BECOMING A

MASTER
CHANGE AGENT
GROUP – 03:
Linnet Philip – MBA/06/027
Saurodeep Chatterjee – MBA/06/042
Kritika Tandekar – MBA/06/081
Anusha Malothu – MBA/06/083
 FACTORS THAT INFLUENCE
CHANGE AGENT SUCCESS

The interaction between personality, situation and powerful

vision transforms a person into a change agent. This can be
summarized in the following equation:

BEING A CHANGE AGENT = PERSON X VISION X SITUATION

Situations play a crucial part in this three-way interchange.

 CHANGE LEADERS AND THEIR ESSENTIAL
CHARACTERISTICS

01 02
COMMITMENT TO COMMUNICATION
IMPROVEMENT &
INTERPERSONAL
SKILLS

03
DETERMINATION
 CHANGE LEADERS AND THEIR ESSENTIAL
CHARACTERISTICS

04 05
EYES ON PRIZE & EXPERIENCE AND
FLEXIBILITY NETWORKS

06
INTELLIGENCE
 ANOTHER WAY TO THINK ABOUT THE
VARIOUS ATTRIBUTES OF CHANGE
AGENTS IS TO CONSIDER THEIR USE OF

CAPACITY
FRAMING CREATING SHAPING
BEHAVIORS BEHAVIORS BEHAVIORS
DEVELOPING INTO A CHANGE LEADER

Awareness
• Complex Challenges
• Focus on Innovation
• Virtual Communication
• Importance of Authority
• Long Term Survival
REFLECTIONS
The organization will not change if the individuals in the
organization don’t change.

Bennis’ Four Rules:

1. You are your own best teacher.
2. You accept responsibility and blame no one.
3. You can learn anything that you want to learn.
4. True understanding comes from reflection on your
experience.

Appreciative Inquiry:
AI seeks to find and understand the best in people ,
organisations, and the world by reflecting on past positive
experiences and performance.
DEVELOPMENT STAGES OF CHANGE
LEADERS
FOUR TYPES OF CHANGE LEADERS
EXTERNAL CHANGE AGENTS
(CONSULTANTS)

Role of External Change Agents:

• Provide Subject Matter Expertise

• Bring Fresh Perspectives through Exposure to ides that have worked Elsewhere

• Provide Independent, Trustworthy Support

CHANGE TEAMS

Self Managed Teams:

• Being Knowledgeable.
• Excellent written and oral communication.
• Total Commitment to the project.
• Open Minded and Visionary.
• Respected as Apolitical Catalyst for change.
ORGANISING THE CHANGE TEAM

Roles within Change Teams:

• Steering Team
• Design and Implementation Team
• Project Managers
• Sponsors
 Visible Sponsorship
 Information Sharing and Knowledge Development
 Protection
Factors critical for Team success:

• Clear, Engaging Direction

• Real team task
• Rewards
• Availability of Resources
• Authority vested in the team
• Team Goals
• Team Norms
DESIGN RULES FOR TOP TEAMS
CHANGE FROM THE MIDDLE-
EVERYONE NEEDS TO BE A CHANGE
AGENT
Traditionally, middle managers acted as the vital link
connecting the small group of executives at the top of
an organization with the workers who were actually
responsible for the bulk of the organization's output.

But there was the feeling of powerlessness while

operation from the middle of the organization
Oshry’s advice to those in the middle is to:

 Be top when you can

 Be bottom when you should
 Be coach
 Facilitate
 Integrate with one another
RULES OF THUMB FOR CHANGE AGENTS

Organize, but
Stay alive Start where the Work downhill
don’t over
system is
organize

Pick your battles Load Just enough is

Light many fires
carefully experiments for good enough
success

You can’t make a

difference without doing Reflect
Want to change; focus Think and act
on important results &
tings differently
get them fast

Create a coalition
THANK YOU