1. 1Part Organisational Change Cont…. Characteristics of Effective Change Programs  Motivating change by creating a readiness for the change among employees and attempting to overcome resistance to change;  Creating a shared vision of the desired future state of the organisation;  Developing political support for the needed changes;  Managing the transition from the current state to the desired future state; and  Sustaining momentum for change so that it will be carried to completion.

2. 1Part Organisational Change Initiative Contributing to Effective Change Management Creating a vision  Energizing commitment  Describing a desired future state Motivating change. Creating readiness for change. Overcoming resistance for change. Developing Political Support  Assessing change-agent power  Identifying key stakeholders  Influencing stakeholders Managing the Transition  Activity Planning  Commitment Planning  Management Structure Effective Change Management Sustaining Momentum  Providing resources for change  Building a support system for change agents  Developing new competencies and skills  Reinforcing new behaviours

3. 1Part Organisational Change Cont…. Models of Change  Systems model of Change  Force Field Analysis  Continuous Change Process Model  Action Research Model  Organisational Growth Model

4. 1Part Organisational Change Cont…. Systems Model of Change A System Model of change People Culture TechnologyTask Design Strategy

5. 1Part Organisational Change Cont…. Lewin’s Force Field Analysis Model New State Old state Unfreeze (Awareness of need for change) Change (Movement from old state to new state ) Refreeze (Assurance of permanent change)

6. Lewin’s Three-Step Change Model Unfreezing Change efforts to overcome the pressures of both individual resistance and group conformity. Refreezing Stabilizing a change intervention by balancing driving and restraining forces. Driving Forces Forces that direct behavior away from the status quo. Restraining Forces Forces that hinder movement from the existing equilibrium.

7. Lewin’s Three-Step Change Model

8. Unfreezing the Status Quo

9. 1Part Organisational Change Cont…. The Continuous Change Process Model Continuous Change Process Model of Organisation Change 1. Forces for change 5. Measure, evaluate, control 4. Implement the change Transition Management 2. Recognise and define problem 3. Problem solving Change Agent

10. 1Part Organisational Change PriorityPrerequisites 1.Ensuring senior management commitment to the imposed changes, which needs to be visible to all participants throughout the organization. 2.Producing a written statement about the future direction of the organization that makes clear its new objectives, values and policies. 3.Creating a shared awareness of condition to produce a common perception that change must be implemented. 4.Assembling a body of key managers and other important opinion-formers to gain their commitment to the change process so that this may be disseminated more widely. 5.Generating an acceptance that this type of change will require a longtime to implement fully even though there may be short-term, dramatic changes as part of the overall process of transformation. 6Recognising that resistance to change is part of the normal process of adaptation, so that manager can be effective to be aware of this and equipped to manage this reaction. 7Educating participants about the need for change and training them with the necessary competence to be effective to overcome resistance and gain commitment. 8.Preserving with the change process and avoiding blame where an attempt to implement a facet of this process fails. Such negative action will generate resistance and reduce necessary risk-taking behaviour. 9.Facilitating the change process with necessary resources. 10Maintaining open communication about process, mistake and subsequent learning. Beckhard’s Ten organisational prerequisites for Transformational Change Cont….

11. Action Research Process Steps: 1.Diagnosis 2.Analysis 3.Feedback 4.Action 5.Evaluation Process Steps: 1.Diagnosis 2.Analysis 3.Feedback 4.Action 5.Evaluation Action research benefits: Problem-focused rather than solution-centered. Heavy employee involvement reduces resistance to change. Action research benefits: Problem-focused rather than solution-centered. Heavy employee involvement reduces resistance to change. Action Research A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicates.

12. 1Part Organisational Change Organisational Growth Model The Five Stages of Growth