 Types of change  Change process  Change models  Reasons for resistance to change  Overcoming resistance to change  Implementing change  Role of HR in leading and facilitating change

 Definition  Change management is defined as the process of achieving the smooth implementation of change by planning and introducing it systematically, taking into account the possibility of it being resisted or at least misunderstood  (Kotter emphasises on leading change rather than managing change)

 Transformational change  Strategic change  Operational change

 Gamma change  Fundamental structures, processes & behaviour  Comprehensive Have dramatic effect on the way the organisation functions

 Concerned with  Broad, long term, organisation wide issues  Moving to a future state in terms of strategic vision and  Affects the mission, corporate philosophy Etc  Background:  External competition  Economic/social environemnt  Internal resources etc

 Implementation  Thorough analysis of factors responsible for change  Planning –  Implementation: continual assessment, repeated choices, multiple adjustments

 New systems, procedures, structures, technology  Immediate effect on the working arrangement in a part of the organisation  Implication: can be more significant on people than strategic change

 Awareness for the need for change  Analysis of the situation and factors  Diagnosis of their distinctive characters  An indication of the direction in which action is to be taken

 Possible course of action identified, evaluated, and preferred action finalised  Decide how to get from here to there ( “as is” to “To be” )  Critical phase in change process  New process,system installed  Change is embedded and maintained  Hold the gain : continuous monitoring, taking corrective action

 Resistance to change  Instability  High levels of stress  Misdirected energy  Conflict  Loss of momentum

 Explains the mechanism for change and the factors that affect its success  Best known models are by  Lewin-1951  Beckhard-1969  Other important  Thurley – 1979  Bandura – 1986  Beer et al

UnfreezingChangingRefreezing Mechanism for managing change

 Methodology for analysing change- “ field force analysis” Analyse the restraining /driving forces which will affect the transition Assess which of these driving/restraining forces are critical Take steps- increase the critical driving forces/decrease the critical restraining forces

 Change program should incorporate the following processes Set goals & define future state/condition desired after the change Diagnose the present condition in relation to these goals Define the transition state activities/commitment required to meet the future state Develop strategies/action plan to manage these transition by analysing factors likely to affect change

 5 approaches for managing change 1. Directive. 2. Bargained. 3. Hearts and minds. 4. Analytical. 5. Action based.

 Describes the ways in which people change  People makes conscious choice about their behavior. The information based on which choices are made come from their environment. Choices are based upon the things that are important to them, the belief about their own abilities and the consequences of particular behavior.  To change the peoples behavior, we have to change the environment, convince them new behavior is accomplishable, and it will lead to an outcome that they will value.

 Six steps for effective change- “ task alignment” 1. Mobilise commitment to change – analysis of system 2. Develop shared vision to organise and manage to achieve goals 3. Foster consensus for the new vision, competence to enact it, cohesion to move it along 4. Spread revitalisation to all department without pushing from top 5. Institutionalise the revitalisation through formal policies, systems and structures. 6. Monitor and adjust strategies in response to prolems in the revitalization process.

 Why ? Threat to the familiar pattern of behavior.  Resistance is rational in terms of the individuals prespective  However  Some people welcome change as an opportunity- they can be used to introduce change as change agents

 The shock of the new  Economic fears- job security  Inconvenience  Uncertainty  Symbolic fears  Threat to interpersonal relationships  Threat to status or skill  Competence fears.

 Analyze the potential impact of change – on people  Understand the feelings of those affected- clear the ambiguities  Change agents should understand new ideas are likely to be suspected- make ample provision for discussions  Involve the people in change process to get ownership  Communication strategy to explain the change should be implemented

 Time over run= cost over run  Unforeseen problems  In effective coordination  Management distracted from implementation bcos of crises / competitiveness  Incapability of employees involved  Inadequate training and handholding  Uncontrollale external factors

 Motivate employees to achieve behavioral change  Manage the transition to have proper control during and after transition by developing and communicating clear image of the future  Shape the political dynamics of change to create power centres that will support the change than block it  Build in stability of structures and processes to serve as anchors for employees to hold on

 People who help to manage change by providing advice and support on its introduction and management.  “An internal or external individual or team responsible for initiating, sponsoring, managing and implementing a specific change initiative or complete change program.”  Role – to lead change

 Project management  Coordinating with clients- defining the task, establishing relationships  Team building  Analysis and diagnosis- data collection, problem solving, system thinking  Data utilization- qualitative/ quantitative, paper based review, survey technique  Interpersonal skills- leadership, dealing with people

 Communication skills- written, presentation  Political awareness- sensitivity  Intervention implementation- participation, involvement  Monitoring and evaluation- criteria setting. Reviewing, measuring effectiveness  Technical skills- financial interpretation  Process skills- facilitation  Insight- reflection, awareness of key issues, critical thinking, intuition

 Leading change  Facilitating change

 Strong commitment and visionary leadership from the top  Understanding the culture of the organisation  Temperamental and leadership skills for those involved in change management  develop a conducive working environment  People support what they help to create- create ownership for change  Reward innovation and recognise success  Failures must be expected and learnt from

 Hard evidence and data to support the need for change  Select the champions of change as change agents  In age of global competition, technological innovation, turbulence, chaos, change is inevitable. The organisation must do all it can do to explain the need for change and its effect on every one. Effort must be made to protect the interest of those affected by change

 Armstrongs hand book of management and leadership- 3 rd edition