4. Introduction
There are some rules for effective
management of change. Managing
organizational change will be more
successful if you apply some simple
principles. Achieving personal change
will be more successful too if you use the
same approach where relevant.
5. Change management entails thoughtful
planning and sensitive implementation, and
above all, consultation with, and
involvement of, the people affected by the
changes. If you force change on people
normally problems arise. Change must be
realistic, achievable and measurable.
6. These aspects are especially relevant to
managing personal change. Before starting
organizational change, ask yourself: What do
we want to achieve with this change, why, and
how will we know that the change has been
achieved? Who is affected by this change, and
how will they react to it?
7. How much of this change can we
achieve ourselves, and what parts of the
change do we need help with? These
aspects also relate strongly to the
management of personal as well as
organizational change.
8. Change Management Definitions
Change management is an approach to
shifting/transitioning individuals, teams,
and organizations from a current state to a
desired future state.
9. Change Management
Kotter defines change management as the
utilization of basic structures and tools to
control any organizational change effort.
Change management's goal is to maximize
an organization's benefits and minimize the
change impacts on workers and avoid
distractions (resistance to change).
10. Change Management
The systematic approach and application of
knowledge, tools and resources to deal with
change. Change management means
defining and adopting corporate strategies,
structures, procedures and technologies to
deal with changes in external conditions
and the work environment.
11. Change Management
– Coetsee (1999) states "management's ability to achieve
maximum benefits from change depends in part on
how effectively they create and maintain a climate that
minimizes resistant behavior and encourages
acceptance and support“.
12. Change Agents
Persons who act as catalysts and assume the
responsibility for managing change
activities.
OR/a person skilled in the theory &
implementation of planned change to deal
appropriately with these very real human
emotions & to connect & balance all
aspects of the organization that will be
affected by that change.
13. There are two types of
change agents:
1- The first is a person who is called as a
consultant to the group to assist them
during the change process because this
type of agent comes from outside the
organization; he or she is called an
external change agent.
14. 2- The second type of change
agent
is one who comes from within the organization
or group who will be affected by the change.
This type is called an internal change agent.
These two types of change agents are formal
change agents that is they were officially
appointed to be in charge of change & they
have been given the authority to plan,
implement & probably evaluate the change.
Just as these can be an informal leader there
can also be an informal change agent.
15. Becoming an effective
change agent
Create a healthy work environment.
Develop a vision for change and have total in-depth
view.
Performance Management: Ability to
reward/confront. And differentiates a successful
change effort from an un successful one .
Power: to legitimize change.
16. Have the control over own attitude and the way
manage the change.
Effective Communications methods.
Devise an effective education, training and/or skills
upgrading scheme for the organization.
Counter resistance from the employees and align
them to overall strategic direction of the
organization.
Provide personal counseling (if required) to alleviate
any change-related fears.
Monitoring of the implementation and fine-tuning as
required.
17. There are two types of change
in an organization:
planned change and “emergent” change .
Planned change: refers to initiatives that
are driven “top-down” in an organization.
“emergent” change
refers to a situation in which change can
originate from any level in the organization.
18. Change management aims
and targets.
The aims:
Helping organizations become exciting places to
work, where people work collaboratively, feel
valued, and committed to organizational
success.
Developing teams which are energetic, and where
everyone consistently achieves standards of
excellence.
19. Helping managers become transformational leaders,
skilled at developing, motivating and empowering
their people.
Designing and running learning events which are
participative, experiential and engaging, and which
lead to genuine, long term, change back at work.
Change in order to solve a problem, change to make
work procedures more efficient , and change to
reduce unnecessary work.
20. Helping people at all levels to grow, develop their
self esteem, become more confident, and
increase their self awareness.
21. There are three possible targets
(the person's knowledge, the person's attitude,
the person's behavior)
1-A change in knowledge is the result of
successful learning which can be
accomplished through the teaching – learning
process.
22. 2- A change in attitude
may result from a change in knowledge when
previous beliefs are found to be false or
incomplete, in addition may result from a
conscious effort to alter an attitude through
value clarification or various types of
therapy. This change in attitude often
follows a behavior change because the
person's attitude & behavior must be
consistent .
23. 3- A change in behavior
may result from increased knowledge or from
an improvement in skill acquired during the
teaching – learning process. A change in
behavior follow a change in attitude or a
change expectations whether self or other
imposed or may be the result of the normal
growth & development process.
24. Change management
principles
At all times involve and agree support from people
within system (system = environment, processes,
culture, relationships, behaviors, etc., whether
personal or organizational).
Understand where you/the organization is at the
moment.
Understand where you want to be, when, why, and
what the measures will be for having got there.
25. Plan development towards above No.3 in
appropriate achievable measurable stages.
Communicate, involve, enable and facilitate
involvement from people, as early and openly
and as fully as is possible.
Resistance is recognized as a natural and
expected response to change.
26. John P Kotter's 'eight steps
to successful change'
Increase urgency - inspire people to move, make
objectives real and relevant.
Build the guiding team - get the right people in
place with the right emotional commitment, and
the right mix of skills and levels.
Get the vision right - get the team to establish a
simple vision and strategy, focus on emotional and
creative aspects necessary to drive service and
efficiency.
27. Communicate for buy-in - Involve as many people
as possible, communicate the essentials, simply, and
to appeal and respond to people's needs.
Empower action - Remove obstacles, enable
constructive feedback and lots of support from
leaders - reward and recognize progress and
achievements.
28. Create short-term wins - Set aims that are easy to
achieve. Manageable numbers of initiatives. Finish
current stages before starting new ones.
Don't let up - Foster and encourage determination and
persistence - ongoing change - encourage ongoing
progress reporting - highlight achieved and future
milestones.
29. Make change stick - Reinforce the value of
successful change via recruitment, promotion, new
change leaders. Weave change into culture.
'The Heart Of Change' (2002)
30. Change theories
1. Lewin’s force-filed Change Model
theory (1951).
2. Lippitt`s phase model theory (1958).
3. Havelock`s model theory(1973).
4. Rogers`s theory(1983).
31. Lewin’s force-filed Change
Model theory (1951).
Lewin provides a social-psychological view of
the change process. He sees behavior as a
dynamic balance of forces working in opposing
directions .
Driving forces facilitate change because they
push persons in the desired direction .
Restraining forces impede change because they
push persons in the opposite direction.
Status quo level is the person balanced state or
state of equilibrium between 2 forces.
34. Unfreeze
The existing equilibrium. Motivated persons by
getting them ready for change and increase willing
to change .
Build trust and recognition for the need to change.
Active participate in identifying problems and
generate alternative solutions.
Is the development through problem awareness of a
need for change.
35. Moving
Working toward change by identifying the
problem or the need for change, exploring the
alternatives, defining goals & objectivities
planning how to accomplish the goal &
implementing the plan for change.
Get persons to agree that the status quo is not
beneficial to them.
36. Refreezing
Are the integration of the change into ones
personality & the consequent stabilization of
change then reinforce the new patterns of
behavior.(positive change)
New level of equilibrium .
Frequently personal return to old behavior after
change effort case .(negative change)
37. Lippitt`s phase model theory
(1958).
This theory extended lewin`s theory , focused
more on what the change agent must do than on
the evolution of change itself.
Communication skills ,rapport building ,and
problem solving strategies underlie this theory
seven phases.
38. Lippitt`s phase model theory
(1958).
Diagnose the problem : involve key persons in
data collection and problem solving.
Assessment of the motivation and capacity for
change : what are the financial and human
resources and constrains? Are the structure and
function of the organization conducive to change?
What are the suitable solutions and which are
preferred?
39. Assessment of the change agent `s motivation and
resources : this assessment is important .
Consider the change agent`s own commitment to
change ,energy level ,future ambitions , and
power bases.
Selecting progressive change objective:
Develop the action plan, evaluation criteria , and
specify strategies.
Choosing the appropriate role of the change agent:
Act as cheerleader, experts , consultant, or group
facilitator.
40. Maintenance of the change :
communication, feedback, revisions and
coordination are essential component of this
phase.
Termination of the helping relationship:
The change agent withdraws from the selected
role gradually as the change become
institutionalized and stabilized.
41. Havelock`s model
theory(1973).
This theory is also modification of lewin`s , Havelock
describes an active change agent as one who uses a
participative approach.
Six steps: Building a relationship .
Diagnosis the problem.
Acquiring the relevant resources.
choosing the solution.
gaining acceptance.
Stabilization and self renewal.
42. Rogers`s theory(1983).
Rogers takes a border approach than previous
theories . His 5 steps innovation-decision process
details.
Making unit passes from first knowledge of an
innovation to confirmation of the decision to adopt
or reject a new idea.
43. Rogers`s theory(1983).
knowledge : the decision making unit is
introduced to the innovation and begins to
understanding. Establish the persons awareness.
Persuasion: a favorable or unfavorable attitude
toward the innovation forms.
Decision Evaluation : activities lead to a decision
to adopt or reject the innovation.
Implementation: the innovation is put to use .
Conformation and Adoption: reinforcement that
the decision was correct.
44. Change management
process
The change management process is the
sequence of steps or activities that a change
management team or project leader would
follow to apply change management to a
project or change.
change management processes contain the
following three phases:
45. Phase 1 - Preparing for change (Preparation,
assessment and strategy development).
Phase 2 - Managing change (Detailed planning
and change management implementation).
Phase 3 - Reinforcing change (Data gathering,
corrective action and recognition).
46. Change management
processAssessment)
– 1) - Preparing for change(
– Identifying the problem : opportunity that
necessitates change(symptoms)
– Data collection and : gathering structural,
technological, and people information and
effects of these elements on the process
– Data analysis : summarizing the data ( adv.,
dis adv., risks, and consequences)
– Strategic determination: identifying possible
solutions, barriers, strategies
47. con
-Decide if the change is necessary.
-Make others aware of the need for the change.
Swat analysis and basic 4 forces models:
(environmental forces ,organizational forces ,
task demand , personal need.)
48. 2) Managing change (Planning and
implementation)
– State goal and specific measurable objectives
and also the time allotted.
– Establishing the who, how, what, and when of
change.
– Allocating resources, budget and evaluation
methods.
– Plan for resistance management.
49. Identify areas of support & resistance.
-Include every one in the planning that will be
affected.
-Establish target dates for implementation.
-Develop appropriate strategy for alteration.
-Be available to support others through the
process.
Evaluate the change then modify if necessary.
50. 3) Reinforcing change (Evaluation)
- Determining effectiveness of change.
- Achieved objectives and benefits ---- qualitative
as well as financial and the documented evidences
of being achieved.
- Stabilize the change: - taking measures to
reinforce and maintain the change.
53. Empirical-Rational
– Assumes that people are rational (guided by
reason) and receptive to change when given
adequate facts, and will follow their self-
interest .
– Successful change is based on the
communication of information and the
suggestions of incentives.
– Knowledge is the major source of power.
– E.g ---- Teaching a smoking group … its
danger and consequences ….. Not follow
…..giving up.
54. Normative-Re educative
People are social beings and will adhere to cultural
norms and values.
Change strategy here focuses squarely on culture –
what people believe about their world, their work
and themselves and the ways in which people
behave so as to be consistent with these beliefs.
Successful change is based on redefining and
reinterpreting existing norms and values, and
developing commitments to new ones .
55. Power-Coercive
This strategy assumes that persons with less power
will always comply with the plans and directions.
Result of an individuals need to please a
supervisor, or fear of losing their job.
and generally do what they are told or can be made
to do.
Successful change is based on the exercise of
authority and the imposition of sanctions.
56. Environmental-Adaptive
People oppose loss and disruption but they adapt
readily to new circumstances.
Successful Change is based on building a new
organization and gradually transferring people from
the old one to the new one.
This strategy seeks to shift the burden of change from
management and the organization to the people. It
exploits their natural adaptive nature and avoids the
many complications associated with trying to change
people or their culture.
57. Strategy Selection
Considerations
Degree of Change. Radical change or
transformation argues for an environmental-
adaptive strategy (i.e., “wall off” the existing
organization and build a new one instead of
trying to transform the old one).
Population. Large populations argue for a mix of
all four strategies.
58. Degree of Resistance. Strong resistance argues
for a coupling of power-coercive and en-
vironmental-adaptive strategies. Weak resistance
or concurrence argues for a combination of
rational-empirical and normative-re-educative
strategies
59. Time Frame. Short time frames argue for a
power-coercive strategy. Longer time frames
argue for a mix of rational-empirical, normative-
re-educative, and environmental-adaptive
strategies.
Expertise. Having available adequate expertise at
making change argues for some mix of the
strategies .
60. Forces that influence change
internal External
Originate from inside Health care.
operation. That may economics
result from external Technology.
changes &include restructuring
Changing priorities. Changing.
Need for increase. demographics
.productivity
.opportunities.
61. Cont’d
Internal External
Staffing pattern changes.
.Shifts in philosophy.
Need for cost.
containment
Work process changes.
Need for quality of work.
.life
63. Resistance to Change.
Resistance to Change is consider one from factors in
Organizational Change:
– Efforts by employees to block the intended
change is referred to as Resistance to Change.
– Resistance to Change has been defined as:
”...behavior which is intended to protect an
individual from the effects of real or imagined
change" - Alvin Sander, 1950
Values, educational level, cultural and social
backgrounds, as well as past experience with change
will have an impact on the degree of resistance.
64. Resistance to Change
– Resistance is a natural and inevitable reaction in
an organization. You can expect it.
– Resistance is sometimes hidden, so it may be
necessary to take active steps to find it.
– There are many reasons for resistance; it is
important to understand it.
– We manage resistance by working with people,
and helping them deal with their concerns.
– There are many ways to build acceptance. It is
important to be flexible. But persist!
65. Resistance to Change
The key to successful management
of organizational change lies in
the people.
They are the agents for successful
transformation of the organization.
So let’s have a look at where
Resistance to Change comes from and how to best
manage it
66. Resistance to change
lack of trust.
perception that change is not necessary.
perception that change is not possible.
relatively high cost.
fear of personal failure.
loss of status or power.
threats to values and ideas .
social, cultural or organizational disagreements.
resentment of interference.
67. – Why people resist change:
Resistance to change can be a defense
mechanism caused by frustration and anxiety
Individuals may not be resisting the change as
much as they are resisting a potential loss of
status, pay, comfort, or power that arises from
expertise
In many case there is not a disagreement with the
benefits of the new process, but rather a fear of
the unknown future and about their ability to
adapt to it, e.g. fear that one will not be able to
develop new skills and behaviors that are
required in a new work setting.
68. Change Management
Howcan I best accomplish Organization-wide
Change? The high-level view:
– Get senior management agreement (i.e. conflicting goals can kill
the project!).
– Identify a champion who can articulate the reasons for and
advantages of the change.
– Translate the vision for change into a realistic plan and then carry
out the plan.
– Involve people from every area of the organization.
– Communicate. Communicate. Educate. Educate.
– Get organizational buy-in to the change.
– Modify organizational structures so that they will sustain the
change.
69. Change Management
Summary
– Organizational Change Management is “all of the
actions required for an organization to understand,
prepare for, implement and take full advantage of
significant change”.
– The goals of Change Management are:
The successful design, implementation, measurement and
maintenance of an organization’s change initiative
Enhancement of their on-going capacity for managing change
70. Situation
You are a new head nurse in ICU unit , when you
assessed the unite work ,you were finding that all
nurse in the unit used to follow the function method
when giving patient care. However staff nurses are
enough for the numbers of patients, so you found
that must be change this method to improve the
quality of care but large number of nurses disagree
for this suggestion.
How can you manage? Which strategies do you
use?
