CHANGE

MANAGEMENT
“Slowness to change usually means fear of the new.”
-Philip Crosby
Contents
• Change and change Management
• Change and Individual
• Team Change
• Change and the Organization
• Leading Change
• Change Management Framework
• Types of change
 Change and Change Management

“ It is not the strongest of the species that survives, nor the

most intelligent that survives. It is the one that is the most
adaptable to change.”
- Charles Darwin
• Orientation to change

There are 4 types of orientation to change.

Orientation Definition

Inactive Indicates the person is oblivious to change.

Reactive These types of people are ready to change but

take their own time and energy to do so.
Proactive These people welcome change and are
positively oriented to change.
Interactive These people are “innovators” and
evangelists of change and adjust as the
change keeps happening.
• Factors that effect Change Management

Or

th equ ativ e &

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ng s o
n

ec e e
ns eg v
his izati

co n ositi

ha nce
tor on

P
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Five factors
Type of Nature of
individual change

Individual
history
• Potential Drivers of Change
Technological
variables
Economic
Variables
Competitors Customers

The Board of Directors

The Organization
labour
Union

Employees Shareholders

The Media Special-interest

Groups
Social Political
Variables Variables
Fig: Potential drivers for change for an organization
Change and the Individual

PANIC ZONE

LEARNING ZONE

COMFORT ZONE

Fig: Managing change at individual level

• Different Approaches to individual change

Behavioural Cognitive
change of behaviour Achieving Results

Approaches to
Individual Change

Psychodynamic Humanistic Psychology

“inner world of change” Maximizing potential

Fig: Approaches to individual change

 • Model of Change Management

 ADKAR Model
o A- Awareness
o D- Desire
o K- Knowledge
o A- Ability
o R- Reinforcement

The powerful model for change management basically indicates that if one needs to change, there
is a need for awareness for change, desire or willingness to change, knowledge of change an ability
to change and follow it up through reinforcement so there is no ‘going back’.
 Post-

Phase of change for the Organization

Implementation Successful
change
Implementation

Concept &
Design

Business Need

Awareness Desire Knowledge Ability Reinforcement

Phase of change for employees

Fig: ADKAR Model and business dimension of change

 Team Change
“Together Everyone Achieves More.”
• HR Team
Work Team • Administration Team

• Problem solving Team

Parallel Team

• Form for a specific Project

Project Team

• Working in a combined functional and project set up-most of the organization currently use the
Matrix Team matrix structure.

• Members from different geographical locations.

Virtual Team • Teams are not co-located and meet rarely personally.

Cross functional
• Teams are formed with people of drawn from various functions to achieve certain objectives.
Team
• Team Dynamics

Forming Storming Norming Performing Adjourning

Fig: Tuckman’s Model of Team Dynamics

The study by Tuckman concluded that when a set of people come together, they g through the
process of forming themselves into a team, storm about their purpose, expected outcome etc and
then nominate the persons for various types of tasks among themselves. Then each of them perform
their tasks and complete it part and then disperse which is adjourning.
 Change and the Organization
“Change before you have to.”
-Jack Welch
• Models Of Change in Organization
o Kurt Lewin Model • Examine Current Status
Unfreeze • Increase driving force
• Decrease Resisting force
• Take Action
Move • Make the Change
(Change) • Involve People
• Make change permanent
Refreeze • Establish new way of working
• Reward desired outcomes
Fig: Kurt Lewin’s force Field Analysis and 3 step model of change
o John Kotter’s Model

Implement and 8. Institutionalize change into the culture

sustain change
7. Never let up and create more change

Engage and enable 6. Plan for and create short term-wins

the whole
organization 5. Empowers others to act on the vision

4. Communicate the vision for buy-in

3. Create a vision
Create a climate
for change 2. Form a powerful guiding coalition

1. Establish a sense of urgency

Fig: John Kotter’s 8 step model of change

o Cameron’s Change cycle Establishing
need for change

Building the
consolidating
Change team

Cycle of Change
Noticing
improvements Creating vision
and energizing

Empowering Communicating
others and Engaging

Fig: Cameron’s Change Cycle

 Leading Change
“ The first basis ingredient of leadership is a guiding vision. The leader
has a clear vision of what he wants to do-professionally and personally
and the strength to persist in the face of setbacks and even failures.
Unless you know where you are going and why you cannot probably get
there.”
-warren Bennis
• Leadership styles
• Only to be used in crisis situations
Coercive • When changes are required instantly
• To be combined with other styles as needed for sustenance of change

• During turn around situation

Authoritative • Leader should be seen as credible
• Leader to show enthusiasm and lead the way

• When the ongoing change process become tough

Affiliative • To be combined with other styles to be effective
• Helps to get the right relationship and build trust

• Team knows more about the situation than the leader

Democratic •
•
Not to be used with immature
Set the direction and provide overall guidance

• Can be used with very motivated team

Pacesetting •
•
Need to ensure the direction is set properly to get the best outcome
Need to used other styles appropriately to keep moving forward

• To be applied on individuals
Coaching •
•
Helps build new competencies
Builds on strengths of chosen individuals
 Change Management Framework

“The world is changing very fast. Big will not beat small anymore. It will
be the fast beating the slow”

- Rupert Murdoch
• Change Management Planning
An understanding of the change situation can be gained through an enquiry into five key areas- five
C Model.
1. Context
2. Complexity
3. Consequence
4. Culture
5. Capability
These five elements present in the environment, scale and scope of the change program.
• Change Management Framework
1. Establishing need for change
6. Recognizing improvements 2. Building the change team
7. Consolidating 3. Creating vision

Sustaining & Initiating

Consolidating Change

Managing Change

4. Communicating and engaging with stakeholders

5. Empowering teams to work on change

Fig: Framework for change Management

 Types of Change
There are 3 types of change as observed by Ackerman.

May be either panned or emergent. It is

change that enhances or corrects existing
Developmental Change aspects of an organization, often focusing
on the improvement of a skill or process

Seeks to achieve a known desired state

that is different from the existing one. It is
Transitional Change episodic, planned and radical. Many
organizations follow this model

Is radical in nature. It requires a shift in

Transformational change
assumptions made by the organization that
differs significantly in terms of structure,
processes, culture and strategy. It may,
therefore, result in the creation of an
organization that operates in development
mode- one that continuously learns, adapts
and improves
 Culture

Process

People

Fig: Change Management- Its inter-relationship on Organizations components

Thank You