lec -1 ion change

8/14/2019 Lec -1 ion Change

1/22

EXTERNAL TRIGGERS FOR CHANGE

Developments in technology

Developments in new materials

Changes in customers requirements&

tastes

Activities & innovations of competitors

New legislation & govt policies

Changing domestic & global economic

& trading conditions

Shifts in local, national & international

politics

Changes in social & cultural values


2/22

INTERNAL TRIGGERS FOR CHANGE

New product & service design innovations

Low performance & morale, triggering job

redesign

Appointment of a new senior manager or

top management team

Inadequate skills & knowledge base,

triggering training programmes

Office & factory relocation, closer to

suppliers & marketsRecognition of problems, triggering

reallocation of responsibilities

Innovations in the manufacturing process

New ideas about how to deliver services to

customers


3/22

In 1947 Lewin introduced the interesting

and valuable technique of FORCE FIELDANALYIS a change managementtechnique.He argued that the nature & pace ofchange depended on the balance of

driving and restraining forces in relationto a particular change , or targetsituationDEFINITIONForce Field Analysis is a technique forassessing the factors that encourage &the factors that resist movement towardsa desired target situation, thus allowingan assessment of the viability of thechange, & suggesting action to alter thebalance of forces, if necessary.


4/22

PLANNED ORGANISATIONAL

CHANGE

Planned change: a planned movement

occurring from one organisational stateto another that has a commitment to

producing a specified outcome

Incremental Change - change that

aims to improve the existing systems,

policies and procedures

Strategic Change - Change that aims

to extablish new systems, policies or

procedures

Transformational Change - the

transfiguration from one state to another

that is fundamentally different


5/22

UNFREEZING

MOVE

REFREEZE

(Lewin 1951)


6/22

Kurt Lewin

Kurt Lewin considered

organisational change tohave 3 main elements:

Unfreezing

Transition Refreezing

Unfreezing the current state of affairs

The transition into the new state/ Changeto the new behaviorRefreezing or stabilising the changes to make

them permanent.

(attitudes, beliefs, values)


7/22

Overall, planned change is not

impossible, but it is often difficult. The

key point is that change is an ongoing

process, and it is incorrect to think that

a visionary end state can be reached in

a highly programmed way (Lawler

1986)


8/22

To implement and sustain change, four

interlocking management processes must

take place

Trigger Layer

Vision Layer

Conversion Layer

Maintenance and Renewal

Layer


9/22

Trigger Layer

Opportunity, threat, crisis, clarify, express,

communicate

Vision Layer

Define the future. Challenges, excitement,innovation

Conversion Layer

Persuade, recruit disciples, detail the

structure

Maintenance and Renewal Layer

Sustain and enhance belief, reinforce and

justify, regression avoidance (ritual)


10/22


11/22

OD INTERVENTION

Phase 1: Entry

Explore issues & establish a rapport

Phase 2: Formalising the contract

A two way process

Phase 3: Information gathering &

analysis

Begin diagnosis phase. Crucial fordiplomacy & partiality

Phase 4: Feedback

Analyse data, summarise & organise it

into a format which can be understoodby the organisations members


12/22

Phase 5: Planning the change process

Action phase

Consultant is an idea generator & a

sounding board

Phase 6: Implementing the changes

Consultant should still be involved

Phase 7: Assessment

Evaluate


13/22

RESISTANCE TO CHANGE

An inability, or an unwillingness, to

discuss or to accept organizational

changes that are perceived in some

way damaging or threatening to the

individual

(Huczynksi & Buchanan 2001)


14/22

Bedeian (1980)

Four Common Causes of Resistance

to Organisational Change

Parochial Self-interest

Misunderstanding & lack of trust

Contradictory Assessments

Low Tolerance for Change


15/22

Buchanan, Claydon and Boyle (1999)

The Initiative Fatigue63% of managers surveyed said that people

in their organisations were suffering from it!

Middle Management Burnout!


16/22

Ignorance

Comparison

Disbelief

Loss

Inadequacy

Anxiety

Demolition

Power Cut

Contamination

Inhibition

Mistrust

Alienation

Frustration

Tony Eccles (1994): 13 sources


17/22

Top Ten Barriers to Change

Global Change Management Study 1997 based

on Price WaterhouseCoopers & MORI

Competing Resources

Functional Boundaries

Change Management Skills

Middle Management

Long IT lead timesCommunication

Employee Opposition

HR Issues (people, training)Initiative Fatigue

Unrealistic Timetables


18/22

Top Ten Success Factors

Ensuring Top Sponsorship

Treating People Fairly

Involving Employees

Giving Quality Communications

Providing Sufficient Training

Using Clear Performance Measures

Building Teams After Change

Focusing on Culture & Skill Change

Rewarding Success

Using Internal Champions


19/22

Stakeholder Analysis

Draw up a list of stakeholders affected by

the changes proposed Establish what each will gain or lose if

the change goes ahead

Use the potential benefits to strengthen

support for the proposals Find ways to address the concerns of

those who feel they will lose out, by

altering the nature of the changes

proposed, perhaps, or offering to reduce

losses in other ways.


20/22

George Egan (1994)

Nine Types of Stakeholder

Partners

Allies

Fellow Travellers

Fencesitters

Loose Cannons

Opponents

Adversaries

Bedfellows

The Voiceless


21/22

Kotter and Schlesinger (1979)

Education and Commitment

Participation and Involvement

Facilitation and Support

Negotiation and Agreement

Manipulation and Co-optation

Implicit and Explicit Coercion


22/22

Preconditions for Successful Change

Tony Eccles (1994)

Is there pressure for this change?

Is there a clear & stated vision of goal?

Do we have liaison and trust?

Is there the will and powerto act?

Do we have enough capable people

with sufficient resources?

Do we have suitable rewards & defined

accountability for actions?

Have we identified actionable first

steps? Does the organisation have a capacity

to learn & to adapt?

lec -1 ion change

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