GOALS AND

TECHNIQUES OF
PLANNED CHANGE

Presented by: kanchan khubchandani

MBA III sem
Change Is….
Definition of Change
 make different; cause a transformation;
 an event that occurs when something
passes from one state or phase to another;
 undergo a change; become different in
essence; losing one's or its original nature;
 a relational difference between states;
especially between states before and after
some event;
 become different in some particular way,
without permanently losing one's or its
former characteristics or essence;
 the action of changing something;
 switch: lay aside, abandon, or leave for
another;
 the result of alteration or modification.
Global
Constant
Inevitable
Stressful
 What is Planned Change?

Change activities that are intentional and goal

oriented.

Objectives:

1. To adapt to changes

2. To change employee behaviour

 How does change begins?
• Disconfirmation – information that things are not
working, expectations are not being met creates…

• Survival anxiety or guilt. The fear, shame or guilt

associated with not learning something new. But the
prospect of learning something new creates…

• Learning anxiety. The feelings associated with an

inability or unwillingness to learn something new
because (1) it requires unlearning and temporary
incompetence, (2) loss of power or status, (3) loss of
group membership, (4) loss of identity.

• Hence resistance to change.

Basic proposition about learning
• Survival anxiety must be > learning
anxiety.

• Learning method 1: Escalate survival

anxiety until it is greater than learning
anxiety.

• Learning method 2: Reduce learning

anxiety until it is less than survival
anxiety – create “psychological safety”.
How to reduce learning anxiety and
create “psychological safety”

• Involve the “change targets” in all the steps of the

learning process.
• Provide a vision of a path.
• Provide a safe environment for learning (practice
field).
• Provide the time and resources necessary for
learning.
• Provide first steps and a direction.
• Work in groups.
• Provide coaching and help.
• Reward small steps in the right direction.
• Work in a supportive climate (norms that
support error embracing).

CHANGE MANAGEMENT INTERVENTIONS AIM TO CREATE

PSYCHOLOGICAL SAFETY
STEPS OF PLANNED
CHANGE
 Recognize the need for change. Recognition
of the need for change may occur at the top
management level or in peripheral parts of the
organization. The change may be due to either
internal or external forces.
 Develop the goals of the change. Remember
that before any action is taken, it is necessary
to determine why the change is necessary.
Both problems and opportunities must be
evaluated. Then it is important to define the
needed changes in terms of products,
technology, structure, and culture.
 Select a change agent. The change agent is
the person who takes leadership responsibility
to implement planned change. The change
agent must be alert to things that need
revamping, open to good ideas, and
supportive of the implementation of those
ideas into actual practice.
 Diagnose the current climate. In this step, the
change agent sets about gathering data about
the climate of the organization in order to help
employees prepare for change. Preparing
people for change requires direct and forceful
feedback about the negatives of the present
situation, as compared to the desired future
state, and sensitizing people to the forces of
change that exist in their environment.
 Select an implementation method. This step
requires a decision on the best way to bring
about the change. Managers can make
themselves more sensitive to pressures for
change by using networks of people and
organizations with different perspectives and
views, visiting other organizations exposed to
new ideas, and using external standards of
performance, such as competitor's progress.
 Develop a plan. This step involves actually
putting together the plan, or the “what”
information. This phase also determines the
when, where, and how of the plan. The plan is
like a road map. It notes specific events and
activities that must be timed and integrated to
produce the change. It also delegates
responsibility for each of the goals and
objectives.
 Implement the plan. After all the questions
have been answered, the plan is put into
operation. Once a change has begun, initial
excitement can dissipate in the face of everyday
problems. Managers can maintain the
momentum for change by providing resources,
developing new competencies and skills,
reinforcing new behaviors, and building a
support system for those initiating the change.
 Follow the plan and evaluate it. During this
step, managers must compare the actual
results to the goals established in Step 4. It is
important to determine whether the goals
were met; a complete follow-up and
evaluation of the results aids this
determination. Change should produce
positive results and not be undertaken for its
own sake.
 Keep in mind that a comprehensive model of
planned change includes a set of activities
that managers must engage in to manage the
change process effectively. They must
recognize the need for change, motivate
change, create a vision, develop political
support, manage the transition, and sustain
momentum during the change.
A model for organisational
change (Kurt Lewin)

Re-freezing
Unfreezing

Change & movement

UNFREEZING
Creating motivation and readiness to
change

Techniques to reinforce
unfreezing . . .

• Acknowledge feelings and

empathise

• Give people as much information

about the change as possible

• Say what will not change

• Treat the past with respect

• Help others to see the gap

 CHANGE & MOVEMENT
Guiding through the transition

Techniques to reinforce
movement . . .

• Provide focus and direction

• Strengthen peoples' connections

to one another

• Open up two way

communications

• Provide the individual with a

specific role in the change
process

• Provide leadership and tenacity

RE-FREEZING
Integrating the new point of view

Techniques to
reinforce re-freezing:

• (before reverting to the old

point of view)

• Ensure that individuals

and leaders are reinforced
for new behaviour

• Implement quick results

and highlight successes

• Build feedback
mechanisms

• Celebrate!
Questions

Comments