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Change is the Future
Dr. Kenneth Lui-ming NGIEDr. Kenneth Lui-ming NGIE
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Agenda1. Introduction2. Realities of change3. Barriers and consideration of change4. Leadership model5. New approaches for the new era of rapid
change6. Strategic analysis tools
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ObjectivesAble to understand1. what is change 2. change cycle3. reasons of failure4. causes of resistance5. change equations6. three-circle framework7. components of change strategy8. change agent9. how can we support change
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What is Change?
“Change is a simple process. At least, it’s simple to describe. It occurs whenever we replace the old with the new. Change is about traveling from the old to the new, leaving yesterday behind in exchange for a new tomorrow” (de Jager, 2001, p.24).
Change is not a linear process.
Change in one part of an organization affects the other parts (Ripple Effect).
It is often a combination of change initiators and change resistors that creates the celebration of successful change.
(Lawrie, 1990; de Jager, 2001; Kotter, 2007; Britt and Thomas, 2007)
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Success Rate
In 1996, John Kotter’s research revealed that only 30% of change programs succeeded.
In 2008, a McKinsey survey revealed the same success rate.
“70% of the time, when significant change is needed, people back away, go into denial, try but fail rather miserably, or stop, exhausted, after achieving half of what they want, using twice the budgeted time and money” (Kotter and Whitehead, 2010, p.181).
(Jarrett, 2008; Aiken and Keller, 2009; Kotter and Whitehead, 2010)
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Causes of Resistance
Fear of unknown Fear of failure Threats to status Loss of power and influence Lack of information and/or clarity Lack of perceived benefits Most people are naturally concerned about how
they can change, especially if the change involves learning something new and risking failure.
“Resistance is a natural part of the change process. Employees resist change because they are human, not because they are disloyal or incompetent” (Lewis, et al., 2010, p12).
(de Jager, 2001; Bagranoff, et al., 2002; Proctor and Doukakis, 2003; Lewis, et al., 2010)
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Reasons of Failure Lack of strong, consistent management support Lack of motivation Lack of skill Lack of training Lack of vision Lack of change agents to facilitate change
process Project scope too large for the available
resources Poor communication No preparation for a change culture
(Easton and van Ryckeghem, 2010; Lee and Faulkner,
2010 )
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Change Cycle
ANNOUNCEMENT
SHOCK
DENIAL
DEPRESSION
ANGER
BARGAINING
TESTING
ACCEPTANCE
LETTING GO – LOSS,DENIAL, ANGER,
ANXIETY,WITHDRAWAL
NEUTRAL ZONE –FEAR, UNCERTAINTY,CONFUSION, GUILT
BEGINININGS –ANTICIPATION,NEW FRAME OF
REFERENCE,NEW SENSE OF COMPETENCE
(Source: Adapted from Austin and Currie, 2003, p.233)
A CB
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Three-Stage Model of Change
INITIAL LEVEL
NEW LEVEL
Fe
ar
Visio
n
Su
rvival
Prid
e
Va
lue
sS
elf In
tere
st
(A) Unfreeze
(B) Change
(C) Refreeze
Restraining Force
Restraining Force
Restraining Force
Driving Force
Driving Force
Driving Force
(Source: Adapted from Kajewski, et al., 2010, p.32)
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Change Equation1960’s 2000’s
(D * V * F) > R
Dissatisfaction
Vision
First Step
Resistance to Change
(A * B * D) > X
Level of dissatisfaction with the status quo
Clear desired status
Practical first step toward the desired state
The cost of Change
A
B
D
X
D
V
F
R
Burke’s Formula (Burke, 2008) Gleicher's Formula (Beckhard, 1969)
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Cost of Change
MostModerateLeast
ANTICIPATORY Change
REACTIVE Change
CRISIS Change
COST
DIFFICULTY
Most Difficult
Difficult
Easiest
(Source: Adapted from Kajewski, et al., 2010, p.23)
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Dissatisfaction and Risk Matrix
High Degree of Success
Moderate Success
Moderate Success
Low to No Success
Level of Dissatisfactionwith the status quo
Low
Low High
High
Perceived Personal Risk
(Source: Adapted from Eaton, 2010, p.39)
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Consideration of Change
1. Why should the old status quo be changed? (The answer will help determine how people will react to the change)
2. What is the cost in making the transition from the old way of doing things to the new way? (Cost of training, cost of low morale, cost of new hires / people leaving, cost of emotional destroying)
3. Is the cost justified by the incremental benefits of the new change?
4. Does the proposed change reinforce existing core values?
(de Jager, 2001)
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The Principle of Changing Process
Nothing is fixed and static in an absolute way. Even our experience is provisional rather than permanent.
“It is obvious and palpable that our state of mind is never precisely the same ... When the identical fact recurs, we must think of it in a fresh manner, see it under a somewhat different angle, apprehend it in different relations from those in which it last appeared” (James, W, 1905, p.156).
(James, W, 1905; Parlett, 1991)
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Components of Change Strategy
Pressure for Change
Clear, SharedVision
InternalCapacity
Agreed Programme
• Establishing an enough sense of urgency; rationale of change; constructive storytelling
• Direction; communicating the vision; creating a guiding coalition
• Competence, skill; knowledge; role modeling; top-down approach; leadership
• Implementation plan; commitment; reinforcement; empowerment
Diefenbach, T. , 2007; Burke, W. W., 2008; Eaton, 2010; Kotter, J., P. and Whitehead, L. A., 2010
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Successful ChangePressure for
Change
Pressure for Change
Pressure for Change
Pressure for Change
Pressure for Change
Clear, SharedVision
Clear, SharedVision
Clear, SharedVision
Clear, SharedVision
Clear, SharedVision
InternalCapacity
InternalCapacity
InternalCapacity
InternalCapacity
InternalCapacity
Agreed Programme
Agreed Programme
Agreed Programme
Agreed Programme
Agreed Programme
Successful Change
Bottom of In-tray
Fast Start that Fades
Anxiety & Frustration
Haphazard Efforts
(Source: Adapted from Eaton, 2010, p.39)
=
=
=
=
=
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Three-circle Framework
Focus
CapabilityWill
Strengths, Competences
Direction, Vision
Leadership, Self-confidence,
Commitment
(Source: Adapted from Drew and Smith, 1998, p.669)
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Vision Every change process has an intended
destination which is described by a vision.
The vision is the only thing that keeps people moving forward in spite of obstacles.
Rule of Thumb – If you can’t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you should not be able to initiate the change process smoothly.
(Kotter, 2007; Bishop and Strong, 2010)
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Communication
Communication, properly-done, causes trust.
The effect of good communication is to increase employees’ trust of the leader, and loyalty.
The most important part of communication is not sharing information, it is listening. Listening for the aspirations and fears of people being affected. After listening, the most important part of communication is not sending out information, but returning to the vision.
(Ball, et al., 2006; Bishop and Strong, 2010)
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Change Agent
A change agent is one who promotes a change process. It is because of this important function that the role of a change agent should be taken up by a “manager” who is therefore associated with the success of change.
A change agent is to motivate people by preparing them for change, to build trust and actively participate in problems solving.
“Lower level managers have power in affecting employees’ responses to a new policy. During the change process, it is this lower level of management that have tremendous power in determining the fate of a change progression. It is for this reason that first line managers are so powerful in the change equation” (Brunetto and Farr-Wharton, 2005, p.221-226).
(Saka, 2003; Kritsoins, 2004; Brunetto and Farr-Wharton, 2005)
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Training Training can foster better teamwork and trust
among employees and corporate leaders.
Training new skills is likely to change employees’ beliefs and attitudes.
“Training directed at lower ranked officers will have limited impact unless training/education/values development is firstly directed at senior management and first line managers” (Brunetto and Farr-Wharton, 2005, p.236).
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P.O.L.I.C.E. Leadership Model P : Planning O : Organizing L : Leadership & accountability I : Information & communication/Implementation C : Control E : Ethics & integrity / Evaluation
Change is primarily about leadership which is to show the ways of affecting the hearts and minds of people so that they can work together towards a common goal.
(Gill, 2003; Keller, 2008)
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Cultural Change Cultural elements include values and attitudes
(for police culture, e.g. manliness, internal solidarity, bravery, authoritarianism), but also ideas, assumptions or unconscious thought processes (for police culture, e.g. the use of stereotypes), beliefs, symbols, rituals. Cultural elements in a police environment also include the line of command or hierarchy.
Changing culture is a matter of changing values, beliefs, attitudes etc. It is about changing hearts, minds and souls of employees.
(Gill, 2003; Easton and van Ryckeghem, 2010; Kajewski, et al., 2010)
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Interpersonal Leader Winning Hearts and Minds by the FACT and
RESPECT
Fairness
Attitude
Communication
Trust
Respect
Empathy
Sensitivity
Participation
Empowerment
Care
Training
(Verrier and Smith, 2005; Smith and Louw, 2007)
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The 3 E’s of Fairness
If unfairly treated, employees are less likely to perform to their full potential
Explanation Everyone should understand
Expectation of Clarity Standard of Judgment
Engagement Encouraging involvement and refutation
(Mauborgne and Kim, 2005, p.175-176; Kajewski, et al., 2010, p.41)
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Trust, Care and Respect
Relieving employees’ anxieties by establishing trust and respect through dialogue.
To keep people moving forward requires they be treated with respect and understand.
Reciprocity theory stresses the importance of trust. Trust and reciprocity elicit cooperation.
Trust is associated with confidence that other people care about our physical and psychological wellbeing.
Leaders can increase trust by enhancing transparency and participation.
(Kahan, 2003; Proctor and Doukakis, 2003; Lewis, et al., 2010)
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Preparedness for Change
“One cannot manage change. One can only be ahead of it” (Drucker, 1999, p.73).
“Change comes from the two sources:(1) Change from the world is inbound. We have little or no control of it.(2) Change that created by us is outbound. We attempt to influence the world toward a more preferable future” (Bishop and Strong, 2010, p.100).
“Chance favours the prepared mind” (Louis Pasteur, 1822-1895).
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Strategic Analysis Tools
1. TOWS Matrix “TOWS (threats-opportunities-weaknesses-
strengths) is used because changes occur so rapidly that a particular advantage can be rendered meaningless in a very short space of time” (Kotler and Kartajaya, 2000, p.98).
2. Feedback Analysis “Whenever one makes a key decision, and
whenever one does a key action, one writes down what one experts will happen. And nine months or twelve months later, one then feeds back from results to expectations” (Drucker, 2001, p.218).
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Demonstration
S W
O T
T O
W S
Internal
External
ChangeExternal
Internal
Year Decision
2010 2011 2012
Variable No.1
Variable No.2
Variable No.3
(Kotler and Kartajaya, 2000; Drucker, 2001)
Preview
Preview
Preview
Review
Review
Review Review
Review
Review
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An Inside-Out Life Approach
“What can I contribute that will significantly affect the performance and the results of the institution I serve?” (Drucker, 2001, p.207).
From: What’s-in-it-for-me? Want-to-have
attitude Win-lose Telling attitude Avoiding change
To: How can I add value? Want-to-be attitude Win-Win Seeking to listen and
understand attitude Seeing change as
opportunity and looking for change
(Drucker, 1999, 2001; Verrier and Smith, 2005)
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References
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management, Journal of Facilities Management, 2, 3, pp. 229-243.3. Bagranoff, N., A. , Eighme, J. E. and Kahl Jr, H. (2002) Who moved my ledger?, The CPA Journal, 72, 10, pp. 22-26.4. Ball, A. D., Coelho, P. S. and Vilares, M. J. (2006) Service Personalization and Loyalty, Journal of Services Marketing,
20, 6, pp. 391-403.5. Beckhard, R. (1969) Organization Development: Strategies and Models, Addison-Wesley Publishing Company,
Reading, Mass.6. Bishop, P. C. and Strong, K. E. (2010) Why Teach the Future?, Journal of Futures Studies, 14, 4, pp. 99-106.7. Britt, J. and Thomas, B. (2007) A Heart for Change, Healthcare Financial Management, 61, 1, pp. 66-70.8. Brunetto, Y. and Farr-Wharton, R. (2005) The role of management post-NPM in the implementation of new policies
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9. Burke, W. W. (2008) Organization Change Theory and Practice, 2nd Edn, SAGE Publications, London.10. Chan, J. (1996) Changing police culture, The British Journal of Criminology, 36, 1, pp. 109-134.11. de Jager, P. (2001) Resistance to change: A new view of an old problem, The Futurist, 35, 3, pp. 24-27.12. Diefenbach, T. (2007) The managerialistic ideology of organisational change management, Journal of Organizational
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References (cont’d)
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Organizational Change Management, 16, 5, pp. 480-496.39. Smith, D. and Louw, M. (2007) Conceptualisation of the spiritual life dimension: A personal and professional
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Executive Facilitation, Journal of Human Resource Management, 3, 1, pp. 51-60.
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