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2. Fundamentals of Public Administration MPA – 406 Lecture - 29 FACILITATOR Prof. Dr. Mohammad Majid Mahmood 0333-5188677, majidbagram@yahoo.com

3. Reflections

4. Attitudes & Change 4 Affective ASPECTS OF ATTITUDE Cognitive Behavioural What a person knows about the situation How the person feels about it How the person reacts People build up attitudes which fit their needs and values as they perceive them to be.

5. 5 Unfreezing Changing Refreezing Lewin’s Force Field Analysis Model

6. Unfreezing  Breaking down existing ways of doing things  Discarding conventional methods & behavioral patterns. Lewin’s Force Field Analysis Model 6

7. Changing or Moving  Receptive to proposed change  New learning  It is a time of trial & error  Careful guidance – problems arise – tackle efficiently Lewin’s Force Field Analysis Model 7

8. Refreezing New beliefs, attitudes gained, behavior learnt are implemented. Lewin’s Force Field Analysis Model 8

9. Changing the Culture 9 Coercive CHANGE STRATEGIES Empirical Re- educative Rational explanation of need for change Imposing the change - use of authority Highlighting the benefits of change

10. Work Stress & its Management 10 Stress

11. Issues in Managing Change Handling Employee Stress due to Change How Potential Stress Becomes Actual Stress? When there is uncertainty over the outcome. When the outcome is important. 11

12. Causes of Stress 12

13. Resistance to Change Most people do not like change Creates ambiguity and uncertainty – Creates stress 13

14. Reasons to Resist….. Individual Resistance * Economic reasons * Personal Reasons * Social Reasons Organizational Resistance * Organizational Structure * Resource Constraints * Threat to power & influence 14

15. Communication Minimizing Resistance to Change Highest priority and first strategy for change Improves urgency to change Reduces uncertainty (fear of unknown) Problems -- time consuming and costly

16. Communication Minimizing Resistance to Change Provides new knowledge and skills Includes coaching and learning Helps break old routines and adopt new roles Problems -- potentially time consuming and costly Training

17. Communication Minimizing Resistance to Change Increases ownership of change Helps saving face and reducing fear of unknown Includes task forces, conferences Problems -- time- consuming, potential conflict Training Employee Involvement

18. Communication Minimizing Resistance to Change Potential benefits – More motivation to change – Less fear of unknown – Fewer direct costs Problems -- time- consuming, expensive, doesn’t help everyone Training Employee Involvement Stress Management

19. Communication Minimizing Resistance to Change When people don’t support change Influence by exchange Problems – Expensive – Lack of commitment Training Employee Involvement Stress Management Negotiation

20. Communication Minimizing Resistance to Change When all else fails Forceful influence Firing people Problems – Reduces trust – May create more resistance Training Employee Involvement Stress Management Negotiation Coercion

21. Managing Change 21 Vision Skills IncentivesResourcesAction Plan Vision Skills IncentivesResourcesAction Plan VisionSkills IncentivesResourcesAction Plan VisionSkills IncentivesResourcesAction Plan VisionSkills IncentivesResourcesAction Plan VisionSkills IncentivesResourcesAction Plan + ++ += + + +++ + ++ +++ + ++++ + +++ = = = = = Successful Change Confusion Anxiety Slow the Change Frustration False Starts

22. Conclusion  Change is never easy  Keep the big picture in mind  Persistence  Focus  Stamina 22

23. Thank you for your kind attention! Thank you for your kind attention! FACILITATOR Prof. Dr. Mohammad Majid Mahmood 23