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

intelligent, but the one most responsive to change.

Forces of Change

Nature of the Economic

Technology
workforce shocks

World
competition Social trends
politics
Change: Making things different
Planned Change: Change
activities that are intentional
and goal oriented.
Unplanned
Types of change Change agent: Persons who act
change as catalysts assume the
Planned responsibility for managing
Change change activities.
Resistance to Change
Individual Sources Organizational Sources
• Habit • Structural inertia
• Security • Limited focus of
• Economic factors change
• Fear of unknown • Threat to expertise
• Selective information • Threat to establish
processing power relationships
Overcoming Resistance to Change
Education and Communication

Participation

Building Support and Commitment

Develop Positive Relationship

Implementing Change Fairly

Manipulation and Cooptation

Selecting People who Accept Change

Approaches to Managing Organizational Change
Kurt Lewin’s 3 phase model of change
Kotter’s Eights Steps to Change John Kotter’s (1996) eight steps to transforming
organizations are based upon analysis of 100 different
organizations going through change. His research
highlighted eight key lessons which he converted into a
practical eight-step model. Although represented by
Kotter in a linear fashion, experience suggests that it is
better to think of the steps as a continuous cycle to
ensure that the momentum of the change is maintained.

Establish a Form a Remove

Develop a vision Communicate Plan and create
Sense of powerful, Obstacles &
& Strategy the vision short-term wins
Urgency guiding coalition empower action

Consolidate Anchor in the

gains culture

Limitations
Benefits 1. The model is clearly top-down, it
1. Focus on buy-in of employees as the gives no room for co-creation or
focus for success other forms of true participation.
2. Clear steps which can give a 2. Can lead to frustrations among
guidance for the process employees if the stages of
3. Fits well into the culture of classical grief and individual needs are not
hierarchies taken into consideration.

Bridge’s Transition Model
ENDING
End what ‘used to be’; identify
who is losing what, openly
acknowledge the loss, mark the
endings and continuously repeat
information about what is
changing and why.
Benefits
1. You can use the model to
understand how people feel as you
guide them through change. It
clarifies the psychological effect of
change.
The ideas of Bridges(1991) on transition provide a good
understanding of what is going on when an organizational
change takes place. He differentiates between change
and transition, according to him Change is a situational
and happens without people transitioning and transition is
psychological and is a three phase process where
people gradually accept the details of the new situation
and the changes that come with it.
NEUTRAL ZONE NEW BEGINNING
Individuals within the Gain acceptance of the purpose;
organization feel disoriented with Communicate a picture of how
falling motivation and increasing the new organization will look
anxiety. Ensure that people and feel ; Communicate and gain
recognize the neutral zone and a step-by-step understanding of
treat it as part of the how the organization will change
organization's change process.
Limitations
1. While the model is useful for
implementing change, it's not a
substitute for other change
management approaches. It cant
be used as an independent change
management model.
Roger’s Technology Adoption Curve
Benefits
1. Helps in creating an understanding
of the audience for change.
2. Provides inputs to identify opinion
makers and influencers.
The technology adoption lifecycle model, based on his theory
of diffusion of innovation(1962), describes the adoption or
acceptance of a new product or innovation, according to the
demographic and psychological characteristics of defined
adopter groups. The process of adoption over time is typically
illustrated as a classical normal distribution or "bell curve." The
model indicates that the first group of people to use a new
product is called "innovators," followed by "early adopters."
Next come the early and late majority, and the last group to
eventually adopt a product are called "laggards.”
The curve creates the foundation of 5 step process of
technology adoption- Knowledge, Persuasion, Decision,
Implementation, Confirmation
Limitations
1. People need not fall into one Change
Adoption Category; they drift from
category to category depending on the
specific change/innovation.
2. The adoption terms are accurate only in
hindsight; they tell you nothing about
how a population might respond to a
change/innovation.
Kubler- Ross Five Stage Model The Change Curve is based on a model originally

The Change Curve developed in the 1960s by Elisabeth Kubler-Ross to

explain the grieving process. She proposed that a
terminally ill patient would progress through 5 stages of
grief when informed of their illness. By the 1980s, the
Change Curve was a firm fixture in change management
circles. The curve, and its associated emotions, can be
used to predict how performance is likely to be affected
by the announcement and subsequent implementation of
a significant change.

Limitations
1. Not all change is bad. This model
assumes the worst reaction to
change.
Benefits 2. It is difficult to identify the
1. An individual’s reaction to change is transition between stages.
well captured, this forms a good 3. Difficult to apply to a group
foundation to develop
communication strategy
Prosci’s ADKAR Model
Developed in 1998 by Prosci, after research with more
than 300 companies undergoing major change projects.
ADKAR is a goal-oriented change management model
that allows change management teams to focus their
activities on specific business results. The model was
initially used as a tool for determining if change
management activities like communications and training
were having the desired results during organizational
change.

Benefits
1. It encapsulates the business/process
dimension of change and the
individual dimension of change
2. Provides a clear management
checklist to manage change

Limitations
1. Misses out on the role of
Leadership and principles of
programme management to
create clarity and provide direction
to chnage
Action Research

Diagnosis

Analysis

Feedback

Action

Evaluation
Organizational Development
A collection of planned change
interventions, built on
humanistic- democratic values,
that seeks to improve
organizational effectiveness and
employee well- being.
• Respect for People
• Trust and Support
• Power Equalization
• Confrontation
• Participation
OD Techniques

Sensitivity Survey Process

Training Feedback Consultation

Team Intergroup
Building Development
Creating a Culture for Change
Innovation: A new idea applied to initiating or improving a product,
process, or service.

Sources of Innovation:
a. Organic structure
b. Long tenure
c. Slack resources
d. Interunit communication

Idea Champions
Creating a Learning Organization
An organization that has developed the continuous capacity to adapt
and change.
• Single- loop learning
• Double- loop learning

Managing Learning:
• Establish a strategy
• Redesign the organization’s structure
• Reshaping the organization’s culture