LABMAN PREFINALS TOPIC II-MANAGING CHANGE
WHAT IS CHANGE MANAGEMENT?
• Change of becoming something different
• Change Management is the systematic
approach and application of knowledge,
tools, and resources to deal with change
PLANNED CHANGES
• Intended and thought out
• Carefully implemented and have usually
been studied and examined to ensure a
successful outcome
UNPLANNED CHANGES
• Not anticipated
CHANGE IS INEVITABLE.
• Emergent – are changes that are
frequently unplanned
• Opportunity – used when opportunity
arises. It can be either planned or
unplanned.
• Evolutionary – type of change in which it
will happen overtime. It can be planned or
unplanned.
TYPES OF CHANGE
• Developmental or Transactional Change –
occurs when an organization makes
improvements to stay competitive. Most
common type of change.
• Translational or Transitional Change – is a
more complex type of change in that it
replaces processes or procedures with
new concepts and procedures. To increase
the efficiency of current process or
procedure.
• Transformational Change – is a shift in the
entire business culture of the organization.
FACTORS AFFECTING CHANGE
• Skill – the individual expected to
implement the change refers to the
person’s job specification, selection
criteria, performance review, and training
needs.
• Knowledge – refers to the individual’s
understanding of the mission or strategy
of the change.
• Motivation – plays a significant role. When
a person is motivated, he or she tends to
make sure that the task is accomplished on
time.
THE CHANGE CURVE
• Denial – Employees ignore or do not
respond to the information or awareness
of change. It doesn’t sink in right away that
the change is occurring and that it will
affect them. When in denial; stage, they are
in withdrawal, tend to focus on the past,
and avoid the topic as much as possible.
• Resistance – strong feelings about the
change emerge, such as anger, blame,
depression, anxiety, uncertainty,
frustration, and self-doubt. Change is
frequently resisted, just because it is
change. Often change is resisted because
people are fearful if the unknown.
TERRAZULA, JANROSE R.
LABMAN PREFINALS TOPIC II-MANAGING CHANGE
• Exploration - During the exploration phase
people acknowledge the change and
accept that the change is necessary. They
draw upon internal resources and
creativity to figure out new responsibilities
and to visualize our future. This can be an
exciting time if they take on change as a
new adventure and a new opportunity. In
this stage they have concern about details,
confusion, new ideas, and lack of focus.
• Commitment - At this point people
acknowledge that the change is the norm,
are motivated, and are capable of
achieving success. They are able to set new
goals and make plans to reach new goals.
Here they are cooperative, are focused,
and feel confident and in control.
The longer employees stay in the denial and
resistance stages, the harder and more painful the
change will be.
WHY PEOPLE RESIST CHANGE
• Fear - People often fear the unknown.
Employees may simply resist change
because it is unfamiliar. They fear that the
new way will not work, they may not be
able to handle the new conditions
competently, and they will not do well
following the modified process.
• Lack of Trust - When employees doubt
their leaders and question their motives,
they tend to resist change.
• Comfort - People are creatures of habit
and do not like a change in routine. Many
employees feel connected to the old way
or have a personal preference and a
certain way of doing things.
• Perception of Need - Some employees feel
that the old/current way is good or is
working fine. They may not understand the
need for change or see any benefits of the
change.
• Lack of Knowledge/Competence -
Employees may be concerned that they do
not have the skills or knowledge to
implement the changes. They may doubt
their ability to handle the change and may
feel they may lose something they once
had. They may have to start over, do not
like the idea of being retrained, and feel
less competent than they did with the
previous way.
• Poor Communication - Employees may feel
that they were not informed or consulted
about the change. They may feel as though
their opinion doesn’t matter or that their
opinions are insignificant.
• Exhaustion/Saturation - Employees may
resist change because they are
overwhelmed by continuous change.
TERRAZULA, JANROSE R.
LABMAN PREFINALS TOPIC II-MANAGING CHANGE
FORMS OF RESISTANCE TO CHANGE

• the negative view

• apathy and indifference
• pet project attitude
• unconscious dissension
• free translation
• authoritarian
STEPS TO MANAGING CHANGE
Prepare
• Communicate
• Motivate
• Design/Develop
Implement - Execute and coordinate the
change by delegating tasks and assigning
completion dates. Hold individuals
ac countable for accomplishing the
assigned tasks within the agreed-upon
time frames. Ensure that each phase of the
implementation occurs in the appropriate
order to ensure success of the next phase.
Make the vision a reality.
• Execute Plan
• Establish Time Frames
• Delegate Duties
Monitor - Develop a feedback process,
establish key metrics, and review the
process. Circle back and follow up on the
status of each assignment.
• Review Key Metrics
• Follow Up
• Expedite Delays
Sustain
• Reinforce the Change
• Ensure Compliance
• Recognize/Reward
Reevaluate - Perform an assessment of
the process, and review and analyze to
see if further changes are necessary. Can
the new process be improved? Brainstorm
for new ideas and ask questions.
• Assess Change
• Brainstorm
• Ask Questions
TERRAZULA, JANROSE R.