Copyright © 2010 Prentice Hall8-1 Topic 14 WHAT MAKES A GOOD CHANGE AGENT

Copyright © 2010 Prentice Hall 8-1

Topic 14

WHAT MAKESA GOOD CHANGE AGENT


Change management (people)

Change managementis a structured approach

to transitioningindividuals, teams, and organizations

from a current stateTo

a desired future state

http://en.wikipedia.org/wiki/Individual

http://en.wikipedia.org/wiki/Team

http://en.wikipedia.org/wiki/Organization


Human Change ManagementLevels

Individual change management

Organizational change management

Change Management on the level of society


Individual change managementSome important theories

• Unfreeze-Change-Refreeze (Kurt Lewin)– Unfreezing: involves overcoming inertia and

dismantling the existing "mindset".– Change: stage where the change occurs; it is

typically a period of confusion and transition.– Freezing or refreezing: new mindset is crystallizing

and one's comfort level is returning to previous levels


Individual change management• Gleicher's Formula for Change:

The combination of:• organizational dissatisfaction• vision for the future and• the possibility of immediate & tactical action

must be stronger thanthe resistance within the organization in order for meaningful changes to occur.


Individual change managementPCI (People Centered Implementation)

• PCI (methodology developed by Changefirst) describes the six critical success factors of behavior change.– Shared Change Purpose - create and share a powerful case for

change in the organization – Effective Change Leadership - develop strong change leadership for

the initiative – Powerful Engagement Processes - build and deliver plans to engage

people in the change – Committed Local Sponsors - build understanding and commitment of

middle and front-line managers – Strong Personal Connection - create commitment and behaviour

changing actions for front-line people – Sustained Personal Performance - support people as they learn to

adapt, managing their resistance sensitively and empathetically.


Individual change management• ADKAR– The ADKAR model for individual and organizational change

management was developed by Prosci with input from more than 1000 organizations from 59 countries. This model describes five required building blocks for change to be realized successfully on an individual level. The building blocks of the ADKAR Model include:• Awareness – of why the change is needed • Desire – to support and participate in the change • Knowledge – of how to change • Ability – to implement new skills and behaviors • Reinforcement – to sustain the change


Organizational change management• includes processes and tools used at an organizational level.

These tools include:– techniques for creating a change management strategy

(readiness assessments),– engaging senior managers as change leaders (sponsorship)– building awareness of the need for change

(communications),– developing skills and knowledge to support the change

(education and training),– helping employees move through the transition (coaching

by managers and supervisors), and– methods to sustain the change (measurement systems,

rewards and reinforcement).


Organizational change management• The role of the management

– Management's responsibility is:• To detect trends in the macro environment and micro

environment, identify changes and initiate programs. • To estimate the impact of the change on employee behavior

patterns, work processes, technological requirements, and motivation.

• To assess employee reactions and craft a change program to support workers when they go through the process of accepting change.

• The program must then be implemented, disseminated throughout the organization, monitored for effectiveness, and adjusted where necessary.

• Effective change management requires an understanding of the possible effects of change upon people, and how to manage potential sources of resistance to that change.


Organizational change management• Decision Downloading

– Often changes are initiated at top level, without taking input from others, especially in cases of mergers, layoffs, and company acquisitions.

– Such situations require special types of change management practices because when decisions get "downloaded" to lower levels, there is a high probability that misunderstandings, angst, and anger will surface.

– Employees’ "buy-in" can be hastened by robustly downloading the decision. Robust style of downloading the decision includes the following points in their message:• a) how the decision was made• b) why it was made• c) what alternatives were considered• d) how it fits in with the organizational mission• e) how it impacts the organization• f) how it impacts employees.

– Such a robust approach to communicating doubles the rate of acceptance when compared to more impoverished methods.


Change Management on the level of society

– Sometimes change management becomes necessary on the level of society.– Such changes require the cooperation of

many companies, public organizations and individuals., on the scale of nations and regions.–Government financed programs become

necessary.


What Makes a Good Change Agent* Not every change process leads to the expected results; there are multiple reasons for potential failure:

• Typical barriers to change are unexpected changes in the external conditions, a lack of commitment in implementation, resistance of people involved, or a lack of resources.

* The implications of failed change projects:* Negative symbolism

* De-motivation of people involved.* Growing skepticism/disbelief.

* The change agent has important role to play:* The change agent/change leader’s capabilities have a major impact on success or failure of the project,

and on the extent of potential unwanted side-effects.


Jim Canterucci’s 5-Levels of Change Leadership Skills

• Level I– Accepts the need for change, communicates and defends

the need for change throughout the organization, creates an open and receptive environment

– small change initiatives with clear direction

• Level II– Defines and initiates change, identifies leverage points for

change in processes and work habits– change projects at local level



• Level III– Leads change, translate the vision of the organization into

the context of a specific change initiative and bring this message to the entire organization, redirects approaches in the face of new opportunities

– transformation of a central vision into change initiatives and organization-wide communication

• Level IV– Manages complex change, understands the cultural

dynamics of the current state of an organization, creates a strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality

– generates change with a high degree of transformation



• Level V• Champions change, challenges the status quo by

comparing it to an ideal or a vision of change, causes crisis in order to support dramatic actions and change efforts, transforms the organization

• Ability to revolutionize organizations


DISCUSSION ON ARTICLE

‘Peter Principle’"In a Hierarchy Every Employee Tends

to Rise to His Level of Incompetence.“

Implications?


ASSIGNMENT 11

Study“Mintzberg’s managerial roles”

and explain what you have learnt from

this reading?

Documents

Copyright © 2010 Prentice Hall8-1 Topic 14 WHAT MAKES A GOOD CHANGE AGENT