This document provides an overview of change management concepts. It discusses what change is, common reasons for change failures, barriers to change like resistance, and models for leading change successfully. The key aspects covered include understanding the change cycle and resistance to change, developing a clear vision and communication strategy, building internal capacity for change, and establishing metrics to measure change. Overall, the document aims to equip readers with tools and frameworks to analyze organizational change challenges and develop effective strategies to support change initiatives.

1. Change is the Future
Dr. Kenneth Lui-ming NGIEDr. Kenneth Lui-ming NGIE

2. 2
Agenda
1. Introduction
2. Realities of change
3. Barriers and consideration of change
4. Leadership model
5. New approaches for the new era of rapid
change
6. Strategic analysis tools

3. 3
Objectives
Able to understand
1. what is change
2. change cycle
3. reasons of failure
4. causes of resistance
5. change equations
6. three-circle framework
7. components of change strategy
8. change agent
9. how can we support change

4. 4
What is Change?
 “Change is a simple process. At least, it’s
simple to describe. It occurs whenever we
replace the old with the new. Change is about
traveling from the old to the new, leaving
yesterday behind in exchange for a new
tomorrow” (de Jager, 2001, p.24).
 Change is not a linear process.
 Change in one part of an organization affects
the other parts (Ripple Effect).
 It is often a combination of change initiators
and change resistors that creates the
celebration of successful change.
(Lawrie, 1990; de Jager, 2001; Kotter, 2007; Britt and Thomas, 2007)

5. 5
Success Rate
 In 1996, John Kotter’s research revealed that
only 30% of change programs succeeded.
 In 2008, a McKinsey survey revealed the same
success rate.
 “70% of the time, when significant change is
needed, people back away, go into denial, try
but fail rather miserably, or stop, exhausted,
after achieving half of what they want, using
twice the budgeted time and money” (Kotter
and Whitehead, 2010, p.181).
(Jarrett, 2008; Aiken and Keller, 2009; Kotter and Whitehead, 2010)

6. 6
Causes of Resistance
 Fear of unknown
 Fear of failure
 Threats to status
 Loss of power and influence
 Lack of information and/or clarity
 Lack of perceived benefits
 Most people are naturally concerned about how
they can change, especially if the change involves
learning something new and risking failure.
 “Resistance is a natural part of the change
process. Employees resist change because they
are human, not because they are disloyal or
incompetent” (Lewis, et al., 2010, p12).
(de Jager, 2001; Bagranoff, et al., 2002; Proctor and Doukakis, 2003; Lewis, et al., 2010)

7. 7
Reasons of Failure
 Lack of strong, consistent management support
 Lack of motivation
 Lack of skill
 Lack of training
 Lack of vision
 Lack of change agents to facilitate change
process
 Project scope too large for the available
resources
 Poor communication
 No preparation for a change culture
(Easton and van Ryckeghem, 2010; Lee and Faulkner,
2010 )

8. 8
Change Cycle
ANNOUNCEMENT
SHOCK
DENIAL
DEPRESSION
ANGER
BARGAINING
TESTING
ACCEPTANCE
LETTING GO – LOSS,
DENIAL, ANGER,
ANXIETY,
WITHDRAWAL
NEUTRAL ZONE –
FEAR, UNCERTAINTY,
CONFUSION, GUILT
BEGINININGS –
ANTICIPATION,
NEW FRAME OF
REFERENCE,
NEW SENSE OF
COMPETENCE
(Source: Adapted from Austin and Currie, 2003, p.233)
A CB

9. 9
Three-Stage Model of Change
INITIAL
LEVEL
NEW
LEVEL
FearVision
Survival
Pride
Values
SelfInterest
(A) Unfreeze
(B) Change
(C) Refreeze
Restraining
Force
Restraining
Force
Restraining
Force
Driving Force
Driving Force
Driving Force
(Source: Adapted from Kajewski, et al., 2010, p.32)

10. 10
Change Equation
1960’s 2000’s
(D * V * F) > R
Dissatisfaction
Vision
First Step
Resistance to Change
(A * B * D) > X
Level of dissatisfaction
with the status quo
Clear desired status
Practical first step
toward the desired state
The cost of Change
A
B
D
X
D
V
F
R
Burke’s Formula (Burke, 2008)Gleicher's Formula (Beckhard, 1969)

11. 11
Cost of Change
Most
Moderate
Least
ANTICIPATORY Change
REACTIVE Change
CRISIS Change
COST
DIFFICULTY
Most Difficult
Difficult
Easiest
(Source: Adapted from Kajewski, et al., 2010, p.23)

12. 12
Dissatisfaction and Risk Matrix
High
Degree of
Success
Moderate
Success
Moderate
Success
Low to No
Success
Level of Dissatisfaction
with the status quo
Low
Low High
High
Perceived
Personal Risk
(Source: Adapted from Eaton, 2010, p.39)

13. 13
Consideration of Change
1. Why should the old status quo be changed?
(The answer will help determine how people
will react to the change)
2. What is the cost in making the transition from
the old way of doing things to the new way?
(Cost of training, cost of low morale, cost of
new hires / people leaving, cost of emotional
destroying)
3. Is the cost justified by the incremental
benefits of the new change?
4. Does the proposed change reinforce existing
core values?
(de Jager, 2001)

14. 14
The Principle of Changing Process
 Nothing is fixed and static in an absolute way.
Even our experience is provisional rather than
permanent.
 “It is obvious and palpable that our state of
mind is never precisely the same ... When the
identical fact recurs, we must think of it in a
fresh manner, see it under a somewhat different
angle, apprehend it in different relations from
those in which it last appeared” (James, W, 1905,
p.156).
(James, W, 1905; Parlett, 1991)

15. 15
Components of Change
Strategy
Pressure for
Change
Clear, Shared
Vision
Internal
Capacity
Agreed
Programme
• Establishing an enough sense of urgency;
rationale of change; constructive storytelling
• Direction; communicating the vision;
creating a guiding coalition
• Competence, skill; knowledge; role
modeling; top-down approach; leadership
• Implementation plan; commitment;
reinforcement; empowerment
Diefenbach, T. , 2007; Burke, W. W., 2008; Eaton, 2010; Kotter, J., P. and Whitehead, L. A., 2010

16. 16
Successful Change
Pressure for
Change
Pressure for
Change
Pressure for
Change
Pressure for
Change
Pressure for
Change
Clear, Shared
Vision
Clear, Shared
Vision
Clear, Shared
Vision
Clear, Shared
Vision
Clear, Shared
Vision
Internal
Capacity
Internal
Capacity
Internal
Capacity
Internal
Capacity
Internal
Capacity
Agreed
Programme
Agreed
Programme
Agreed
Programme
Agreed
Programme
Agreed
Programme
Successful
Change
Bottom of
In-tray
Fast Start that
Fades
Anxiety &
Frustration
Haphazard
Efforts
(Source: Adapted from Eaton, 2010, p.39)
=
=
=
=
=

17. 17
Three-circle Framework
Focus
CapabilityWill
Strengths,
Competences
Direction,
Vision
Leadership,
Self-confidence,
Commitment
(Source: Adapted from Drew and Smith, 1998, p.669)

18. 18
Vision
 Every change process has an intended
destination which is described by a vision.
 The vision is the only thing that keeps people
moving forward in spite of obstacles.
 Rule of Thumb – If you can’t communicate the
vision to someone in five minutes or less and
get a reaction that signifies both understanding
and interest, you should not be able to initiate
the change process smoothly.
(Kotter, 2007; Bishop and Strong, 2010)

19. 19
Communication
 Communication, properly-done, causes trust.
 The effect of good communication is to increase
employees’ trust of the leader, and loyalty.
 The most important part of communication is
not sharing information, it is listening.
Listening for the aspirations and fears of
people being affected. After listening, the most
important part of communication is not sending
out information, but returning to the vision.
(Ball, et al., 2006; Bishop and Strong, 2010)

20. 20
Change Agent
 A change agent is one who promotes a change process.
It is because of this important function that the role of a
change agent should be taken up by a “manager” who is
therefore associated with the success of change.
 A change agent is to motivate people by preparing them
for change, to build trust and actively participate in
problems solving.
 “Lower level managers have power in affecting
employees’ responses to a new policy. During the
change process, it is this lower level of management
that have tremendous power in determining the fate of
a change progression. It is for this reason that first line
managers are so powerful in the change equation”
(Brunetto and Farr-Wharton, 2005, p.221-226).
(Saka, 2003; Kritsoins, 2004; Brunetto and Farr-Wharton, 2005)

21. 21
Training
 Training can foster better teamwork and trust
among employees and corporate leaders.
 Training new skills is likely to change
employees’ beliefs and attitudes.
 “Training directed at lower ranked officers will
have limited impact unless
training/education/values development is firstly
directed at senior management and first line
managers” (Brunetto and Farr-Wharton, 2005, p.236).

22. 22
P.O.L.I.C.E. Leadership Model
 P : Planning
 O : Organizing
 L : Leadership & accountability
 I : Information & communication/Implementation
 C : Control
 E : Ethics & integrity / Evaluation
 Change is primarily about leadership which is to
show the ways of affecting the hearts and minds of
people so that they can work together towards a
common goal.
(Gill, 2003; Keller, 2008)

23. 23
Cultural Change
 Cultural elements include values and attitudes
(for police culture, e.g. manliness, internal
solidarity, bravery, authoritarianism), but also
ideas, assumptions or unconscious thought
processes (for police culture, e.g. the use of
stereotypes), beliefs, symbols, rituals. Cultural
elements in a police environment also include
the line of command or hierarchy.
 Changing culture is a matter of changing values,
beliefs, attitudes etc. It is about changing
hearts, minds and souls of employees.
(Gill, 2003; Easton and van Ryckeghem, 2010; Kajewski, et al., 2010)

24. 24
Interpersonal Leader
 Winning Hearts and Minds by the FACT and
RESPECT
Fairness
Attitude
Communication
Trust
Respect
Empathy
Sensitivity
Participation
Empowerment
Care
Training
(Verrier and Smith, 2005; Smith and Louw, 2007)

25. 25
The 3 E’s of Fairness
 If unfairly treated, employees are less
likely to perform to their full potential
 Explanation
 Everyone should understand
 Expectation of Clarity
 Standard of Judgment
 Engagement
 Encouraging involvement and refutation
(Mauborgne and Kim, 2005, p.175-176; Kajewski, et al., 2010, p.41)

26. 26
Trust, Care and Respect
 Relieving employees’ anxieties by establishing
trust and respect through dialogue.
 To keep people moving forward requires they be
treated with respect and understand.
 Reciprocity theory stresses the importance of
trust. Trust and reciprocity elicit cooperation.
 Trust is associated with confidence that other
people care about our physical and
psychological wellbeing.
 Leaders can increase trust by enhancing
transparency and participation.
(Kahan, 2003; Proctor and Doukakis, 2003; Lewis, et al., 2010)

27. 27
Preparedness for Change
 “One cannot manage change. One can only be
ahead of it” (Drucker, 1999, p.73).
 “Change comes from the two sources:
(1) Change from the world is inbound. We
have little or no control of it.
(2) Change that created by us is outbound. We
attempt to influence the world toward a more
preferable future” (Bishop and Strong, 2010, p.100).
 “Chance favours the prepared mind” (Louis
Pasteur, 1822-1895).

28. 28
Strategic Analysis Tools
1. TOWS Matrix
 “TOWS (threats-opportunities-weaknesses-
strengths) is used because changes occur so
rapidly that a particular advantage can be
rendered meaningless in a very short space of
time” (Kotler and Kartajaya, 2000, p.98).
2. Feedback Analysis
 “Whenever one makes a key decision, and
whenever one does a key action, one writes
down what one experts will happen. And nine
months or twelve months later, one then feeds
back from results to expectations” (Drucker, 2001,
p.218).

29. 29
Demonstration
S W
O T
T O
W S
Internal
External
Change
External
Internal
Year
Decision
2010 2011 2012
Variable No.1
Variable No.2
Variable No.3
(Kotler and Kartajaya, 2000; Drucker, 2001)
Preview
Preview
Preview
Review
Review
Review Review
Review
Review

30. 30
An Inside-Out Life Approach
 “What can I contribute that will significantly
affect the performance and the results of the
institution I serve?” (Drucker, 2001, p.207).
From:
 What’s-in-it-for-me?
 Want-to-have
attitude
 Win-lose
 Telling attitude
 Avoiding change
To:
 How can I add value?
 Want-to-be attitude
 Win-Win
 Seeking to listen and
understand attitude
 Seeing change as
opportunity and
looking for change
(Drucker, 1999, 2001; Verrier and Smith, 2005)

31. 31
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