1. CHANGE

2. Change
Change Management:
•A structured approach to shifting/transitioning individuals, teams and organizations from
current state to a desired future state.
Organizational Change:
•It is generally considered to be an organization-wide change.
•It includes management of changes to the organizational culture, business
processes, physical environment, job design / responsibilities, staff skills / knowledge and
policies / procedures
•When the change is fundamental and radical, one might call it organizational transformation
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3. Forces which necessitate change
•Change should not be done for the sake of change – it is a strategy to accomplish overall
goal
•Usually organizational change is provoked by some major outside driving force and also may
be triggered by various internal factors.
External drivers of Internal drivers of
change change
•Political Forces •Organization dynamics
•Economical Forces •Administrative policies &
rigidity
•Technological Forces
•Expectations of the internal
customer
•Government Forces
•Structural inadequacy
•Increased Global
competition
•Technological factors
•Changing customer
needs expectations & •Human Resources Planning
preferences
•Profitability Issues
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4. Human Reaction to Organization
Change
•There is a very close relationship between change & human attitudes
•Human reaction to change depends on how a change will effect ones need & satisfaction.
•Attitudes are very important in determining resistance to change.
•Individual reaction to organization change occurs in any of the following forms :-
1. Acceptance – If an employee perceives that change will effect his/her favorably, then
he/she will accept the change.
2. Resistance – If an employee perceives the change is unfavorable to them, they resist
to change
3. Indifference - In some cases changes in organization or environment fails to bring
reaction to the employee. There are two reaction to change, acceptance & resistance,
but in some cases no reaction
4. Forced Acceptance – Employee or people may resist to the change in initial state but
if the change force are stronger than resistance force, then they have to accept
change.
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5. Causes of Resistance to Organization
Change
1. Individual resistance – Arises due to differing perceptions, personalities & needs.
Some of the reasons appears to be rational & emotional.
The reasons are listed below :
•Economic Factors
•Psychological Factors
•Social factors
2. Group Resistance – While working in organization the employee form informal group in
the organization. The main reason why the group resist change is that they fear that their
cohesiveness or existence is threatened by it
3. Organizational Resistance –
•Change is resisted at the level of the organization itself
•True in case of organizations which are conservative in nature
•Government agencies want to continue doing what they have been doing for a number of
years even though there is a need of change in their service.
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6. Minimizing Resistance to Change
• Be Timely • Use Social media
• The need for change • Storytelling
• Involvement • Increase engagement by asking
questions
• Communication
• Create small wins
• The Past
• Training Programs
• Watch for staff reaction
• Don’t change for the sake of
• Control Staff anxiety change
• Don’t be afraid to change your
mind
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7. The Six (6) Change Approaches of Kotter and
Schlesinger
1. Education & Communication - Where there is a lack of information or inaccurate
information and analysis. One of the best ways to overcome resistance to change is: to
inform and educate people about the change effort beforehand.
2. Participation and Involvement. Where the initiators do not have all the necessary
information to design the change, and where others have considerable power to resist.
3. Facilitation and Support. Where people are resisting change, because of adjustment
problems. By being supportive of employees during difficult times, managers can
prevent potential resistance.
4. Negotiation and Agreement. Where someone or some group may lose out because
of a change, and where that individual or group has considerable power to resist.
Managers can combat resistance by offering incentives to employees not to resist
change.
5. Manipulation and Co-option. Where other tactics will not work or are too expensive.
Kotter and Schlesinger suggest that an effective manipulation technique is: to co-opt
with people who are resisting the change
6. Explicit and Implicit Coercion. Where speed is essential. And to be used only as last
resort.
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8. Force Field Analysis Model
Restraining
Desired Forces
Conditions
Restraining
Forces Driving
Restraining Forces
Forces
Driving
Forces
Current Driving
Conditions Forces
Before During After
Change Change Change
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