to be reminded that we are in the midst of a pandemic,
but PTCL knew that employees will appreciate their concern for their health and well-being. A
hand sanitizer, trendy face masks, and a touch-free safety gadget are included in this care
package. while running a vaccination campaign, PTCL consider giving them a lovely card with
your employees' immunization schedule on it.

• Unity

We are in this together was a phrase used again and again during pandemic. Every PTCL
email would end with this phrase to give their employees a sense of unity. It was sentence of
togetherness and a supportive statement.

• training

PTCL provide different type of trainings to their employees and was not tempted to cut
back on training program at difficult times like these. Teams were occupied, people were
working from home, and new objectives were established, such as keeping the business
open and doing all possible to keep people healthy and safe.

 Communication
 • online hangout sessions

• flexible working

• covid'19 prevention training

Reactive change:

- As it was a reaction to a nature catastrophic situation and business has no other choice but
to change its strategies, all the changes were the reaction to covid’19. When external
pressures push an organisation to make a change quickly, it is known as reactive change.
In other terms, when the forces' demands are met in a passive way, this is referred to as
reactive change. Unlike planned changes, reactive changes are instant responses or
measures done by the company in response to impacting changes in the organization's
operating environment. Reactive modifications are made on the spur of the moment that
may not be as successful as planned changes.
How was change change the orgn

moat peaople were annoyed but it was govenrmrnt immplaied itdid training how to manage work
flow online, got on habit of email onlinr

reisitance was tehre but noithing can be done ,team game online sessions , team rime gather like
session non work hang online

reactive change
employees were reminded that we are in this toghether, care package sfor employees if they are
having covid, poeple can work whenec¿vere they feasible

ptcl can ire from anywhere tlant pool is ot limited and this chnage help orgainixatuin plam for
feature

kurt lewin

unfreeze chbage refreeze, describe? picture

half workforce from home and hafl from offoce then departmental

some will come , this was for preparibg then say you cannot conme to office , the ceo of ptcl did
online sessions    -the normal word was used again again