1. Skills and Effective Practices
ADKAR Model
Lewin's 3-Stage Model of Change
Kotter's 8-Step Change Model
ACTIONS NEEDED TO PROMOTE CHANGE
Develop a shared vision of how to organize.
Spread the word about the change.
Institutionalize the change through formal policies
Create a vision to help direct the change and develop strategies for achieving the vision
TASKS NEEDED TO PROMOTE CHANGE
They are plausible
They are doable
They are testable
Three theories of practice that create change
Managing organizational change starts with understanding how to manage change with a single person. Among the tools available to drive individual change, the ADKAR model developed by Prosci, the world leader in change management research and content creation, is commonly used. ADKAR is an acronym for Awareness, Desire, Knowledge, Ability, and Reinforcement. In principle, to make a change successfully an individual needs:
Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviors Reinforcement to sustain the change
ADKAR describes successful change at the individual level and outlines the goals or outcomes of successful change. It is an effective tool for planning change management activities, diagnosing gaps, developing corrective action, and supporting managers and supervisors.
Kotter’s steps are based on a solid foundation of communication, empowerment, and focus. Following the change, it is important to embed new approaches so that people do not revert to old habits. Monitoring, feedback, and intervention are necessary for a period after the changes have occurred.
Lewin's change model is a simple and easily understood framework for managing change through three distinct stages. It starts with creating the motivation to change (unfreeze) and moves through the change process by promoting effective communication and empowering people to embrace new ways of working (change). The process ends when the organization returns to a sense of stability (refreeze), which is necessary for creating the confidence to embark on the next, inevitable change. Each of the three phases also proposes specific activities that address motivation, implementation, and adherence to organizational changes.
The characteristics and skills of a change leader
Leaders are plausible -- evidence and common sense suggest that the specified activities will lead to the desired outcomes;
Leaders are doable -- the initiative has adequate financial, technical, political, institutional and human resources to implement the strategy; and
Leaders are testable -- the pathways of change are specific and complete enough, with measurable indicators and specified pre-conditions, to track the progress in a credible and useful way
Change must be managed, implemented, and executed in such a way that there is always communication between staff and managers. This allows for equilibrium and encourages growth and innovation within a company. Change management represents a large and rapidly growing discipline that is being increasingly deployed on a global scale by all types of organizations. It refers to a structured approach that facilitates the adoption of change by groups and individuals within an organization.
Cognitive Change:
Insight and Awareness: Many practitioners talk about the importance of individual insight or the "aha" experience of discovery in raising awareness and changing attitudes. They also use a variety of tools and methodologies to surface unconscious attitudes and behaviors with the understanding that awareness allows for critical thinking and choice
Emotional Change: While most programs recognize that strong emotions are an inevitable part of ethnic conflict, they exhibit a range of views on the role of emotions in individual change efforts.
Emotional Control: Drawing on rational actor paradigms, many programs view the expression of strong emotions during an intervention as an unavoidable obstacle to resolution that needs to be effectively controlled or managed. When personal emotions can be effectively controlled, parties are better able to make more rational situation assessments and decisions for resolving conflict.
Behavioral Change: A wide array of theories are invoked to promote behavioral change and learning during interventions. A few of these are mentioned briefly below.
Motivation: Many practitioners discuss the importance of fostering feelings of self-efficacy, empowerment, responsibility, and hope in participants to increase motivation for future, constructive action.
Trust is the basis for all the relationships in your life. Without trust, it's impossible to create healthy and productive environments, either in work or personal situations. he best leaders are really great at watching how others are reacting to them and fine-tuning what they are saying to ensure that they are building the relationship.
References
Connelly, M. (n.d.). Kurt Lewin Change Management Model. Retrieved January 2013, from Change-Management-Coach.com: coach.com/kurt_lewin.html
Ecademy. (n.d.). Change Management. Retrieved January 2013, from The Social Business Network:
Homji, K. F. (2010). Business Process and Change Management Offerings for Addressing Issues in the Retail Supply Chain. Gurgaon: Tata Consultancy Services
Kotter International. (n.d.). The 8-Step Process for Leading Change. Retrieved January 2013, from Kotter International: principles/changesteps/changesteps
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business Press Review.
ADKAR Model
Desire to participate and support the change
Awareness of the need for change
Knowledge on how to change
CHANGE LEADER CHARACTERISTICS
Intuitive
Effective Communicator
CHANGE LEADER SKILLS
Management activities, diagnosing gaps, developing corrective action, and supporting managers and supervisors.
Systematic organization-wide change initiative that involves an organization-wide transformation effort.
Kotter's 8-Step Change Model
Communication
Focus
Empowerment
CHANGE LEADER CHARACTERISTICS
Communicating the vision for buy-in
Empowering broad-based action
Developing a change vision
CHANGE LEADER SKILLS
Incorporating changes into the culture
Never letting up
Generating short-term wins
For change to be successful, 75 percent of a company's management needs to buy into the change.
Lewin's 3-Stage Model of Change
Unfreeze
Refreeze
Change
CHANGE LEADER CHARACTERISTICS
Self aware and insightful
Trustworthy
CHANGE LEADER SKILLS
Prepare the organization to accept that change is necessary
Break down existing status quo to build up a new way of operating
Leaders need to understand the benefits of the change and realize that not everyone will fall in line just to support the change and its benefits.
Failure's hard, but success is far more dangerous."
Po Bronson
Mia Carson
AET/ 560
May 4th, 2016
Leo Giglio