3. “It is not the strongest of the
species that survives, nor the
most intelligent that survives. It
is the one that is the most
adaptable to change.”
∼Charles Darwin
4. “They always say time
changes things, but you
actually have to change them
yourself.”
∼Andy Warhol
5. Change would be easy if an
organization were not made up of
people!
∼Anonymous
9. (Based on: Beckhard & Harris, 1987)
Defining the
desired
FUTURE STATE
Describing the
CURRENT
STATE
Facilitating &
managing the
TRANSFORMATION
STATE
Developing
PLANS
to get from
here to there:
Determining the
work to be done
WHY
CHANGE?
Determining the
need for change
Determining the
degree of choice
about whether
to change
10. Determining WHY change is needed
• Determining WHAT to change
• Determining WHO to change
• Determining HOW to change
11. “Before we build a better
mousetrap, we need to find
out if there are any mice out
there.”
∼Yogi Berra
12. • Are there serious risks if we do NOT
change?
• Are there serious risks if we DO change?
• Can we make sufficient time to search for
and deliberate about an optimal strategy
for planning and managing the change?
• Can we take the risk of offering
alternatives that differ from leaders’
apparent preferences?
(Janis, 1989)
13. The first step in any
innovative process is
an ACT OF
DESTRUCTION
14. Complex systems change is
experienced by some involved
parties as a threat of destruction of
familiar, comfortable conditions
where they felt competent and
confident
16. • How is the Current State different from the
Desired State?
• How is the Current State similar to the
Desired State?
• What resources that are needed to achieve
Desired State are already present?
• What requisite resources are missing?
17. • Single or mixed strategy
• Action steps
• Responsible parties
• Time lines
• Resource allocation
• Project management
• Cost and schedule management
20. Conservers
◦ Deliberate, disciplined, and
organized
◦ Prefer change that maintains the
current structure
◦ Enjoy predictability
◦ Honor tradition and established
practice
21. Pragmatists
◦ Practical, agreeable, flexible
◦ Prefer workable outcomes
◦ More focused on results than
structure
◦ Open to both sides of an
argument
◦ More team-oriented
22. Originators
◦ Challenge the current
structure
◦ Challenge accepted
assumptions
◦ May be impractical
◦ Visionary
23. The Change Agents
◦Articulate the need for change
◦Are accepted as trustworthy
and competent
◦Can take multiple perspectives
◦Motivate people to change
27. Better ways:
◦ Start by identifying people who have
something to lose and try to
anticipate how they will respond
◦ Learn from the resisters…they may
have a point!
◦ Communicate the “why” of change to
potential resisters
28. ◦Emphasize the benefits of
change to potential resisters
◦Help resisters find new roles
◦Remember that loss of control
encourages resistance. Make
potential resisters active
partners in the change
program
29. Change and the process of
changing create uncertainty
that is experienced as a threat
and is felt at individual
cognitive, organizational, and
political levels --
simultaneously
35. Planning Phase
Planning occurs before
implementing change.
Understand the impetus for change (opportunity, crisis, etc.).
Develop the mission, vision, and strategies to achieve change.
◦ Is the need for change clear? …compelling? …shared?
Secure leadership commitment to change (partners in change).
Mobilize energy by communicating the vision with staff.
Address Reactions of Uncertainty/Hesitation
◦ Connect the vision for change to what people value.
◦ Use data, stories, and emotional appeal to communicate need.
35
36. 36
Implementing Phase
Start change at the periphery.
Communicate the change – what is the
destination and why is it worth it.
Reinforce a supportive culture of change.
◦ Ensure a psychologically safe workplace for staff to express concerns
◦ Help staff build the capabilities to implement change
◦ Engage staff in implementing change and in sharing the vision
Address Reactions of Doubt and Resistance
◦ Communicate at all levels of the organization. Ask for input. Use it.
◦ Listen and understand objections. Hold people accountable.
◦ Break down the change into small steps (specific actions vs. ‘big picture’).
37. 37
Enhancing Phase
Recognize and reward employees
helping to implement change.
Continue to mobilize (and communicate) energy and support.
Celebrate improving positive outcomes (performance, relationships).
Continue to eliminate barriers
Move Reactions Toward Acceptance
◦ Provide staff with the systems or resources to support change.
◦ Mobilize leadership in modeling positive change behaviors.
◦ Communicate positive changes through feedback on relationships,
functions, and performance.
38. 38
Sustaining Phase
Institutionalize success by making
connections between new behaviors
and organizational success.
Monitor change and adjust strategies, as needed.
Continue to build and encourage positive habits
Move Reactions Toward Engagement
◦ Use performance measurements and accountability systems to
provide feedback on change.
◦ Stay engaged with those affected by the change – seek to
improve.