Managing Change

Stuart Gray

3 types of change

• Size and Speed

• Routine, Improvement, Innovative

• Planned and Reactive

Size and Speed of Change

Incremental Quantum

Total System Large Scale Reorientation

Sub-System Adaptation Fundamental

Types of Change

•Routine

• Improvement

• Innovative

Steps in Change

Recognising

Establish Goals

Diagnosis

Planning

Implementing

Evaluation

The Need for Change

Organisational structure/design- e.g. Job Design

Operations and Technology - e.g. Work Processes

People- e.g. Abilities/skills

PESTEL Political

Economic

Social

Technological

Ecological

Legal

LEADERSHIP OF CHANGE

Creating the Agenda for Change

Building a Strong Implementation Network

Goals for Change

VISION

Current State

Transition StateMIDPOINT GOALS

Desired Future StateVALUED

OUTCOMES

GoalsS specific

M measurable

A attainable

R realistic

T time limits

Change AreasPeople

Products and services

Finance

Facilities

Marketing

Change areas

THE COMPANY

PeopleProducts &Services

Facilities Finance

Marketing

Force Field Analysis

Driving Forces Restraining ForcesFrom individualsHabitFear of lossPower/status Fear of uncertainty

From the organisationStructureProceduresLimited resources

TechnologyInformation explosionMarket competitionTurbulenceSocio political changes

Organisation Culture

SEGMENTALISTPastMeetingsWinners /LosersReductionistReactionaryNonreflectiveClosed

INTEGRATIVEFutureTeamsConfrontingHolisticProactiveReflectiveOpen

Organisation Iceberg

Strategies for Managing Change

COMMITMENT COMPLIANCE SURVIVAL

HI LO

LONG -TERM BEHAVIOUR CHANGE

3 Phases of Change

• Unfreezing

• Moving

• Re-freezing

Stages of Transition

1. Numbness

2. Denial

3. Depression

4. Acceptance of Reality/Letting Go

5. Testing

6. Search for Meaning

7. Internalisation

HIGH

LOW

YOURSELFESTEEM

START OF TRANSITION TIME TRANSITION IS OVER