Customers Service_change Mgt

7/30/2019 Customers Service_change Mgt

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CONFRONTING THE

CHALLENGES OF SHIFTING TO

A BETTER CUSTOMER

RELATIONS CULTURE

(CHANGE MANAGEMENT)

JIDE AOGO


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For a change to be successful it important we

consider the following carefully

- The situation

- Why change?

- How to change or what to change

- Gainers and losers

MAKING CHANGE HAPPEN

Making change happen involves moving an

organisations people and culture in line with an

organisations structure, processes,strategy and

system in such that change is successful and

delivers long-lasting benefit to the organisation!

This is not easy and, therefore, requires a process

to assist in the management. This is what Change Management is all about.


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8/1/20

TRANFORMING SUCCESSFULLY

EXPERT VIEWS ON SUCCESSFUL

CHANGE MANAGEMENT

Rosabeth Moss Kantor is a professor at

Harvard who has carried out research into

change. These are her 10 Commandments


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1. Analyse the organisation and its need for change

2. Create a shared vision and common direction

3. Separate from the past

4. Create a sense of urgency

5. Support a strong leadership role

6. Line up political sponsorship

7. Craft an implementation plan

8. Develop enabling structures

9. Communicate and involve people

10. Reinforce and institutionalise change

Put in place a structure for implementing it

Finally, make people live and breathe change

IMPLICATIONS OF THE 10 COMMANDMENTS

Look at what you have got

Obtain buy-in at all levels

Plan the change, and

Put in place a structure for implementing it

Finally, make people live and breathe change


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EXPERT VIEWS

Organisational Development Resources Inc, an American organisationestablished by Daryl Connor and specialising in change management, hasbuilt up an extensive database on change. Its four determinants are:

1. Sponsor commitment

2. Agent skills

3. Target resistance

4. Cultural alignment

The point here is:

To make sure that there is someone championing the change who has theauthority to make it happenTo put people in place to make it happen

To concentrate on those who resist most andTo try to make the changes in accordance with usual practice, to makepeople feel as comfortable as possible

EXPERT VIEW

Beckhard, erstwhile professor at M.I.T. (USA), notes sevenconditions for success:

1. Organisational vision and direction towards the vision

2. A clear sense of the organisations identity

3. Understanding of the organisations externalrelationships

4. Clear and reachable scenarios

5. Flexible structures

6. Effective use of technology7. Rewards that harmonise people with the organisations

objectives


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The key points :

Understand your organisation and its

relationships

Be flexible

Have a vision, and

A map to get there

Lessons from Professor P . Kotter

The change process goes through a series of

phases

Usually require a considerable length of time

Skipping steps creates only the illusion of

speed and never produces a satisfying result

Critical mistakes in any of the phases can

have a devastating impact, slowing

momentum and negating hard-won gains.


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SUMMARY OF THE EXPERT VIEWS

Each of the gurus has examined change andbroadly come to the same conclusions:

It is very difficult

The further you go the harder it becomes

The less that the change has in common with theorganization's culture, the less likely success is

It needs a strong, important sponsor

A body of people dedicated to making it happen

is essentialCommunication is the key

SUCCESS PRINCIPLE IN CHANGE

MANAGEMENT

Make sure that your change programme is aSUCCESS by following these principles:

Shared vision

Understand the organisation

Cultural alignment

Communication

Experienced help where necessary Strong leadership

Stakeholder buy-in


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Psychology of Change Management

Four conditions for changing mind-

sets

1. Employees will alter their mind-sets only if theysee the point of the change and agree with it ,atleast enough to give it a try.

2. The surrounding structures (reward andrecognition systems, for example) must be in

tune with the new behavior.

3. Employees must have the skills to do what it

requires.

4. Finally, they must see people they respect

modeling it actively.


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Each of these conditions is realized

independently

Put together they add up to a way of changing

the behavior of people in organizations by

changing attitudes about what can and should

happen at work.

Condition 1: A purpose to believe in

In 1957 the Stanford social psychologist Leon

Festinger published his theory of cognitive

dissonance, the distressing mental state that

arises when people find that their beliefs are

inconsistent with their actions .


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Condition 1: A purpose to believe in

The implication of this finding for an organization

If its people believe in its overall purpose, they will be happy tochange their individual behavior to serve that purpose

They will suffer from cognitive dissonance if they dont. To feel comfortable about change and to carry it out with

enthusiasm, people must understand the role of their actions in theunfolding drama of the companys fortunes and believe that it isworthwhile for them to play a part.

Anyone leading a major change program must take the time tothink through its "story"

What makes it worth undertakingand to explain that story to allof the people involved in making change happen, so that theircontributions make sense to them as individuals.

Condition 2: Reinforcement system

B. F. Skinner is best known for his experiments with ratsduring the late 1920s and the 1930s. He found that hecould motivate a rat to complete the boring task ofnegotiating a maze by providing the right incentivecorn at the mazes centerand by punishing the ratwith an electric shock each time it took a wrong turn.

Over time, however, Skinners rats became bored withcorn and began to ignore the electric shocks.


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KEY POINTS

Skinners theories of conditioning and positive reinforcement were taken up by psychologists

interested in what motivates people in organizations.

Organizational designers broadly agree that reporting structures, management and operationalprocesses, and measurement proceduressetting targets, measuring performance, and grantingfinancial and nonfinancial rewardsmust be consistent with the behavior that people are asked toembrace.

When a companys goals for new behavior are not reinforced, employees are less likely to adopt itconsistently; if managers are urged to spend more time coaching junior staff, for instance, but

coaching doesnt figure in the performance scorecards of managers, they are not likely to bother.

Structures and processes that initially reinforce or condition the new behavior do not guarantee

that it will endure.

They need to be supported by changes that complement the other three conditions for changing

mind-sets.

Condition 3: Skills

During the 1980s, David Kolb, a specialist in adultlearning, developed his four- phase adult-learningcycle which include the following:

Listening to instructions

Absorb the new information

Use it experimentally

Integrate it with existing knowledge.


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Condition 3: Skills

Another organizational psychologist ChrisArgyris also showed that people assimilateinformation more thoroughly if they go on todescribe to others how they will apply whatthey have learned to their own circumstances.

The reason, in part, is that human beings use

different areas of the brain for learning and

for teaching.

Condition 3: Skills

In practice, this means that you cant teacheverything there is to know about a subject inone session.

Change needs time to be imbibed

Much better to break down the formal teachinginto chunks, with time in between for the

learners to reflect, experiment, andapply the new principles.

Large-scale change happens only in steps.


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