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Change management

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Organizational Change

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Organizational Change
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Organizational Change
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Kotter’s 8 step change model
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1. Create Urgency around the need for change
Threats, opportunities and benefits of change
Make most of management “buy into” change

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2. Create strong coalition
• Identify the true leaders in your organization, as well as your key stakeholders
• Ask for an emotional commitment from these key people.
• Work on team building within your change coalition.
• Check your team for weak areas, and ensure that you have a good mix of people from different departments
and different levels within your company.

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3. Create a vision for the change
• Identify the value centered to the change
• Develop a short summary of what you “see” as the future of the organization
• Ensure that the change coalition can describe the vision in less than 5 minutes
• Practice your “vision speech” always

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4. Communicate the vision
• Talk often about your change vision.
• Address peoples' concerns and anxieties, openly and honestly.
• Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to
the vision.
• Be a role model

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5. Remove Obstacles
• Identify, or hire, change leaders whose main roles are to deliver the change.
• Look at your organizational structure, job descriptions, and performance and compensation systems to
ensure they're in line with your vision.
• Recognize and reward people for making change happen.
• Identify people who are resisting the change, and help them see what's needed.
• Take action to quickly remove barriers (human or otherwise).

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6. Create short term wins
• Look for sure-fire projects that you can implement without help from any strong critics of the change.
• Don't choose early targets that are expensive. You want to be able to justify the investment in each project.
• Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt
your entire change initiative.
• Reward the people who help you meet targets

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7. Build on the change
• After every win, analyze what went right, and what needs improving.
• Set goals to continue building on the momentum you achieved
• Keep ideas fresh by bringing in new change agents and leaders for your change coalition.

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8. Anchor the changes in the organizational culture
• Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories
that you hear.
• Include the change ideals and values when hiring and training new staff.
• Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and
old – remembers their contributions.
• Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or
forgotten.

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Providing Feedback
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GROW Model
Goal.
Current Reality.
Options (or Obstacles).
Will (or Way Forward).
1. Establish the Goal
First, you and your team member need to look at the behavior that you want to change, and then structure this
change as a goal
2. Examine the Current Reality
Next, ask your team member to describe his current reality.
3. Explore the Options
Once you and your team member have explored the current reality, it's time to determine what is possible –
meaning all of the possible options for reaching her objective.
4. Establish the Will
By examining the current reality and exploring the options, your team member will now have a good idea of how he
can achieve his goal.

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© 2009 Prentice-Hall Inc. All rights reserved. 1-14
Conflict Resolution Styles
Competing
Accommodating
Avoiding
Compromising
Collaborating

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Conflict Resolution (IRB Approach)
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Step 1: Make Sure Good Relationships Are a Priority
• Make sure that everyone understands how the conflict could be a mutual problem
• Make it clear that it's essential for people to be able to work together
• Facilitate a face-to-face meeting with them to clarify the importance of good relationships and to identify the
main problems.
• Respect their points of view, and that you appreciate their cooperation and desire to resolve the situation.
Step 2: Separate People From Problems
• Conflict is rarely one-sided, and that it's best to resolve it collaboratively
• Address the problem rather than the personalities involved
Step 3: Listen Carefully to Different Interests
• Everyone understands each party's underlying interests, needs and concerns.
• Avoid blaming anyone.
• Ask for each person's viewpoint
• Ask your team members to make an effort to understand one another's motivations and goals.

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Step 5: Set Out the "Facts"
• Agree the problem that you are trying to solve before you can find a mutually acceptable solution, and you
should agree the facts that are relevant to the situation.
Step 6: Explore Options Together
• Each side will likely understand the other's position better, and the most appropriate solution might be obvious.
• By asking each team member to help generate solutions
• Brainstorm ideas and be open to all suggestions, including ones you might not have considered before
Step 4: Listen First, Talk Second
• Encourage each team member to listen to other people's points of view, without defending
• Make sure that each person has finished
• Ensure that listeners understand the problem fully by asking questions for further clarification.
• Be sure to focus on work issues, and leave personalities out of the discussion.
• Encourage people to use "I" rather than "you" statements, so that no one feels attacked.
• Remain flexible and adaptable.
• Once you've listened to everyone's needs and concerns, outline the behaviors and actions that you will or won't
tolerate, and gain the opposing parties' agreement to change.

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Conflict Resolution

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Group Role and Structure
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The RACI Model (Responsibility Assignment Matrix)
The RACI model clearly lays out roles and responsibilities for any activity or group of activities. Here are the basic
elements of a RACI model :
•Job functions or titles are noted across the top, such as “IT,” “Human Resources,” “Project Manager,” etc.
•Tasks or responsibilities are noted down the left hand side, such as “Conduct weekly communication meeting
with sales team,” or “Analyze prior-month performance and send out summary the first week of each month.”
•The cells inside the RACI model or chart are filled in based on the following criteria –
•R = Responsible = The person who performs the work. There must be one “R” on every row, no more
and no less. “R” is the only letter that must appear in each row.
•A = Accountable = The person ultimately accountable for the work or decision being made. Use this
letter where appropriate, but not to excess – only when a key decision or task is at hand. There can be
from zero to one “A’s” in each row, but no more than one.
•C = Consulted = Anyone who must be consulted with prior to a decision being made and/or the task
being completed. There can be as many “C’s” as are appropriate in each row.
•I = Informed = Anyone who must be informed when a decision is made or work is completed. There can
be as many “I’s” as are appropriate in each row.

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RACI Example
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RACI Example
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© 2009 Prentice-Hall Inc. All rights reserved. 1-23