Objective

 To learn the process of managing Change

and intricacies involved therein.

 To be able to implement Change successfully

in PN
Change…
The only thing
Permanent
is Change
Heraclites, 5th Century Greek Philosopher
 “Resistance isn't an indication that
something is wrong with what you are trying to change.
It is an indication that something is happening.”

(James Hunt)
 Organizational Complacency

Kill-messenger-of- Lack of feedback

bad- news culture from external
sources

Low performance Absence of major

Standards & visible crisis

Too much happy Too many visible

talk from senior resources
management
 Resistance to Change - Reasons

General Reasons For Resistance

Peer
Inertia Timing Surprise
Pressure

Resistance to Change

Different
Self-Interest Misunderstanding
Assessments

Change-specific Reasons for Resistance

 Signs of ‘Resistance to Change’

 Confusion
 Immediate Criticism
 Malicious Compliance
 Sabotage
 Easy Agreement
 Deflection (change the subject)
 Silence
 Change v/s Planned Change

Change that Happens Planned Change

Comes by Surprise Called by Planning

Imposed on Managers Initiated by Managers

Takes its own way Predefined Objectives

Ends in Chaos Ends in Effectiveness

 The Change Dimensions

Technology Processes People

 The Change Magnitude

n
t e tio
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Co ans
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ar tio n
l
u a
o d m
M for
n s
a l t ra
n t
e nt
e m e
r t m
c s
In dju
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n g Distinct Corporation-wide
n i
T u Modifications to Major radical shift in
ne
Strategy, re-alignment Business,
i
F Processes Structure, of one or more Strategy,
within a dept Processes Depts Structure
 Forces Driving Change

Globalization
World
Technology
Politics
Forces For
Change
Social Economic
Trends Shocks
Competition
 Forces Opposing Change

Insecurity
Threat to
Social Loss
Influence
Forces Opposing
Change
Economic
Uncertainty
Loss
Inconvenience
Organizational Equilibrium

Opposing Forces

Unknown Fear

Relationships
Competence

Benefits
Desired State
Present State
New Structure
New Strategy

Competition
Change

Driving Forces
 Disrupting Equilibrium

By Increasing
Driving Forces Opposing Forces

Driving Forces
 Disrupting Equilibrium

By Decreasing
Opposing Forces Opposing Forces

Driving Forces
 Lewin’s Change Model

Unfreeze Change Re-freeze

 Re-
freezing
Sustaining
Momentum

Changing
Managing
Transition

Unfreezin Developing
g Support

Creating a
Vision

Motivate
Change
(Dianne Waddell)
Motivate
Change
Change Imposed is

change Opposed
 Impact of Motivation

“The most powerful weapon on earth is the

human soul on fire.”

(Field Marshal Ferdinand Foch)

 Motivating for Change

Motivation
for Change

Creating Overcoming
Readiness Resistance
for Change to Change
 Creating Readiness

Sensitize Pressures

Reveal Discrepancies Readiness for

Change

Convey Positive Expectations

 Overcoming Resistance

Empathy & Support

Communication Overcoming
Resistance

Participation & Involvement

 Creating a
Vision

Motivate
Change
Power of a Vision

1 Sparks the Fire

2 Leads the Leader

3 Destination

4 Keep people gelled together

 Emotions v/s Practicability

 “No child will live in poverty…”

(Bob Hawke)

 “Putting a man on the moon and returning

him safely to earth…”

(J F Kennedy)
 Creating Vision Statement

Start from
customer

Envision the
best state

Vision Statement
Make it
emotional
Use present
tense
 Developing
Support

Creating a
Vision

Motivate
Change
 Developing Political Support

Developing
Support

Assessing Identifying Key Influencing

Change Stakeholders Stakeholders
Agent’s Power
 Assessing Change Agent’s Power

Knowledge
Formal Authority

Support Change Agent’s

Power

Personality
 Identifying Key Stakeholders

Groups & Individuals

Loss / Gain Evaluation Key Stakeholders

Influence Mapping
 Trg Capt

TC (ME)

TC (WE)

TC (Ops)

EXO
INST
Circle size = Influence strength
Arrow dir. = Influence direction
 Influencing Key Stakeholders

Power Source Influence Strategies

Knowledge Playing it straight

Support Using social

networks

Personality Going around formal

system
 Managing
Transition

Developing
Support

Creating a
Vision

Motivate
Change
 The Three States

Current Transition Future

State State State
 Managing Transition

Managing
Transition

Activity Management
Planning Structures
 Activity Planning

Roadmap for Change

Activities & Events Activity Planning

Midpoint Goals
 Management Structures

Power to mobilize
resources
Special
Respect of Leadership Management
Structure
Interpersonal / political
skills
 Sustaining
Momentum

Managing
Transition

Developing
Support

Creating a
Vision

Motivate
Change
 Sustaining Momentum

Sustaining
Momentum

Providing Employee
Resources Development
Support for
Change Agent
 Providing Resources

‘Change’ Budget
Resources

Buffer Resources
 Support for Change Agent

To reduce tension
& isolation
Change Agent’s
Support
Building networks
 Developing Employees

Competencies & Skills

Employees
Development
Reinforcing new
behaviors
 Setting Midpoint Goals
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 A Pray…!!!

Lord grant me the serenity to accept the

things I cannot change, courage to change
the things I can, and the wisdom to know the
difference.

(Saint Francis of Assisi)