1. Change Management

2. 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

3. 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 -

4. 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?

5. 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

6. 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

7. 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.

8. 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.

9. 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

10. 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.

11. 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.

12. 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.

13. 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.

14. 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.

15. 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.

16. 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

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

18. 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

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