CHANGE

DR.PRAMOD M
Change Management
■ Change management is the creation and implementation of the roles, processes and tools
that each of these groups use to effectively manage the people side of change.
■ What does it mean to “manage change”?
• To the organisation:
– Have a structured change management process suitable to the nature of the change.
• To the employee:
– Understand what change means and how it affects me.
– Have some skills to manage change
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■ Who is involved in Managing Change?
■ Change management requires each of the ‘gears’ in the picture to fulfill their specific
role. A change manager can facilitate assessments, create a change management strategy
and develop change management plans, but they are not the only ones involved in
managed change. The other groups involved in managing change include:
– •Project team
– •Senior leaders
– •Managers and supervisors
– •Employees
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■ Level of Change Management
– 1. First level
■ • Generic
■ • Applicable to any type of change
– 2. Second level
■ • Specific
■ • Applicable to a particular type of change

■ Three phases of change:

– • Prepare
– • Implement
– • Reinforce
Change Management
■ Phases of Change Management
■ 1. Preparing For Change.
– • Define your Change Management strategy.
– • Prepare your Change Management Team.
– • Develop your Sponsorship Model.
■ 2. Managing Change.
– • Develop Change Management Plans.
– • Take action and Implement
■ 3. Reinforcing Change.
– • Collect and analyze feedback.
– • Diagnose gaps and manage resistance.
– • Implement corrective actions and celebrate successes
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■ Change Management Principles
■ Following principles:
– • At all times involve and seek support from people within system (system =
environment, processes, culture, relationships, behaviours, etc., whether personal or
organisational).
– • Understand where you are / the organisation is at the moment.
– • Understand where you want to be, when, why, and what the measures will be
required for reaching / getting there.
– • Plan development towards above No.3 in appropriate achievable measurable
stages.
– • Communicate, involve, enable and facilitate involvement of people, as early and
openly and as fully as possible
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■ Advantages of Proper Organizational Change Management
■ Successful / proper change management may provide following advantages to business
firms :
– • Lower or neglible staff dissatisfaction
– • Lower or negligible resistance to change process
– • Lesser time and efforts are required for implementing change
– • Lower costs associated with change
– • Participation of majority in change, thus leading to increased motivation
– • Successful implementation of change
– • Sustainable change with very less probability of rollback
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■ Advantages of Proper Organizational Change Management …Contd …
– • May help the organization to adapt to changes at a faster rate and thus help the
organization to survive in the ever-changing environment
– • Easy integration in the case of merger or amalgamation with lesser time, efforts
and costs
– • May lead to increased efficiency, increased productivity
– • May lead to lower cost of operations i.e. cost reduction
– • May lead to improvement in quality
– • May help in gaining technological leadership
– • May lead to more profitability
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■ Change Management Process
■ Change management comprises process six main activities as under:
– • Identify potential change
– • Assess
– • Plan change
– • Implement change
– • Review and
– • Close change.
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■ Resistance to Change
■ • The biggest challange to any change comes through resistance to change. Change
disturbs existing equilibrium, existing procedures, power structures etc within the
system or organization, which may not be liked by many persons, thus leading to
resistance to change.
– • 1. The resistance to change could be
■ (a) Overt or Immediate resistances to change
■ (b) Implicit or Deferred resistances to change
– • 2. Resistance to change can come from employees as well as employers or
management.
– • 3. Resistance to change can occur at any level i.e. individual level, group level
and organization level.
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■ Resistance to Change
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■ Building Culture for Change
■ In general terms, the change program should:
– • Describe the change process to all people involved and explain the reasons why
the changes are occurring. The information should be complete, unbiased, reliable,
transparent, and timely.
– • Be designed to effectively implement the change while being aligned with
organizational objectives, macro environmental trends, and employee perceptions
and feelings.
– • Provide support to employees as they deal with the change, and wherever possible
involve the employees directly in the change process itself
– • Be consistently monitored and reviewed for effectiveness. A successful change
management program is typically also a flexible project
Change Management
■ The ADKAR model developed by Jeff Hiatt (1998, 2006) can be highly helpful for
individual change management. The model presents five building blocks which must
be obtained / implemented to realize change successfully. It is management's job to
create an environment in which people can go through these five stages as quickly as
possible, which include:
■ • Building AWARENESS as to why the change is needed
■ • Creating DESIRE to support and participate in the change
■ • Developing KNOWLEDGE as to how to change
■ • Fostering ABILITY to implement new skills and behaviours
■ • Providing REINFORCEMENTS to sustain the change
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