a classroom discussion. session coverage change: an inevitable phenomenon of life change in...
TRANSCRIPT
A Classroom Discussion
Session CoverageChange: An inevitable
phenomenon of lifeChange in
organizational contextManaging change:
What Why, and How?Considerations
Forethought “It is not the
strongest of the species that survive, nor the most intelligent but, the one most responsive to change”
Charles Darwin
Change in organization
Forces for changeNature of the
workforceTechnologyEconomic shocksCompetitionSocial trendWorld politics
Change: Common termsChange: Making things differentPlanned change: Activities that are
intentional and goal orientedFirst- order change: linear and
continuous changeSecond- order change: change that is
multidimensional, multilevel, discontinuous and radical
Change: Common termsChange agents: Persons who act as
catalysts and assume the responsibility for managing change activities
Driving forces: forces that direct behavior away from the status quo
Restraining forces: forces that hinder movement away from the status quo
Strategic change
Group Exercise1. Identify a situation that needs significant
improvement/change in your organization2. Envision the situation after change occurs
successfully3. Identify few major driving forces and
restraining forces for moving away from the status quo
4. Analyze the degree of influences of such factors
Group Exercise5. Discuss and devise few major ways
how to reduce the restraining forces, increase the driving forces or both for successful change efforts
6. Develop implement/action plan for managing change efforts
7. Outline major considerations to institutionalize the change efforts
CHANGE Management Process
Managing Change
Approaches to managing changeLewin’s three step modelAction ResearchOrganizational Development
Why transformation efforts fail?Not establishing a great enough
sense of urgencyNot creating a powerful enough
guiding coalitionLacking a visionUnder-communicating the vision
Why transformation efforts fail?Not removing the obstacles to new visionNot systematically planning for and
creating short term winsDeclaring victory too soonNot anchoring changes in organization’s
culture
Source: John P.Kotter, Leading Change: Why transformation efforts fail?, HBR
Remember the ‘Driving Path’
Blockade of learning culture1. I am my position2. The enemy is out there3. Illusion of taking charge4. Fixation of events5. Delusion of learning from
experiences6. Myth of the management team
- Peter Senge
“Maybe pushing on that wall to the right will give some space.”
System Thinking is crucial
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“Oops!”
M&E of change interventions
ConclusionChange is inevitable in
personal as well as organizational life
Creating and communicating vision, getting people support, commitments and competencies of change agents are crucial for successful change management
