1. Chapter 2
Facilitating Change

2. Objectives
1. Explain how a supervisor can play a leadership role in facilitating change.
2. Describe a change management system and the role supervisors play in it.
3. Explain the supervisor’s role in the change implementation model.
4. Explain the supervisor’s role when an organization undergoes restructuring.

3. Facilitating Change as a Leadership Function
In today’s marketplace, an organization that is not changing is falling behind.
Facilitators must use persuasion, influence, communication, experience, judgment, and common sense to identify barriers and eliminate them.
One reason employees resist change is that it represents the unknown, and people are uncomfortable with the unknown.

4. Facilitating Change as a Leadership Function
Those who will be affected by the change are more likely to go along if they know ahead of time of the change.
Take responsibility for the change by asking employees what you can do to make this change succeed.
Write down what you can do to make the change a success, and establish a schedule for implementing the change.
Identify barriers to change and let higher management assist in removing them.

5. Change Management System
A change management system should have the following 4 components:
Scanners: Scanners constantly look outside and inside the organization to identify developments and trends that could signal the need for change.
Receiving points: Supervisors who receive the recommendation for change act on them: approve, disapprove, return for additional information, or forward for deliberation by an appropriate group.
Deliberative groups: Discuss the ramifications of recommendations and give advice concerning appropriate action.
Executive committee: Final approval, planning, and budgeting.

6. Receiving Points
A receiving point is a place (or person) where employees can make a recommendation for change.
Using supervisors as receiving points has several advantages:
It uses this position and does not create another level or unit within the organization.
Supervisors are in the best position to distinguish between promising and frivolous recommendations.
It gives the supervisor opportunities to work with team members before sending the recommendation up the chain.

7. Change Management System
The change management system serves the following 3 purposes:
Empowers all employees at all levels to help the organization respond proactively and systematically to change.
Establishes the supervisor as a key player in managing organizational change.
Establishes a system for making, tracking, revising, approving, and disapproving recommendations for change.

8. Organizational Inertia
Too many factors work against organizational change.
These factors include employee resistance, structural inhibitors, and organizational inertia.
Organizational inertia is the tendency of an organization to continue doing things the way it always has.

9. Change Implementation Model
The change implementation model is an effective way to systematically implement specific changes in an organization.
Develop a picture of how things will be after the change.
Communicate with all stakeholders about the change.
Provide any training that will be necessary.
Implement the change.
Monitor and adjust.

10. Change “Picture”
The first step in eliminating the uncertainty of change is to eliminate uncertainty by developing a change “picture” of how things will be after the change.
Supervisors must analyze changes carefully and be able to answer the following questions:
How will this change affect my team?
What will be different and how?
How will the new way be better?
The answer to these questions form the change “picture” that is then communicated to team members.

11. Guidelines for Supervisors
The key for supervisors is to be patient and apply the following guidelines:
Give employees opportunity to express their misgivings. Let them vent and listen. They might see something that has been overlooked. If so, it can be dealt with, or factored into the implementation process.
Stay positive. No matter what is said, do not become defensive. Employees will sense the defensiveness and wonder what you are hiding.
Let employees know that we are in this together and they are not being singled out or picked on.
Help employees see that changes are driven by market forces that must be responded to if the organization is going to remain competitive. All employees have a personal interest in the survival of their employer.
Listen, listen, listen, and listen some more.

12. Restructuring and Change
Restructuring is market driven and can be controlled by neither individuals nor organizations.
Four steps for handling the changes brought by restructuring an organization:
Be smart and empathetic: communicate with employees about why the changes are necessary.
Communicate the change picture: have a clear picture of what the organization is going to look like after the change.
Establish incentives that promote change: they should motivate employees at a personal level.
Continue to train: training should be increased to ensure that employees have the skills required during and after the transition period.

13. Terms Summary Change implementation model Change management system
Change “picture”
Executive committee
Deliberative groups
Scanners
Smart and empathetic

14. Home Work
Answer questions 3, 5, 7, 9, and 10 on page 21 of your text book.
3. List and explain the 4 components of a change management system.
5. What 3 purposes does a change management system serve?
7. List the 5 steps in the change implementation model.
9. Explain the guidelines supervisors can use to deal with the opposition and grumbling that sometimes accompany change.
10. Explain the steps for improving the effectiveness of organizational restructuring.