Chapter 16 Planning and Implementing HR Change

“The only person who likes change is a baby with a wet diaper” Change is often resisted. ◦ 62% of managers are reluctant to change ◦ Don’t want to lose control of events ◦ Afraid interests will be harmed This is counter to a manager’s primary role as a leader

Diagnosing Change Why change? 4 questions ◦ 1. What is actually happening? ◦ 2. What is likely to be happening if no action is taken? ◦ 3. What people ideally like to be happening? ◦ 4. What the blocks, or restraints, stopping movement to that actual ideal? 3 stages of diagnosis ◦ Point of view ◦ Identification of problem ◦ analysis

Consider the point of view Mine? Your boss? Your associates? Your followers? Outsiders?

Identifying the problem Problem: Discrepancy between what is actually happening (the real) and what someone who hired you is expecting (the ideal) Until you can identify this discrepancy, you are nowhere. Hence, change efforts reduce the discrepancies between the real and the ideal.

2 Areas of Discrepancy Outcomes (end result variables) Process (intervening variables) Causal Variables (e.g., HR practices ; type of change; organizational structure Intervening Variables (e.g., Job Satisfaction; turnover, etc.) Outcomes e..g. performance

Analysis – Determine why the problem exists Examine the causal variables ◦ Leadership style ◦ HR practices ◦ Organizational structure

Implementing Change Lewin’s Change Process ◦ Unfreezing ◦ Changing ◦ Refreezing Force field analysis Prior to change, it is useful to carry out a resistance profile that identifies: o Likely resistors o Likely reasons for the resistance o Likely strength of the resistance o Likely manifestations of the resistance o Potential for the resistance to undermine the change o Using the above pointers: o assess likely points of resistance to change o determine strategies for dealing with this resistance

Implementing Change Schein’s Psychological Safety ◦ Anxiety 1: Fear of changing ◦ Anxiety 2: Fear of staying the same Change is effectively implemented when Anxiety 2 is greater than Anxiety 1. Reduce the fear of changing, and sell the need for change.

Type of Change 1 st Order: Change within the current system ◦ Adaptation ◦ Incrementalism 2 nd Order: Radical change that upends the system ◦ Evolution ◦ Revolution

Participative & Directive Change Participative – Bottom up Directive – Top down