1.
Change Management
By
Dr. Vijay Kr Khurana

2.
What is Change Management?
• Change management refers to the task of managing
change.
• Managing change refers to the making of changes in
a planned and managed or systematic fashion.

3.
Change Management Principles
Following principles:
• At all times involve and seek support from people within
system (system = environment, processes, culture,
relationships, behaviours, etc., whether personal or
organisational).
• Understand where you are / the organisation is at the
moment.
• Understand where you want to be, when, why, and what the
measures will be required for reaching / getting there.
• Plan development towards above No.3 in appropriate
achievable measurable stages.
• Communicate, involve, enable and facilitate involvement of
people, as early and openly and as fully as possible .

4.
Advantages of Proper Organizational
Change Management
Successful / proper change management may provide
following advantages to business firms :
• Lower or neglible staff dissatisfaction
• Lower or negligible resistance to change process
• Lesser time and efforts are required for
implementing change
• Lower costs associated with change
• Participation of majority in change, thus leading to
increased motivation
• Successful implementation of change
• Sustainable change with very less probability of
rollback

5.
Advantages of Proper Organizational Change
Management
Contd …
• May help the organization to adapt to changes at a
faster rate and thus help the organization to survive in
the ever-changing environment
• Easy integration in the case of merger or amalgamation
with lesser time, efforts and costs
• May lead to increased efficiency, increased productivity
• May lead to lower cost of operations i.e. cost reduction
• May lead to improvement in quality
• May help in gaining technological leadership
• May lead to more profitability

6.
Change Management Process
Change management comprises process six main
activities as under:
• Identify potential change
• Assess
• Plan change
• Implement change
• Review and
• Close change.

7.
Resistance to Change
• The biggest challange to any change comes through
resistance to change. Change disturbs existing
equilibrium, existing procedures, power structures
etc within the system or organization, which may
not be liked by many persons, thus leading to
resistance to change.
• 1. The resistance to change could be
• (a) Overt or Immediate resistances to change
• (b) Implicit or Deferred resistances to change
• 2. Resistance to change can come from employees
as well as employers or management.
• 3. Resistance to change can occur at any level i.e.
individual level, group level and
organization level.

8.
Resistance to Change

9.
Resistance to Change

10.
Building Culture for Change
• Building culture for change is a time consuming
exercise and involves lot of efforts.
• ????

11.
Building Culture for Change
In general terms, the change program should:
• Describe the change process to all people involved and explain
the reasons why the changes are occurring. The information
should be complete, unbiased, reliable, transparent, and timely.
• Be designed to effectively implement the change while being
aligned with organizational objectives, macro environmental
trends, and employee perceptions and feelings.
• Provide support to employees as they deal with the change,
and wherever possible involve the employees directly in the
change process itself
• Be consistently monitored and reviewed for effectiveness. A
successful change management program is typically also a
flexible project

12.
Building Culture for Change
The ADKAR model developed by Jeff Hiatt (1998, 2006) can
be highly helpful for individual change management. The
model presents five building blocks which must be
obtained / implemented to realize change successfully. It
is management's job to create an environment in which
people can go through these five stages as quickly as
possible, which include:
• Building AWARENESS as to why the change is needed
• Creating DESIRE to support and participate in the change
• Developing KNOWLEDGE as to how to change
• Fostering ABILITY to implement new skills and behaviours
• Providing REINFORCEMENTS to sustain the change

13.
Building Culture for Change
ADKAR MODEL

14.
Building Culture for Change

15.
Change Management Strategies
Strategies based on 4 basic approaches on the
perception about human beings
• Empirical-Rational
• Normative-Reductive
• Power-Coercive
• Environmental-Adaptive

16.
Change Management Strategies
Organizations do not pursue a single strategy. They
adopt a suitable mix of strategies depending upon
following factors:
• Degree of Resistance
• Target Population
• The Stakes Involved
• The Time Frame
• Degree of Expertise Involved
• Dependency

17.
Change Management Strategies
Some of the strategies are discussed as below :
• Proper timing / tact
• Education & communication
• Seeking participation
• Facilitation & support
• Negotiation
• Manipulation & Co-optation
• Coercion
• Introducing incentives / rewards

18.
Change Management Strategies
Alternatively John P Kotter's eight step change model
may be used for effective change management.
1. Increase urgency
2. Build the guiding team
3. Get the vision right
4. Communicate for buy-in
5. Empower action
6. Create short-term wins
7. Don't let up
8. Make change stick

19.
Role of Leader in Change
• Who is a leader ?
• As per James Mcgregor Burn –“ A leader is one who instills
purposes , not one who controls by brute force”.
• Few other definitions of a leader or leadership are as
under:
• “ A leader is one who can take a group of people to a place
they don’t think they can go”.
• “ Leadership is --- we, not me; mission, not my show;
vision, not division; community, not domicile”.
• Many other definitions of the word leader or leadership
are also available, but there is no single exhaustive or all-
inculsive definition.
• A leader can play both positive as well as negative role in
change management.

20.
Role of Leader in Change
• A leader can play the following positive roles by helping
the mangement during the process of change:
• Encouraging collaboration rather than comeptition
• Encouraging customer-orientation
• Encouraging training and coaching
• Encouraging quality consciousness
• Improving communication
• Encouraging team work
• Improving participation of work force
• Can reduce conflicts by problem-solving
• Helping and encouraging for better productivity
• Can encourage creativity in an organization
• Helping in creating proper culture for improvement,
problem solving, prevention etc.

21.
Role of Leader in Change
• A good leader as a head of a team (consisting of
representatives or members from either same or
different functions / departments of an organization)
can help in :
o Proper & successful management of new product
development & its commercialization (innovation)
o Reduction of lead time from research &
development to markets.
o Speeding up volume / quantum of successful new
product launch
o Attainment of quality leadership
o Attainment of new product / technological
leadership
• A leader can follow steps in ADKAR model for building
culture for change

22.
INVOLVING PEOPLE IN
CHANGE MANAGEMENT /
PEOPLE LEVER IN ORGANIZATIONS
• If people lever is not managed properly, people in
organizations can resist the change at following levels :
• Individual level, group level, organizational level
• As an employee, as managers
• This in turn can adversely affect team work, productivity,
quality, drive towards modernization etc.
• If people lever is managed properly, people lever can be
used to create multifold increase in :
• Creativity i.e. generation of new and useful ideas
• New product development & its commercialization
( innovation)
• Productivity
• Improvement in quality
• Overall technological advancement / development

23.
INVOLVING PEOPLE IN
CHANGE MANAGEMENT /
PEOPLE LEVER IN ORGANIZATIONS
• People lever in organizations can be utilized /
harnessed by:
• Ensuring proper communication
• Promoting education & training
• Creating right organizational culture
• Seeking participation of employees
• Introducing rewards / incentives
• Encouraging creativity by respecting individual
initiatives, group initiatves like brain-storming,
delphi etc.
• Creating teams by involving members from
same or different functions / departments of
the organization.

24.
INVOLVING PEOPLE IN
CHANGE MANAGEMENT /
PEOPLE LEVER IN ORGANIZATIONS
• Teams both multi-functional as well as of same function
can be used to harness people lever for change
management in organizations.
• Multi functional teams are usually used in case of New
product development, new projects etc
• Committees like purchase committee, budget committee are
frequently used in organization to gain advantage of pooling
of ideas. Special Task Forces, Project Monitoring Groups
may also be made.
• Japanese organizations have gained global competitiveness
by using people lever. Japanese organizations have
frequently used people lever through Kaizen, Ringi etc. for
gaining quality improvement and problem solving.

25.
INVOLVING PEOPLE IN
CHANGE MANAGEMENT /
PEOPLE LEVER IN ORGANIZATIONS
Kaizen - is the Japanese concept of continuous
improvement. Motto of Kaizen is – “Today better than
yesterday and Tomorrow better than today.” Kaizen
practice means deep, systematic and continuous
involvement of people (everybody) and by using certain
techniques, but mainly by their brain, to cause a process
of improvement to start, develop and never-end.
• Under this concept, plant is treated as a living
institution. It is continuously learning and changing.
• Work-teams focus on how to improve what they are
doing.
• Job rotation & cross –training are frequently employed /
used to give workers a complete prespective of
production processes.

26.
INVOLVING PEOPLE IN
CHANGE MANAGEMENT /
PEOPLE LEVER IN ORGANIZATIONS
Contd .. -The five main elements of kaizen
• Teamwork
• Personal discipline
• Improved morale
• Quality circles
• Suggestions for improvement

27.
INVOLVING PEOPLE IN
CHANGE MANAGEMENT /
PEOPLE LEVER IN ORGANIZATIONS
Contd ..
A quality circle is a volunteer group composed of
workers (or even students), usually under the
leadership of their supervisor (they may elect a team
leader), who are trained to identify, analyze and solve
work-related problems and present their solutions to
management in order to improve the performance of
the organization, and motivate and enrich the work of
employees. When matured, true quality circles become
self-managing, having gained the confidence of
management.

28.
INVOLVING PEOPLE IN
CHANGE MANAGEMENT /
PEOPLE LEVER IN ORGANIZATIONS
• The Ringi System is a unique way of coming to consensus
about new ideas within Japanese companies.
• It is based on widely held consultations among different
level managers on new ideas or projects.
• The ideas are usually proposed by the lower rank
managers who have operational responsibilities. The
concept would then be discussed among the same rank
personnel and once having reached the consensus it would
be passed to the next level of managers, where it would
undergo the same procedure.
• After such broad consultations the proposal will reach
the top management, where it would or would not get the
final approval.

29.
Change Management
By
Dr. Vijay Kr Khurana