Managing and motivating Change

Faith Kanyago
faithkanyago@gmail.com
0772440611, 0702390790
 Introductory reflections
• What is change?
• Different types of change? Voluntary or involuntary change / planned
or unplanned change?
• What does it mean to lead and manage change?
• Leading versus managing change????
• Leading & managing self as a change agent??
• Leading change and transition?? (change management activities)
• Managing the organization during change??
• Why does change often fail? (Nearly 70% of change initiatives fail to meet
project objectives of time, cost, quality – John Kotter)
• How can change agents initiate, facilitate & sustain change with
minimal constraints?
• Can there be change but no transition? 2
 Introductory reflections
• Change is complete when there is transition…
Change is….. Transition is…

Physical Psychological

Event based & can be abrupt Process oriented

Easy Difficult (the Neutral zone)

External / evident (may seem to have taken Internal (felt & dealt with internally)
place as seen from the outside)

Marks the beginning of something new e.g. Ending / Closure / completion & moving on
mergers

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 WHY INITIATE CHANGE IN AN ORGANIZATION?

i. Responding to changes in the organization’s

operating environment

ii. Responding to organization’s internal dynamics

– strategy, structure, culture

iii. Preparing for the desired future

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 WHAT CAUSES CHANGE INITIATIVES TO FAIL?

Failure to understand & appreciate 4 aspects to change

dynamics namely:
1. Interconnectedness & cyclic nature of the 3-phases in
organization change:
i. present state: Core ideology, structure, culture, processes;
internal & external environment
ii. transition state (turbulent phase – effecting change in
any of the above - between)
iii. future state – desired state in any of i (& cycle
resumes)

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 WHAT CAUSES CHANGE INITIATIVES TO FAIL?

Failure to understand & appreciate 4 aspects to change

dynamics namely:
2. Organizational boundaries e.g.
i. Organizational goals
ii. organizational units / departments
iii. Organizational structure / authorities
iv. Organizational processes
v. Organizational culture

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 WHAT CAUSES CHANGE INITIATIVES TO FAIL?

Failure to understand & appreciate 4 aspects to

change dynamics namely:
3. Effects of change on people
i. What is in it for me?
4. Resistance to change.
i. Mismanagement of any or one of 3
above
This failure may result into the following:

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 WHAT CAUSES CHANGE INITIATIVES TO FAIL?

i. Failure to connected change initiatives to the

organization’s core ideology

ii. Inadequate engagement / participation & buy in

of stakeholders; non-involvement

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 WHAT CAUSES CHANGE INITIATIVES TO FAIL?

iii. Ineffective change communication

iv. Inadequate skills & knowledge by change

agents

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 WHAT CAUSES CHANGE INITIATIVES TO FAIL?

v. Not providing required resources to facilitate

change

vi. Lack of / minimal support from the leadership

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 WHAT CAUSES CHANGE INITIATIVES TO FAIL?

vii. Inadequate preparation for change & or poor

change & transition management

viii.Inadequate management & resolution of

conflicts

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General Principles of Change Management
(Philips)
There are Four (4) Principles of Change Management
1. Understand Change
2. Plan Change
3. Implement Change
4. Communicate Change

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 So, why the concern for change?
1. Change is sought out by
humans, delivered by
humans and affects
humans - in various ways;
2. Change is inevitable -
there must always be
something to change (Big
or Small):
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What should be done?

1. Establish the necessary

steps for change
2. Prepare (sensitization)
3. Support (counseling),
4. Train (for new roles)
5. Monitor pre- and
post-change activities
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 Why is Organizational Change Management (OCM) important?

1. Better performance
and amp up business
results;
2. It is an important
responsibility of the
managers,
3. Attain UNITY OF
DIRECTION MBA 24 HRM
 MANAGING CHANGE
3 types of Strategic Change Interventions
1. Transformational change

2. Continuous change

3. Trans-organizational change

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 STRATEGIC CHANGE INTERVENTIONS
1. Transformational change
• Systemic, revolutionary, integrated change at
changing the:
• Character / Core ideology
• Strategy
• Structure l
• Processes &
• its relationship with the environment /
stakeholder

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 LEADING AND MANAGING CHANGE
Transformational change
• Transformational change is not easy because:
• Involves venturing into the unknown – uncertainty of both
the path & end result
• Involves change in business culture (way things have always
been done)
• Structural changes & therefore relationships
• Requires support of critical mass of people to succeed

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 STRATEGIC CHANGE INTERVENTIONS
Transformational change (cont’d)
• Why:
• To regain / keep competitive advantage by:
1. Responding to industry discontinuities because of
changes in the organization’s operating environment
2. Changing business strategy b’se of e.g. product life cycle
changes
3. Responding to internal company dynamics –e.g. company
growth, corporate portfolio strategy, executive turnover

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 LEADING AND MANAGING CHANGE
Transformational change
• Critical roles of required to lead & manage transformational change:
1.Envisioning –
 articulate a new strategic direction,
 set & communicate new standards of performance,
 generate morale for the future building on past accomplishments.

2.Energizing –
 Leaders enthusiastic about the future;
 Model behaviors necessary to achieve the change &
 Mobilizing support of others
3. Enabling
 Provide necessary resources to implement major changes
 Reward / reinforce new behaviors that will lead to needed change
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 STRATEGIC CHANGE INTERVENTIONS
2. Continuous change
• A process where by one “post-change stage in an
organization maintains a linkage with the pre-
change stage”

• Improving on already existing processes and

procedures, quality of performance or learning
whereby change is seen as constant and necessary
for sustain and organization
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STRATEGIC CHANGE INTERVENTIONS
3. Trans-organizational change

• Creating & sustaining linkages with another / other

organizations with other organizations

• Examples: Joint ventures, Franchising, long term

contracts like alliances and strategic networks

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 STRATEGIC CHANGE INTERVENTIONS
3. Trans-organizational change

Reasons for trans-organizational change / forming alliances &

networks

• Leveraging strengths & minimizing weaknesses by integrating

interventions

• Addressing complex challenges & multifaceted projects not easy to

be managed by one organization

• Leveraging trust
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 LEADING AND MANAGING CHANGE
3. Trans-organizational change: 3 phases
i. Pre-combination stage
a. assessing compatibility

b. defining leadership;

c. defining strategic direction

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 LEADING AND MANAGING CHANGE

3. Trans-organizational change: 3 phases

ii. Legal combination
a. finalize financial negotiations

b. document & sign the agreement

c.
d. announce the change / integration

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 LEADING AND MANAGING CHANGE
3. Trans-organizational change: 3 phases

iii. Operational combination

a. organizational, technical & cultural integration

b. Learning & knowledge management

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LEADING AND MANAGING CHANGE

ACTIVITIES NECESSARY FOR EFFECTIVE

CHANGE

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 ACTIVITIES NECESSARY FOR EFFECTIVE
CHANGE
1. Motivate change
i. Create readiness for change
Preparing people for change – to accept &physically &
psychologically commit to change
Communicating positive expectations
ii. Overcome resistance to change
Empathy & support for people to be affected
Engage stakeholders in change planning
Communicate, communicate, communicate (5Ws & H i.e.
What, why, when, where, why & How?)

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 ACTIVITIES NECESSARY FOR EFFECTIVE CHANGE

2. Create a vision
Describe the core ideology
Construct the envisioned future
(Vivid description of outcomes. Example of
clear vision: John Kennedy’s “Putting a man on
the moon and returning him safely on earth.”

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 ACTIVITIES NECESSARY FOR EFFECTIVE CHANGE

3. Develop political support

 Assessing the change agent’s own source of power
 e.g. change agent’s knowledge, personality &
other’s support – like special expertise by change agent,
charismatic type of personality or support from significant others
 Identify key stakeholders required to support change

 Devise strategies to influence & gain support of key

stakeholders
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 ACTIVITIES NECESSARY FOR EFFECTIVE CHANGE

4. Managing transition – Change as a transition state i.e road map for change:
from: Current state Transition state Desired future state
Activity planning - breaking down change outcomes into medium &
short term goals & associated activities
Commitment planning – identifying key individuals & groups &
strategizing on how to gain their support (who’s support is critical for the success
of change & transition?)
Change management structures - change mgt team/ structure;
people with ability to mobilize required resources to drive change
Managing the learning process – enable people know how the
acquired knowledge, skills behaviors contributing to the desired change e.g.
shared learning, after-action reviews
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 ACTIVITIES NECESSARY FOR EFFECTIVE CHANGE

5. Sustain the momentum- support system & commitment to implement & complete
change process:

Provide extra required resources

Build a support system for change agents
Develop new competencies & skills
Reinforce new behaviors
Evaluate change interventions (advs, importance, challenges,
process, outcomes)

Institutionalize change: Continuous support to stay

on the course of change – culture & practices 33
FIVE ACTIVITIES NECESSARY FOR EFFECTIVE CHANGE Source: Cummings (2015)

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 MANAGING AND MOTIVATING CHANGE

Resistance to Institutional Change

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 LEADING AND MANAGING CHANGE

Resistance to change
Can be active or passive

Can be towards the nature or process of

change

Resistance is mostly rational but commonly
expressed emotionally & irrationally

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Consolidated reasons for resistance to change
1. Lack of trust
2. Perception that change is not necessary
3. Perception that change is not possible
4. Relatively high cost
5. Fear of personal failure
6. Loss of status or power
7. Threats to values and ideas
8. Social, cultural or organizational disagreements
9. Resentment of interference
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 Why resistance to institutional change

i. Inadequate change management process

ii. Past change experience

iii. Poor / Lack of communication strategy

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 Why resistance to institutional change

iv. Timing of change

v. Fear of unknown expectations e.g. required

competence

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 Why resistance to institutional change

vi. Organizational politics / peer pressure

vii. Mistrust in & poor support of the leadership

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Overcoming resistance to change

People issues (approach) Organization (& People) seek areas of

agreement

a) Education & communication a) Support key opinion leaders

b) Participation & involvement, b) Identify resistance (real
c) Facilitation & support, resistance)
d) Negotiation & agreement c) Show potential benefits
e) Manipulative and co-option d) Do not disguise your feelings
f) Explicit & implicit coercion

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 Strategies of Managing Resistance to change

1. Prepare for change

i. Change as a Process Vs event
ii. What is the compelling reason for change?
iii. Evaluate readiness, capability & commitment to
change
iv. How realistic is the planned change

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 Strategies of managing Resistance to change

2. Manage change

i. change communications,

ii. change roadmap sponsorship,

iii. coaching, training & empowerment plans

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 Strategies of managing Resistance to change

3. Reinforce change

i. collect & use feedback to identify & address

the gaps,

ii. reward right behaviors

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 Strategies of managing Resistance to change

4. Identify & address the root cause(s) of resistance

not the symptoms

i. What is being resisted?

i. Social process of change?
ii. Technical process of change?
iii. Nature of change?
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 Strategies of managing Resistance to change

5.Empathy & support

i. active listening,
ii. understanding,
iii. appropriate support & empowerment
“If you talk to a man in a language he understands, that goes to his
head. If you talk to him in his language, that goes to his heart.” –
Nelson Mandela

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 Strategies of managing Resistance to change

6. Effective & regular communication (5Ws & H):

What?
Why?
Who?
When?
Where?
How?

“overcommunicate” rather than “under-

communicate”
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 Strategies of managing Resistance to change

7. Active engagement / participation &

involvement of people in the change program

8. Immediate & effective conflict management &

resolution

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 LEADING & MANAGING CHANGE

“The secret of change is not to focus all your energy on

fighting the old, but on building on the new.” –Socrates

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References
Cummings, T. and Worley, C. (2015). Organization Development and Change. South-Western
Cengage Learning.

Jones, B. and Brazzel (Eds.) (2006). The NTL Handbook of Organizational Development and
Change. 2nd Ed. Wiley

McLean, G. (2006). Organization Development: Principles, Processes & Performance. Berrett-

Koehler Publishers.

Rothwell, W. J., Stavros, J. M., Sullivan, R. L., & Sullivan, A. (Eds.) (2010). Practicing
Organization Development: A Guide for Leading Change. Pfeiffer.

Senge, P. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization.
Doubleday
 •Thank you for
your participation

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