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Chapter 5 Starting the change
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A key step in starting the change process is translating the need for change into a desire for change. Organizational members may be reluctant to pursue change because they lack confidence in their own and others’ ability to make a difference. © Digital Vision/Punchstock © John Hayes (2014), The Theory and Practice of Change Management, 4th ed.
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Change agency To what extent can managers intervene and make a real difference to the effectiveness of an organization? © MACMILLAN/Paul Briknell The deterministic view holds that managers are constrained by external factors. The voluntaristic view emphasizes the role of human agency and asserts that managers can make an important difference. © John Hayes (2014), The Theory and Practice of Change Management, 4th ed.
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Beliefs about change agency
Two theories help to explain why some people lack confidence in their own ability to affect outcomes. Locus of control: People who attribute outcomes to their own efforts are referred to as ‘internals’ and those who attribute outcomes to external factors, such as luck, fate or other factors over which they have no control, are referred to as ‘externals’. The theory asserts that externals are less likely to be proactive. Learned helplessness: A person’s expectation about their ability to control outcomes is learned. People begin to question their ability to manage change if, when confronted with a new problem or opportunity, their attempts to secure desired outcomes are unsuccessful. © John Hayes (2014), The Theory and Practice of Change Management, 4th ed.
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Readiness for change Those who are most likely to want to change are those who are basically successful but who are experiencing particular problems. Next are those who are always successful The least likely to understand and accept the need for change are the unsuccessful.” (Pugh, 1993) © John Hayes (2014), The Theory and Practice of Change Management, 4th ed.
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Starting the change process
Selecting the change agent Developing the change relationship Identifying the client/target group Clarifying the issues © John Hayes (2014), The Theory and Practice of Change Management, 4th ed.
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Selecting the change agent: insider or outsider?
Insiders may take on the role when: they have the required competence and commitment there are insufficient resources to buy-in an outsider issues of confidentiality and trust prohibit use of an outsider it proves difficult to identify a suitable outsider Outsiders may be invited to take on the role when: there is nobody on the inside who has the time or competence to lead the change it is felt that all the competent insiders have a vested interest in the outcome and therefore might be less acceptable to some stakeholders than a neutral outsider. © John Hayes (2014), The Theory and Practice of Change Management, 4th ed.
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The development of a change relationship is affected by:
The client’s need for sympathy versus objectivity Perceptions of the change agent’s motives and loyalties Perceptions of the change agent’s competence © John Hayes (2014), The Theory and Practice of Change Management, 4th ed.
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Identifying the client and/or the target group for change
Who owns the problem and is responsible for doing something about it? Who can have a direct impact on the change issue? © John Hayes (2014), The Theory and Practice of Change Management, 4th ed.
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Clarifying the issues The presenting problem may only be a symptom of an underlying problem The presenting problem may be proffered in terms of solutions (we need help with team building) © John Hayes (2014), The Theory and Practice of Change Management, 4th ed.
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Exercise Based on your experience at work or elsewhere, list any problems you have encountered in the early stages of the change process that have been associated with: choice of change agent quality of the change relationship identification of the group to be targeted for change specification of the change issues. © John Hayes (2014), The Theory and Practice of Change Management, 4th ed.
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