Ever wondered why employees resist change vehemently and go steps further to frustrate the change process?
There are strategies to deploy for a successful change management process/transition to evolve. Find out how to manage and sustain 'Change' from these slides of mine! Take charge! - Adetoun Omole (ACIPM).
2. LEARNING OBJECTIVES
At the end of the session, participants will be able to:
explain the concept of change;
discuss the phases in change management;
highlight the role strategy plays in change
management;
mention critical factors to be considered in change
management ; and
highlight factors that may bring about resistance to
change. STRATEGIES FOR MANAGING CHANGE
3. INTRODUCTION
• Change is inevitable in all facets of life.
• Change is a significant alteration in the
established pattern of expectation for good or
bad, positive or negative. It is equally a
process that involves the movement from a
present state through a transitional state to a
desired state (innovation).
• Change is a “state” or a “process” of being
different from the former.
STRATEGIES FOR MANAGING CHANGE
4. DEFINITION OF RELEVANT TERMS
CONCEPT OF CHANGE
“Change is a permanent part of life. No matter who
we are, where we live, how old or young, we all
make changes in our lives. Most of us struggle with
change …
The ways we change inside, the ways we grow and
learn, and become transformed are because of the
changes in our lives.”
- Orlando & Anaam
STRATEGIES FOR MANAGING CHANGE
5. STRATEGY
planning in any field: a
carefully devised plan of
action to achieve a goal, or
the art of developing or
carrying out such a plan
planning of war: the
science or art of planning
and conducting a war or a
military campaign
adaptation important to
evolutionary success: in
evolutionary theory, a
behaviour, structure, or
other adaptation that
improves viability. STRATEGIES FOR MANAGING CHANGE
6. STRATEGIES FOR STAKEHOLDERS
• Identify the stakeholders whose commitment
is required.
• For each type of stakeholder, describe the
needed change, perceived benefits and
expected resistance.
• Develop action plans including ones for the
stakeholder groups that are not sufficiently
committed.
• One critical group often ignored is higher-level
administration; they must be included one of
the key groups.
STRATEGIES FOR MANAGING CHANGE
7. THE ROLE OF A CHANGE AGENT
an individual who takes responsibility for changing the
existing pattern of behaviour of another person or social
system; roles include:
– develop the need for change
– diagnosis the problem
– establish information exchange channels
– create an intent to change in the clients
– translate an intent into action
– stabilize adoption and prevent discontinuance
STRATEGIES FOR MANAGING CHANGE
8. CHARACTERISTICS OF A
CHANGE AGENT
He / She is:
• an analyst and developer of clear
change goals and initiatives;
• a facilitator;
• an educator;
• a marketer;
• a systems integrator and coordinator ;
• a monitor of change;
• an effective communicator;
STRATEGIES FOR MANAGING CHANGE
9. ... CONTD.
Change agents possess core competence
such as:
• team building abilities;
• communication skills;
• excellent interpersonal skills;
• networking skills;
• personal enthusiasm;
• ability to stimulate motivation
commitment; and
• negotiating skills.
STRATEGIES FOR MANAGING CHANGE
10. Rogers: Adopter Categories
• innovators - the first 2.5% to adopt the
innovation
• early adopters - the next 13.5% to adopt the
new idea
• early majority - next 34% of the adopters
• late majority - the next 34% to embrace the
change
• laggards - the last 16% to adopt the
innovation
STRATEGIES FOR MANAGING CHANGE
12. Rogers: S-shaped Curve.
Time as a critical factor in Change
Management.
a period of slow adoption before experiencing a sudden period of rapid
adoption and then a gradual leveling off .
STRATEGIES FOR MANAGING CHANGE
13. CHANGE MANAGEMENT
Basically, this involves the process of ‘birthing’ the
change, nurturing it and the eventual stability of
the desired change.
Three phases of Change management are:
• Unfreezing phase - old ways are no longer
appropriate and that change is needed
• Changing/Moving phase - select an appropriate
and promising approach
• Refreezing phase – the new approach is
implemented and it becomes established
STRATEGIES FOR MANAGING CHANGE
15. IS
THE
CONSTANT THING IN LIFE .
STRATEGIES FOR MANAGING CHANGE
16. Useful Strategies to employ while
‘managing’ Change.
• establish a sense of urgency
• create a guiding coalition
• develop a compelling vision and strategy
• communicate the change vision widely
• empower stakeholders for broad-based
action on the vision
• generate short-term wins
• consolidate gains and produce more change
• anchor new approaches in organizational
culture
STRATEGIES FOR MANAGING CHANGE
17. LEADERSHIP AND CHANGE
The responsibility is on Leaders to:
initiate (conceive) change;
communicate change;
influence (direct) change;
inspire change;
handle resistance to change; and
sustain (manage) change.
STRATEGIES FOR MANAGING CHANGE
18. EXERCISE 1
• Think of one successful change in your work
environment. List the successful change variables
that were in place. What was the critical factor(s)
for the success of the change?
• Think of some unsuccessful change from your
environment. List the resistance to change
variables that were present. What was the critical
factor(s) that thwarted the change?
STRATEGIES FOR MANAGING CHANGE
19. EXERCISE 2
With the benefit of hindsight, list
some potential resistance to
change factors in your
organization.
STRATEGIES FOR MANAGING CHANGE
20. CAUTION
Consequences of innovation can
include:
– direct or immediate results
– indirect or undesirable consequences
that are a result of the innovation
– anticipated or recognized/intended
changes
– unanticipated consequences that are
neither intended or recognized
STRATEGIES FOR MANAGING CHANGE
21. CRITICAL FACTORS TO CONSIDER . . .
• Dynamic equilibrium
– Change occurs at a rate that the institution can cope
with it
– System can adapt to the change
– The organization is not overloaded with too rapid
change that leads to an inability to adjust or
disequilibrium
– Can this be achieved within your organization?
STRATEGIES FOR MANAGING CHANGE
22. LIKELY CAUSES OF RESISTANCE TO
CHANGE
• lack of trust
• perception that change is not necessary
• perception that change is not possible
• relatively high cost
• fear of personal failure
• loss of status or power
• threats to values and ideas
• social, cultural or organizational disagreements
• resentment of interference
STRATEGIES FOR MANAGING CHANGE
23. HANDLING RESISTANCE TO CHANGE
Leadership Commitment
Knowledge of Change
Effective Communication
Active Participation
Building the Requisite Technical Capacity
Coercion
Negotiation . . .
STRATEGIES FOR MANAGING CHANGE
24. CONDITIONS FOR SUCCESSFUL
CHANGE
• dissatisfaction with the status quo
• people have the necessary knowledge and skills
• tools needed to effect and sustain change are available
• implementers have time to learn, adapt, integrate and
reflect on change
• rewards or incentives exist for participants
• participation in process is expected and encouraged
• have support for innovation by key players and
stakeholders
STRATEGIES FOR MANAGING CHANGE
25. BENEFITS OF SUCCESSFUL CHANGE
MANAGEMENT
enhances institutional best practices
projects the organization as progressive, forward
looking and proactive
ensures quality service delivery
earns the institution public goodwill and support
creates an enabling work environment
increases employee morale, attitudes and
effectiveness . . .
STRATEGIES FOR MANAGING CHANGE
26. TEAM ACTIVITY
Case Studies
Discussion
Critical Analysis
Questions
STRATEGIES FOR MANAGING CHANGE
27. SUMMARY / CONCLUSION
Change is the permanent thing in life.
Therefore, critical factors necessary
for successful Change Management
should be holistically considered and
measures to ensure sustainability be
put in place.
STRATEGIES FOR MANAGING CHANGE