BEYOND 2010: Management of Change Prof.Dr.Aung Tun Thet

If you don't like something, change it. If you can't change it, change the way you think about it.

It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change

All change is not growth, as all movement is not forward.

Change Way of life Always difficult Management – influence process and outcomes Move from comfort of the present to A different uncertain future Everyone responsible

Managers Keep wheels turning Set objectives Define procedures Monitor Focus on here and now

Leaders Proactive Inspire others Setting strategies Role modeling Coach Different ways of doing things

Leaders & Managers Change High Low High Complexity Little Leadership Little Management Considerable Leadership Little Management Considerable Management Little Leadership Considerable Management Considerable Leadership

Buffalo Geese

Leadership during change Map of the seas Destinations Navigate Prepared

Change is always with us.

Change Most critical aspect of effective management More frequent More complex

Causes Technological change Competition Customers more demanding Privatization of public owned businesses Changing demographics Shareholders demand more value

Change Situations Downsizing or Right-sizing Rethinking ways of doing things Increased outsourcing Strategic alliances and joint ventures Acquisition

What was the most significant negative change you personally faced in 2010?

Change process 0 time emotional participation low high 1 shock/surprise 2 denial 3 awareness 4 acceptance 5 experimentation 6 search 7 integration

Change dynamics Restraining Forces Driving Forces

Change Model unfreeze change freeze

Why Resistance? People don't like change Don't like being changed Fear and resistance

Resistance Fight against change: 1.fear to lose something 2.don't understand the change and its implications, or 3.don't think that the change makes sense, or 4.find it difficult to cope with either the level or pace of the change

Resistance Threat to something the individual values Real or Perceived Misunderstanding, or Total ignorance

Change as an Unnatural Act Humans seek homeostasis and equilibrium Predictable, stable

Overcoming resistance Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and co-optation Explicit and implicit coercion

Sustainable Change

Eight critical stages

1.Establish a Sense of Urgency Internal/external realities Crises, potential crises, or major opportunities

2.Form a Powerful Guiding Coalition Group with enough power Team

3. Create a Vision Direction Strategies

4. Communicate the Vision Use everything possible Teach new behaviors by example

5. Empower Others to Act on the Vision Get rid of obstacles Change systems or structures Encourage risk taking and nontraditional ideas and actions

6. Plan for and Create Short-Term Wins Visible performance improvements Create them

7. Consolidate Improvements and Produce Still More Change Change systems, structures, and policies New projects, themes, and change agents

8. Institutionalize New Approaches Articulate connections between the new behaviors and success Ensure leadership development and succession

Type of Change Incremental Fundamental evolution revolution

2 additional factors 1.Urgency 2.Resistance

Approaches to Incremental Change Urgency Low High LowHigh Resistance Extensive Participation Focused Participation Persuasive or Coercive

Choice of approach Skills and abilities Motivation to participation Culture Confidentiality Long-term motivational needs

Approaches to Fundamental Change Urgency High Crisis LowHigh Resistance Visionary/ Charismatic Visionary/ Persuasive Visionary/ Coercive Dictatorial

Approaches to Change Management Pride Prejudice Sense Sensibility

Resistance to Change Psychological contract Actual threats Imposed change Lack of faith in those making the change A belief that something has been overlooked The head and the heart

Reducing Resistance Participation Communication Training

Thinking about attitude change Values Attitudes Behaviour

Responses of Implementers of Change Agreement with Change High Low High Effort Pretender Dissenter Leader Follower

Leading Fundamental Change EASIER Way

EASIER E nvisioning A ctivating S upporting I mplementing E nsuring R ecognizing Defining a purpose and uniting people to achieve

EASIER Approach Envisioning; Activating; Supporting Charismatic & Behavioural Aspects Implementing; Ensuring; Recognizing Management & Administrative Aspects

EASIER Approach 1. Envision 4. Implement 2. Activate 3. Support 6. Recognize 5. Ensure

E nvisioning Vision ‘I have a dream’

A ctivating Understand Support Share vision Commitment

S upport Inspiring Empathy

I mplementing All consequences of change understood Identify necessary actions Allocate responsibility Establish priorities Provide budgets Establish teams Allocate right human resources Set goals

E nsure Monitoring Controlling

R ecognizing Positive Negative Financial reward Public recognition Monitoring Controlling

Change “…. the window through which the future enters your life." All around you, in many types and shapes You can bring it about yourself or it can come anyway.

From Change to Transformation

“Your will never forcefully change someone else, But by liking that person And helping them to like themselves even more, You will give them the most amazing power to change themselves."

Be the Change You wish to see in the world!

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