Two Sides of Change Management

Technical /Business Side of Change Human Side of Change Management

Management

1. Ascertaining need for Change

2. Entering into change relation

3. Diagnosis
1. Unfreezing

4. Conducting FFA

5. Implementing Change 2. Moving (Change Interventions)

(Change Interventions)

6. Evaluating and reinforcing

3. Re-freezing
the change
 Change Management Process
Development-
oriented 1. Giving
Diagnosis diagnosis
Entering into feedback
Ascertaining the
change 2. Suggesting
need for change
relationship Problem- Change
oriented Interventions
Diagnosis

Evaluating
and Technical Human
Technical Human
reinforcing side of side of
Interventions Interventions
the Change FFA FFA
results
 Ascertaining the need for Change
 At the heart of change management lies identifying
the gap – what we are to accomplish?
 The gap arises when:
1. Something is “broken” and corrective actions are
required to “fix” the problem.
2. An unrealized opportunity is seen by the
organization that is beyond reach and enabling
action is needed to seize the opportunity.
3. Yesterday’s vision is no longer good enough to
meet the contemporary demands of the market,
action is required to build the new infrastructure
to support the new vision.
 The gap defines both problem (present state) and
goal (desired state)
Desired
State
(goal)
Emergent Gap

Gap

Present Self-imposed Gap

State
(problem)
 Once identified, the gap requires:
1. study (diagnosis) for ascertaining its cause and solution
2. action (interventions) to eliminate the gap
 Diagnosis

Problem-
oriented Discovering cause Discovering
Emergent Gap
Diagnosis of the Gap Solution
(Emergent
Diagnosis)

Development-
Self-imposed oriented Discovering
Gap Diagnosis Solution
(Structured
Diagnosis)
 Diagnosis

 Diagnosis is collecting the valid information and

performing SWOT analysis with particular reference
to the desired state.
 Diagnosis is aimed at to determine whether the goal
is attainable, employees are willing to undertake the
change, and what cost, time and effort will incur.
 Information / data for diagnosis is collected through
a variety of methods – observation, organization
records, interviews, and observations.
 During Improvisational Modal of Change
Management, diagnosis remains a continuous
process because, according to provisions of
this model, the effect of the actions are to be
continuously monitored to measure progress
towards the goal.
 Change Interventions

 Change interventions are the sets of structured

activities especially tailored to address issues at
individual, group and organizational level.
Interventions constitute the action thrust of change
management.
 Different types of Change Interventions
 Technical Interventions

1. Strategic Management Interventions

Activities that help key policy makers to reflect

systematically on the organization’s basic mission
and goals and environmental threats and
opportunities, and to engage in long-range action
planning of both a reactive and proactive nature.
2. Structural Interventions
Activities designed to improve the effectiveness
of organizational structure. The activities may
take the form of experimenting with new
organization structures and evaluation their
effectiveness in terms of specific goals.
3. Technological Interventions
It is devising new ways to bring technological
resources to bear on problems / opportunities.

4. Job Design Interventions

These activities bring about change through
design/redesign of the job. Included in these
activities are job rotation, job enlargement, and
job enrichment.
5. Procedural Interventions
These interventions bring about change through
change in work procedures.
 Human Interventions
Human interventions are aimed at enhancing
interaction, communication, participation skills and
abilities, energy and optimism, and sense of
responsibility and accountability among the
individuals in order, either to, meet the demand of
the change directly or to support the technical side
of the change.
1. Team-building Interventions
Activities designed to enhance the effective
operation of system teams. These activities
focus on issues, such as the way things are
done, the skills and resources needed to
accomplish tasks, the quality of relationship
among the team members or between
members and the leader, and how well the
team gets its job done.
2. Inter-group Interventions
Activities designed to improve the effectiveness of
inter dependant groups that must work together to
produce a common output.
3. Motivational Systems Interventions
Such interventions include steps like reward
system, participative decision making, employee
empowerment, flexitime etc.
4. Education and Training Interventions
Activities designed to improve individual’s skills,
abilities, and knowledge. Several activities are
available and several approaches possible toward
improving interpersonal competence.
5. Life- and Career-Planning Interventions
These interventions include activities that enable
individuals to focus on their lives and career
objectives and how to go about achieving.
Structured activities include producing life and
career inventories, discussing goals and objectives,
and accessing capabilities, needed additional
training, and areas of strength and deficiency.
6. Third-party peacemaking activities
Activities conducted by a skilled consultant
designed to “help the members of an organization
manage their interpersonal conflict.” These
activities are based on confrontation tactics and an
understanding of the processes involved in conflict
and conflict resolution.
7. Recruitment and Retrenchment Interventions
The interventions entail hiring the individuals
when needed or shedding them according to
requirement of the change.
Change Management Iceberg
Quality

Business
side of
Change
Managemen
Cost Time
t

Promoters

Potential Hidden
Promoters Opponents

Hidden
Opponents

Perceptio Power
ns & &
Beliefs Politics