3. Why is it Important to Adapt to
Change?
Individuals, teams, or organizations
that do not adapt to change in timely
ways are unlikely to survive.
4. Adapting to Change
Individuals, teams
and organizations
that recognize the
inevitability of
change, learn to
adapt to it, and
attempt to manage
it, will be the most
successful.
5. What is Change?
Coping process of moving from a
unsatisfactory present state to a
desired state
7. Learning Principles and Change
Principles of learning
Unfreezing old learning
Movement to new learning
Refreezing the learned behavior
8. Change Agents
An intervener who…
Brings a different perspective to a
situation
Challenges the status quo (position)
The success of a change program
rests heavily on…
The relationship between the change
agent and key decision makers
10. Why People Resist Change
Rational or irrational reaction to
Uncertainty
Actual, perceived, or imaged threats
Parochial self-interest
Misunderstanding
Lack of trust
Different assessments
Low tolerance for change
11. Reducing Resistance to Change
Employee resistance can be reduced
by utilizing:
Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and cooptation
Explicit and implicit coercion
12. Model for Managing Change
Forces for change Selection of
Performance Diagnosis of
appropriate
Environmental outcomes the problem intervention
• Market
• Technology Organizational Information Leads
Structural
Affect Group Encourage Participation to
• Resources Skill/attitude
Internal Individual Change agent Behavioral
• Behavior
• Processes 1 2 3 4
Limiting Conditions Implementation Evaluation
Followed Provision of method
Leadership climate by Timing for Feedback
Formal organization Scope Adjustment
Organization culture Experimentation Revision
5 6 Reinforcement 7
Feedback
Feedback
14. Diagnosis of a Problem
Change agents facilitate a diagnosis
Gathering, interpreting, and presenting data
There is no formula for accurate diagnosis
Questions that can point to the right
direction:
What is the problem, as distinct from the
symptoms of the problem?
What must be changed to resolve the problem?
What outcomes (objectives) are expected
from the change?
How will those outcomes be measured?
15. Data Collection Process &
Techniques
Processes and techniques…
Questionnaire
Direct observation
Interviews
Workshops
Examination of
documents and records
16. Intervention
Intervention –
A specific action or program
undertaken to focus the change
process on particular targets.
17. Depth & Approach of Change
Depth of intended change
Scope and intensity of organizational
change efforts
Approaches to achieving change
Structural
Behavioral
Technological
18. Alternative Change Techniques
Structural Change
Change the nature of jobs
Change the bases for departmentalization
Change line-staff relationships
Behavioral Change
Team building
Diversity training
Technological Change
New ways of transforming resources
into products or services
20. High-Tech Disappointments
High-tech changes often disappoint
Structural changes not implemented
Behavioral changes lacking
Employee training
Compensation
Management style
21. Anticipated Outcomes of
Change
Structural Work simplification
Satisfaction
changes Job enrichment
Morale
Job description
Performance
Departmentalization
Initiator of
change: internal Communications
Behavioral Team building Attitudes
and/or external Cross-cultural understanding
changes Self-awareness
change agent Managing diversity Problem solving
Technological Robotics Efficiency
changes Automation Output
Wireless connectivity Quality
22. Appreciative Inquiry
A method of focusing on and bringing about
positive change
Uses metaphors and narratives to strengthen an
individual or organization’s ability to anticipate,
seize, or initiate positive potential
A positive approach to change that completely
lets go of problem-based management
Individual engagement to bring about creative
solutions
23. Framework for Appreciative
Inquiry
1 2 3 4
Discovery Dreaming Designing Delivery
Phase Phase Phase Phase
Identifying Thinking Discussing Creating
everything about what and clear
that is the the analyzing objectives
best of “possibilities” what of “what is
“what is” are “should” be going to be”
25. Limiting Conditions
Selection of a change technique…
Based on diagnosis of the problem
Tempered by the conditions at the
time an intervention is to occur
Conditions to consider…
Leadership climate
The formal organization
The organizational culture
Resistance to change
26. Implementing & Evaluating Change
The implementation of proposed
change has two dimensions:
Timing — when to make the change
Scope — how much change to make
Feedback should be solicited during
the monitoring phase
It helps determine the success of the
change
27. Ethical Issues of Change
Change itself is not unethical
It creates opportunities for unethical
behavior
Ethical choices are always guided by
the underlying values of management
Employ and empower managers
who create and foster a culture that
encourages ethical behavior
28. Guidelines for Managing Change
Everyone involved must have…
High and visible commitment to the effort
Advance information that lets them know what
is to happen and why they are being asked to do
what they are to do
The change effort…
Must connect to other parts of the organization,
especially evaluation and reward systems
Should be directed by line managers and
assisted by a change agent, if necessary
29. Guidelines for Managing Change
For a change to be effective…
The effort must be based on good diagnosis and
consistent with the conditions in the
organization
Management must remain committed to the
effort through all its steps
Evaluation is essential and must consist of more
than asking people how they felt about the effort
People must see the connection between the
effort and the organization’s mission and goals
Change agents, if used, must be competent and
perceived as such
30. The Learning Organization
Learning is a key ingredient in…
Growing
Becoming more effective
Becoming more socially responsible
Sustaining the business’s value
proposition
31. A Learning Perspective
Scanning the environment
Performance issues
Metrics
Experimental philosophy
Transparency
Education
Operational variety
Multiple advocates
Engaged leaders and role models
32. Manager’s Role in Learning
Organizations
Managers who also lead can create or
contribute to the learning
environment
Build a commitment
to learning
Work to generate
ideas with impact
Work to generalize
ideas with impact
33. Manager’s Role in Learning
Organizations
Sustaining a learning organization requires
A commitment to learning
Generation & implementation of creative ideas
Building cohesive teams
Fostering collaboration and support
What is learned must be implemented
in order to execute a change
Managers must be decisive and action
oriented
34. Converting a Traditional
Organization
Change the way information and
experienced are used
Change the way information is
sought, used, stored and reviewed
Information must be shared, available,
and transparent
Actively work to make information, new
ideas, and creativity part of the culture
35. Planned Change
Results from
deliberate
attempts by
managers to
improve
organizational
operations
36. Unfreeze
Change
Three Phases of
Planned Change Refreeze
37. Unfreezing
Help people
accept that
change is
needed because
the existing
situation is not
adequate
38. Changing
Involves
rearranging of
current work
norms and
relationships to
meet new needs
39. Refreezing
Reinforces the
changes made
so that the new
ways of
behaving
become
stabilized
40. Steps in the Planned Change
Process
Recognize the need
for change
Diagnose and
plan change
Manage the
transition
Measure results
Maintain change
44. Model of Planned Change – 4
Porras & Silvers Model:
4. Organizational outcomes:
Improved organizational performance
Enhanced individual development
45. Managing the Planned Change
Process
Improving the organization’s ability to
cope with unplanned changes that are
thrust upon it
Modifying employee’s attitudes and
behaviors to make them more
effective contributors to the
organization’s goals
46. Initiating the Planned Change
Process
Recognize the need for change
Diagnose and plan change
Formulate Goals
Determine stakeholders’ needs
Examine driving and restraining
forces
49. Restraining Forces
Factors that
exert pressure
to continue past
behaviors or to
resist new
actions
50. Managing the Planned Change
Process
Consider contingencies to determine
the best interventions
Manage the transition
Measure results
Maintain change