Change Management

Overview Change equals Effort over Time (CET) Model Lewin’s Force Field Analysis Model Barriers to Change Strategies to Achieve Change Steps that Support Change 5 means to dissolve resistance

CET Model Excitement Phase: look forward to positive effects of change Hard Work Phase: habits, patterns, & culture Turning Point Phase: understanding & ability to perform Institutionalized Phase: new behavior becomes “second nature” Excitement phase - Danger of overemphasizing the potential positive effects and underestimating the hard work that will be required Hard Work Phase - existing habits, patterns, and culture must change Turning Point Phase - individual understands or knows how to perform the new task/process. Demonstrating the skill or knowledge may require a great deal of consciousness or concentration. Changes are set in motion; however, there might still be some give-and-take between subordinates and the organization as change takes place Institutionalized Phase -

CET Model How original is the new product or service? How original is the new technology? How quickly do you need to develop a plan for change? How gradually or quickly do you need to get others to adopt change? To what degree will the change affect subordinates? How committed is your team to the project?

Force Field Analysis In any situation there are driving and restraining forces that influence change. Driving Forces - push in a particular direction to produce change Restraining Forces - act to restrain or decrease the driving forces and inhibit change

Force Field Analysis Process Describe the current situation. Describe the desired situation. Identify where the current situation will go if no action is taken. List all driving forces List all restraining forces

Force Field Analysis Process (cont.) 6. Discuss and interrogate all of the forces: Are they valid? Can they be changed? Which are the critical ones? 7. Discuss how the change can be affected by changing strength of forces. using a numerical scale, e.g., 1 = extremely weak and 10 = extremely strong.

Force Field Analysis Model MIGRATION to eBOOKS Restraining Forces Driving Forces Pressure from leadership New technology Cost savings Negative student feedback Time consuming Positive student feedback Ease of distribution Hardware limitations Pushback from workers Many prefer hard copies Useful when considering the variables involved in planning and implementing a change program Team building when attempting to overcome resistance to change. Lewin assumes that in any situation there are both driving and restraining forces which influence any change that may occur. Change begins when someone decides to address a need. Change then meets with resistance. In this slide, equilibrium represents the present level of productivity. Driving Forces are those forces affecting a situation that are pushing in a particular direction; they tend to initiate a change and keep it going. LOQ: What are some examples of Driving Forces? AR: A supervisor; incentive pay; competition. Restraining Forces are the forces acting to restrain or decrease the driving forces and inhibit change. LOQ: What are some examples of Restraining Forces? AR: Apathy; hostility; poor maintenance of equipment.

Barriers to Change Element of surprise: prepare subordinates for change Fear of becoming obsolete or unimportant to the group Inertia: change w/ the times Insecurity: job security Personality conflicts Types of resistance to change

Strategies to Achieve Change Participation Behavior Modification Mandating Change Time Allowance Group Dynamics “Overcoming resistance to change” “5 means to dissolve resistance” Participation: Letting people participate in making changes motivates them by: • letting them learn and grow • giving them a greater sense of control and, as a result, a greater sense of job security • reducing their fear of the unknown, since they are helping plan the future Benefits: Greater buy-in to the change effort; they may have useful ideas to offer; when people have less opportunity to take part, resistance tends to increase. (Restraining force) Behavior Modification: adapt change thru positive reinforcement People prefer encouragement to criticism • They respond far more positively to praise than to admonishment • Keep track of how many times a day you praise subordinates versus how many times a day you find fault and note the results you get in each case These changes occur because someone in authority has ordered them. The main advantage of mandated change is that it can take place quickly and efficiently.) Mandating change: • is a top-down approach • means the leader is responsible for the major decisions • can be effective in certain instances LOQ: In what instances are mandated changes most effective? AR: When a leader has to make a decision quickly, e.g., a base closing; safety measures, etc. FUQ: What is the downside of mandated change? AR: Possible resistance, resentment, and backlash. Time Allowance: Breaking down change into timetables helps leaders and subordinates by letting them . . . • know what to expect and when • see the overall goal • see how each activity contributes to the change • increase their understanding of the need for a schedule • spot pitfalls in the process • make necessary modifications to ease the transition Group Dynamics: effect that individuals collectively have on one another. The term group dynamics of change refers to forces of change acting in groups. A person’s sense of belonging, prestige, and shared points of view can dramatically affect his or her behavior. Therefore, if the group overwhelmingly supports change, then the remainder of the group is more likely to go along with it.) Close-knit groups offer some advantages during the change process. • They might show less resistance to change than a loosely organized group. • The group members can help bring about change. • The influence operating within the group often yields positive results.

Strategies to Achieve Change Participation Lets people learn and grow Provides a greater sense of control and, as a result, a greater sense of job security Reduces fear of the unknown, since they are helping plan the future “Overcoming resistance to change” “5 means to dissolve resistance” Participation: Letting people participate in making changes motivates them by: • letting them learn and grow • giving them a greater sense of control and, as a result, a greater sense of job security • reducing their fear of the unknown, since they are helping plan the future Benefits: Greater buy-in to the change effort; they may have useful ideas to offer; when people have less opportunity to take part, resistance tends to increase. (Restraining force) Behavior Modification: adapt change thru positive reinforcement People prefer encouragement to criticism • They respond far more positively to praise than to admonishment • Keep track of how many times a day you praise subordinates versus how many times a day you find fault and note the results you get in each case These changes occur because someone in authority has ordered them. The main advantage of mandated change is that it can take place quickly and efficiently.) Mandating change: • is a top-down approach • means the leader is responsible for the major decisions • can be effective in certain instances LOQ: In what instances are mandated changes most effective? AR: When a leader has to make a decision quickly, e.g., a base closing; safety measures, etc. FUQ: What is the downside of mandated change? AR: Possible resistance, resentment, and backlash. Time Allowance: Breaking down change into timetables helps leaders and subordinates by letting them . . . • know what to expect and when • see the overall goal • see how each activity contributes to the change • increase their understanding of the need for a schedule • spot pitfalls in the process • make necessary modifications to ease the transition Group Dynamics: effect that individuals collectively have on one another. The term group dynamics of change refers to forces of change acting in groups. A person’s sense of belonging, prestige, and shared points of view can dramatically affect his or her behavior. Therefore, if the group overwhelmingly supports change, then the remainder of the group is more likely to go along with it.) Close-knit groups offer some advantages during the change process. • They might show less resistance to change than a loosely organized group. • The group members can help bring about change. • The influence operating within the group often yields positive results.

Strategies to Achieve Change Behavior Modification People prefer encouragement to criticism They respond more positively to praise than to censure Track daily praise of subordinates vs. finding fault; note the results. “Overcoming resistance to change” “5 means to dissolve resistance” Participation: Letting people participate in making changes motivates them by: • letting them learn and grow • giving them a greater sense of control and, as a result, a greater sense of job security • reducing their fear of the unknown, since they are helping plan the future Benefits: Greater buy-in to the change effort; they may have useful ideas to offer; when people have less opportunity to take part, resistance tends to increase. (Restraining force) Behavior Modification: adapt change thru positive reinforcement People prefer encouragement to criticism • They respond far more positively to praise than to admonishment • Keep track of how many times a day you praise subordinates versus how many times a day you find fault and note the results you get in each case These changes occur because someone in authority has ordered them. The main advantage of mandated change is that it can take place quickly and efficiently.) Mandating change: • is a top-down approach • means the leader is responsible for the major decisions • can be effective in certain instances LOQ: In what instances are mandated changes most effective? AR: When a leader has to make a decision quickly, e.g., a base closing; safety measures, etc. FUQ: What is the downside of mandated change? AR: Possible resistance, resentment, and backlash. Time Allowance: Breaking down change into timetables helps leaders and subordinates by letting them . . . • know what to expect and when • see the overall goal • see how each activity contributes to the change • increase their understanding of the need for a schedule • spot pitfalls in the process • make necessary modifications to ease the transition Group Dynamics: effect that individuals collectively have on one another. The term group dynamics of change refers to forces of change acting in groups. A person’s sense of belonging, prestige, and shared points of view can dramatically affect his or her behavior. Therefore, if the group overwhelmingly supports change, then the remainder of the group is more likely to go along with it.) Close-knit groups offer some advantages during the change process. • They might show less resistance to change than a loosely organized group. • The group members can help bring about change. • The influence operating within the group often yields positive results.

Strategies to Achieve Change Mandating Change It is a top-down approach The leader is responsible for the major decisions It can be effective in certain instances “Overcoming resistance to change” “5 means to dissolve resistance” Participation: Letting people participate in making changes motivates them by: • letting them learn and grow • giving them a greater sense of control and, as a result, a greater sense of job security • reducing their fear of the unknown, since they are helping plan the future Benefits: Greater buy-in to the change effort; they may have useful ideas to offer; when people have less opportunity to take part, resistance tends to increase. (Restraining force) Behavior Modification: adapt change thru positive reinforcement People prefer encouragement to criticism • They respond far more positively to praise than to admonishment • Keep track of how many times a day you praise subordinates versus how many times a day you find fault and note the results you get in each case These changes occur because someone in authority has ordered them. The main advantage of mandated change is that it can take place quickly and efficiently.) Mandating change: • is a top-down approach • means the leader is responsible for the major decisions • can be effective in certain instances LOQ: In what instances are mandated changes most effective? AR: When a leader has to make a decision quickly, e.g., a base closing; safety measures, etc. FUQ: What is the downside of mandated change? AR: Possible resistance, resentment, and backlash. Time Allowance: Breaking down change into timetables helps leaders and subordinates by letting them . . . • know what to expect and when • see the overall goal • see how each activity contributes to the change • increase their understanding of the need for a schedule • spot pitfalls in the process • make necessary modifications to ease the transition Group Dynamics: effect that individuals collectively have on one another. The term group dynamics of change refers to forces of change acting in groups. A person’s sense of belonging, prestige, and shared points of view can dramatically affect his or her behavior. Therefore, if the group overwhelmingly supports change, then the remainder of the group is more likely to go along with it.) Close-knit groups offer some advantages during the change process. • They might show less resistance to change than a loosely organized group. • The group members can help bring about change. • The influence operating within the group often yields positive results.

Strategies to Achieve Change Time Allowance Know what to expect & when See the overall goal See how each activity contributes to change Increases understanding of the need for a schedule Able to spot pitfalls in the process Make necessary modifications to ease transition Timetables help leaders & subordinates “Overcoming resistance to change” “5 means to dissolve resistance” Participation: Letting people participate in making changes motivates them by: • letting them learn and grow • giving them a greater sense of control and, as a result, a greater sense of job security • reducing their fear of the unknown, since they are helping plan the future Benefits: Greater buy-in to the change effort; they may have useful ideas to offer; when people have less opportunity to take part, resistance tends to increase. (Restraining force) Behavior Modification: adapt change thru positive reinforcement People prefer encouragement to criticism • They respond far more positively to praise than to admonishment • Keep track of how many times a day you praise subordinates versus how many times a day you find fault and note the results you get in each case These changes occur because someone in authority has ordered them. The main advantage of mandated change is that it can take place quickly and efficiently.) Mandating change: • is a top-down approach • means the leader is responsible for the major decisions • can be effective in certain instances LOQ: In what instances are mandated changes most effective? AR: When a leader has to make a decision quickly, e.g., a base closing; safety measures, etc. FUQ: What is the downside of mandated change? AR: Possible resistance, resentment, and backlash. Time Allowance: Breaking down change into timetables helps leaders and subordinates by letting them . . . • know what to expect and when • see the overall goal • see how each activity contributes to the change • increase their understanding of the need for a schedule • spot pitfalls in the process • make necessary modifications to ease the transition Group Dynamics: effect that individuals collectively have on one another. The term group dynamics of change refers to forces of change acting in groups. A person’s sense of belonging, prestige, and shared points of view can dramatically affect his or her behavior. Therefore, if the group overwhelmingly supports change, then the remainder of the group is more likely to go along with it.) Close-knit groups offer some advantages during the change process. • They might show less resistance to change than a loosely organized group. • The group members can help bring about change. • The influence operating within the group often yields positive results.

Strategies to Achieve Change Group Dynamics Know what to expect & when Might show less resistance compared to loosely organized group Help bring about change Influence within group can often yield positive results Benefits of a close-knit group “Overcoming resistance to change” “5 means to dissolve resistance” Participation: Letting people participate in making changes motivates them by: • letting them learn and grow • giving them a greater sense of control and, as a result, a greater sense of job security • reducing their fear of the unknown, since they are helping plan the future Benefits: Greater buy-in to the change effort; they may have useful ideas to offer; when people have less opportunity to take part, resistance tends to increase. (Restraining force) Behavior Modification: adapt change thru positive reinforcement People prefer encouragement to criticism • They respond far more positively to praise than to admonishment • Keep track of how many times a day you praise subordinates versus how many times a day you find fault and note the results you get in each case These changes occur because someone in authority has ordered them. The main advantage of mandated change is that it can take place quickly and efficiently.) Mandating change: • is a top-down approach • means the leader is responsible for the major decisions • can be effective in certain instances LOQ: In what instances are mandated changes most effective? AR: When a leader has to make a decision quickly, e.g., a base closing; safety measures, etc. FUQ: What is the downside of mandated change? AR: Possible resistance, resentment, and backlash. Time Allowance: Breaking down change into timetables helps leaders and subordinates by letting them . . . • know what to expect and when • see the overall goal • see how each activity contributes to the change • increase their understanding of the need for a schedule • spot pitfalls in the process • make necessary modifications to ease the transition Group Dynamics: effect that individuals collectively have on one another. The term group dynamics of change refers to forces of change acting in groups. A person’s sense of belonging, prestige, and shared points of view can dramatically affect his or her behavior. Therefore, if the group overwhelmingly supports change, then the remainder of the group is more likely to go along with it.) Close-knit groups offer some advantages during the change process. • They might show less resistance to change than a loosely organized group. • The group members can help bring about change. • The influence operating within the group often yields positive results.

Steps that Support Change State the objectives of the change Establish guidelines Encourage participation Give the team authority to make decisions List the benefits of change Make sure the benefits materialize at the end of the project Where appropriate, provide education and training

Steps that Support Change Techniques Be flexible and open to new ideas Reward a job well done

Summary Change equals Effort over Time (CET) Model Lewin’s Force Field Analysis Model Barriers to Change Strategies to Achieve Change Steps that Support Change 5 means to dissolve resistance

Managing Change “Change typifies the modern world. You can either deal with change or it will deal with you.” General Gordon R. Sullivan (1993)