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Topic 14
WHAT MAKES
A GOOD CHANGE AGENT
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2. Change management (people)
is a structured approach
to transitioning
individuals, teams, and organizations from a current state To
a desired future state
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3. Human Change Management Levels
Individual change management
Organizational change management
Change Management on the level of society
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4. Individual change management Some important theories
Unfreeze-Change-Refreeze (Kurt Lewin)
Unfreezing: involves overcoming inertia and dismantling the existing "mindset".
Change: stage where the change occurs; it is typically a period of confusion and transition.
Freezing or refreezing: new mindset is crystallizing and one's comfort level is returning to previous levels
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5. Individual change management
Gleicher's Formula for Change:
The combination of:
organizational dissatisfaction
vision for the future and
the possibility of immediate & tactical action
must be stronger than
the resistance within the organization in order for meaningful changes to occur.
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6. Individual change management
PCI (People Centered Implementation)
PCI (methodology developed by Changefirst) describes the six critical success factors of behavior change.
Shared Change Purpose - create and share a powerful case for change in the organization
Effective Change Leadership - develop strong change leadership for the initiative
Powerful Engagement Processes - build and deliver plans to engage people in the change
Committed Local Sponsors - build understanding and commitment of middle and front-line managers
Strong Personal Connection - create commitment and behaviour changing actions for front-line people
Sustained Personal Performance - support people as they learn to adapt, managing their resistance sensitively and empathetically.
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7. Individual change management
ADKAR
The ADKAR model for individual and organizational change management was developed by Prosci with input from more than 1000 organizations from 59 countries. This model describes five required building blocks for change to be realized successfully on an individual level. The building blocks of the ADKAR Model include:
Awareness – of why the change is needed
Desire – to support and participate in the change
Knowledge – of how to change
Ability – to implement new skills and behaviors
Reinforcement – to sustain the change
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8. Organizational change management
includes processes and tools used at an organizational level. These tools include:
techniques for creating a change management strategy (readiness assessments),
engaging senior managers as change leaders (sponsorship)
building awareness of the need for change (communications),
developing skills and knowledge to support the change (education and training),
helping employees move through the transition (coaching by managers and supervisors), and
methods to sustain the change (measurement systems, rewards and reinforcement).
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9. Organizational change management
The role of the management
Management's responsibility is:
To detect trends in the macro environment and micro environment, identify changes and initiate programs.
To estimate the impact of the change on employee behavior patterns, work processes, technological requirements, and motivation.
To assess employee reactions and craft a change program to support workers when they go through the process of accepting change.
The program must then be implemented, disseminated throughout the organization, monitored for effectiveness, and adjusted where necessary.
Effective change management requires an understanding of the possible effects of change upon people, and how to manage potential sources of resistance to that change.
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10. Organizational change management
Decision Downloading
Often changes are initiated at top level, without taking input from others, especially in cases of mergers, layoffs, and company acquisitions.
Such situations require special types of change management practices because when decisions get "downloaded" to lower levels, there is a high probability that misunderstandings, angst, and anger will surface.
Employees’ "buy-in" can be hastened by robustly downloading the decision. Robust style of downloading the decision includes the following points in their message:
a) how the decision was made
b) why it was made
c) what alternatives were considered
d) how it fits in with the organizational mission
e) how it impacts the organization
f) how it impacts employees.
Such a robust approach to communicating doubles the rate of acceptance when compared to more impoverished methods.
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11. Change Management on the level of society
Sometimes change management becomes necessary on the level of society.
Such changes require the cooperation of many companies, public organizations and individuals., on the scale of nations and regions.
Government financed programs become necessary.
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12. What Makes a Good Change Agent
* Not every change process leads to the expected results;
there are multiple reasons for potential failure:
Typical barriers to change are unexpected changes in the external conditions, a lack of commitment in implementation, resistance of people involved, or a lack of resources.
* The implications of failed change projects:
* Negative symbolism
* De-motivation of people involved.
* Growing skepticism/disbelief.
* The change agent has important role to play:
* The change agent/change leader’s capabilities have
a major impact on success or failure of the project,
and on the extent of potential unwanted side-effects.
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13. Jim Canterucci’s 5-Levels of Change Leadership Skills
Level I
Accepts the need for change, communicates and defends the need for change throughout the organization, creates an open and receptive environment
small change initiatives with clear direction
Level II
Defines and initiates change, identifies leverage points for change in processes and work habits
change projects at local level
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14. Jim Canterucci’s 5-Levels of Change Leadership Skills
Level III
Leads change, translate the vision of the organization into the context of a specific change initiative and bring this message to the entire organization, redirects approaches in the face of new opportunities
transformation of a central vision into change initiatives and organization-wide communication
Level IV
Manages complex change, understands the cultural dynamics of the current state of an organization, creates a strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality
generates change with a high degree of transformation
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15. Jim Canterucci’s 5-Levels of Change Leadership Skills
Level V
Champions change, challenges the status quo by comparing it to an ideal or a vision of change, causes crisis in order to support dramatic actions and change efforts, transforms the organization
Ability to revolutionize organizations
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16. Copyright © 2010 Prentice Hall
DISCUSSION ON ARTICLE
‘Peter Principle’
"In a Hierarchy Every Employee Tends to Rise to His Level of Incompetence.“
Implications?
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17. “Mintzberg’s managerial roles”
ASSIGNMENT 11
Study
“Mintzberg’s managerial roles”
and
explain what you have learnt from this reading?
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