1. Change Management

2. Overview Change Equals Effect Over Time (CET) Model Lewin’s Force Field Analysis Model Force Field Analysis Exercise Barriers to Change Strategies to Achieve Change Steps that Support Change Change Management Exercise

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”

4. 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? CET Model

5. Force Field Analysis Model Modified from Lewin’s Force Field Restraining Forces Driving Forces

6. Driving Forces - push in a particular direction to produce change Restraining Forces - act to restrain or decrease the driving forces and inhibit change Force Field Analysis Model

7. Process 1.Describe the current situation. 2.Describe the desired situation. 3.Identify where the current situation will go if no action is taken. 4.List all driving forces 5.List all restraining forces

8. Force Field Analysis Model Process 6. Discuss and interrogate all of the forces: Are they valid? Can they be changed? Which are the critical ones? 7. Allocate a score to each of the forces 8. Chart the forces (to strength scale)

9. Force Field Analysis Model Process 9. Determine whether change is viable and progress can occur. 10. Discuss how the change can be affected by changing strength of forces 11. Changing strengths of forces effects other forces

10. (Handout) Force Field Exercise

11. 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 Barriers to Change

12. Participation Behavior Modification Mandating Change Time Allowance Group Dynamics Strategies to Achieve Change

13. 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 Strategies to Achieve Change

14. 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. Strategies to Achieve Change

15. Mandating Change –It is a top-down approach –The leader is responsible for the major decisions –It can be effective in certain instances Strategies to Achieve Change

16. 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 Strategies to Achieve Change Timetables help leaders & subordinates

17. 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 Strategies to Achieve Change Benefits of a close-knit group

18. Steps 1.State the objectives of the change 2.Establish guidelines 3.Encourage participation 4.Give the team authority to make decisions 5.List the benefits of change 6.Make sure the benefits materialize at the end of the project 7.Where appropriate, provide education and training Steps that Support Change

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

20. Resistance at the Assembly Plant Situation: A new piece of equipment has just been set up at the assembly plant to improve the assembly crew’s production rate. Wayne Henley, engineer at the assembly plant Leon Robbins, crew member who is resistant to the idea of a new machine John O’Neil, crew member who efficiently operates the machine A second volunteer operates the machine at a much slower pace Case Study

21. Summary Change Equals Effect Over Time (CET) Model Lewin’s Force Field Analysis Model Force Field Analysis Exercise Barriers to Change Strategies to Achieve Change Steps that Support Change Change Management Exercise

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