Change managementChange management

Meaning of Change ManagementMeaning of Change Management

Change management is a systematic approach to Change management is a systematic approach to dealing with change, both from the perspective dealing with change, both from the perspective of an organization and on the individual level.of an organization and on the individual level.

Terry Paulson, the author of Paulson on Change, Terry Paulson, the author of Paulson on Change, quotes an uncle's advice: "It's easiest to ride a quotes an uncle's advice: "It's easiest to ride a horse in the direction it is going." In other horse in the direction it is going." In other words, don't struggle against change; learn to words, don't struggle against change; learn to use it to your advantage. use it to your advantage.

Change ProcessChange Process

It requires three things:It requires three things:

Management commitment,Management commitment, Universal approval, andUniversal approval, and Appropriate measures and rewards.Appropriate measures and rewards.

It begins from the top level of management or It begins from the top level of management or from the leaderfrom the leader

Steps of change managementSteps of change management

1. Establish a sense of urgency-Identifying and discussing crises, potential crises or major 1. Establish a sense of urgency-Identifying and discussing crises, potential crises or major opportunities.opportunities.

2. Forming a powerful guiding coalition-Assembling a group with enough power to lead the 2. Forming a powerful guiding coalition-Assembling a group with enough power to lead the change effort.change effort.

3. Encouraging the group to work together as a team.3. Encouraging the group to work together as a team.

4. Creating a vision-Creating a vision to help guide the change effort4. Creating a vision-Creating a vision to help guide the change effort

5. Communicating the vision-Using every vehicle possible to convey the vision to all people5. Communicating the vision-Using every vehicle possible to convey the vision to all people

6. Empowering others to act on the vision-Getting rid of obstacles to change like the structure..6. Empowering others to act on the vision-Getting rid of obstacles to change like the structure..

7. Planning for and creating short term wins-Rewarding employees and recognizing them.7. Planning for and creating short term wins-Rewarding employees and recognizing them.

8. Consolidating improvements8. Consolidating improvements

CHANGE STRATEGIESCHANGE STRATEGIES

Empirical-RationalEmpirical-Rational Normative-ReeducativeNormative-Reeducative Power-CoercivePower-Coercive Environmental-AdaptiveEnvironmental-Adaptive

Factors in Selecting A Change Factors in Selecting A Change StrategyStrategy

Generally speaking, there is no single change strategy. Generally speaking, there is no single change strategy. You can adopt a general or what is called a "grand You can adopt a general or what is called a "grand strategy" but, for any given initiative, you are best strategy" but, for any given initiative, you are best served by some mix of strategies. served by some mix of strategies.

Degree of Resistance.Degree of Resistance. Target PopulationTarget Population The Stakes. The Stakes. The Time Frame. The Time Frame.

Contd….Contd….

Factors in Selecting A Change Factors in Selecting A Change StrategyStrategy

ExpertiseExpertiseHaving available adequate expertise at making change argues Having available adequate expertise at making change argues for some mix of the strategies outlined above. Not having it for some mix of the strategies outlined above. Not having it available argues for reliance on the power-coercive strategy. available argues for reliance on the power-coercive strategy.

DependencyDependency This is a classic double-edged sword. If the organization is This is a classic double-edged sword. If the organization is

dependent on its people, management's ability to command or dependent on its people, management's ability to command or demand is limited. Conversely, if people are dependent upon demand is limited. Conversely, if people are dependent upon the organization, their ability to oppose or resist is limited. the organization, their ability to oppose or resist is limited. (Mutual dependency almost always signals a requirement for (Mutual dependency almost always signals a requirement for some level of negotiation.)some level of negotiation.)

Recommendations for Lending & Recommendations for Lending & Sustaining ChangeSustaining Change

Trust & Confidence – Employees must be able Trust & Confidence – Employees must be able to Trust & Confide in Management.to Trust & Confide in Management.

Communication- This means Management & Communication- This means Management & employees should be communicating.employees should be communicating.

Charismatic Leadership- Employees should Charismatic Leadership- Employees should step up and take control, but use their lead step up and take control, but use their lead effectively.effectively.