managing change hrm for josdc

Objective

To learn the process of managing Change and intricacies involved therein.

To be able to implement Change successfully in PN

The only thing The only thing Permanent Permanent

is Changeis ChangeHeraclites, 5th Century Greek Philosopher

Change…

“Resistance isn't an indication that

something is wrong with what you are trying to change.

It is an indication that something is happening.”

(James Hunt)

Organizational Complacency

Kill-messenger-of-bad- news culture

Low performanceStandards

Too much happy talk from senior

management

Too many visibleresources

Absence of major& visible crisis

Lack of feedback from external

sources

Resistance to Change - Reasons

Resistance to Change

General Reasons For Resistance

Change-specific Reasons for Resistance

Self-Interest MisunderstandingDifferent

Assessments

Inertia Timing SurprisePeer

Pressure

Signs of ‘Resistance to Change’

Confusion

Immediate Criticism

Malicious Compliance

Sabotage

Easy Agreement

Deflection (change the subject)

Silence

Change v/s Planned Change

Change that Happens Planned Change

Comes by Surprise Called by Planning

Imposed on Managers Initiated by Managers

Predefined Objectives

Ends in Effectiveness

Takes its own way

Ends in Chaos

The Change Dimensions

Technology Processes People

Forces Driving Change

Forces ForForces ForChangeChange

GlobalizationGlobalization

CompetitionCompetition

WorldWorldPoliticsPolitics

TechnologyTechnology

SocialSocialTrendsTrends

EconomicEconomicShocksShocks

Forces Opposing Change

Forces OpposingForces OpposingChangeChange

InsecurityInsecurity

InconvenienceInconvenience

Threat to Threat to InfluenceInfluence

Social LossSocial Loss

UncertaintyUncertaintyEconomicEconomic

LossLoss

Organizational Equilibrium

Desired StateBen

efit

s

Opposing Forces

Driving Forces

Present State

Co

mp

etit

ion

New

Str

uct

ure

New

Str

ateg

yU

nkn

ow

n F

ear

Co

mp

eten

ce

Rel

atio

nsh

ips

Change

Disrupting Equilibrium

Opposing Forces

Driving Forces

By IncreasingDriving Forces

Disrupting Equilibrium

Opposing Forces

Driving Forces

By DecreasingOpposing Forces

Lewin’s Change Model

Unfreeze Change Re-freeze

Creating a Vision

DevelopingSupport

ManagingTransition

SustainingMomentum

MotivateChange

Unfreezing

Changing

Re-freezing

(Dianne Waddell)

MotivateChange

Change Imposed is

change Opposed

Impact of Motivation

“The most powerful weapon on earth is the

human soul on fire.”

(Field Marshal Ferdinand

Foch)

Motivating for Change

Creating Readinessfor Change

Motivationfor Change

OvercomingResistanceto Change

Creating Readiness

Sensitize Pressures

Reveal Discrepancies Readiness forReadiness forChangeChange

Convey Positive Expectations

Overcoming Resistance

Empathy & Support

Communication Overcoming Overcoming ResistanceResistance

Participation & Involvement

Creating a Vision

MotivateChange

Power of a Vision

Sparks the Fire1

Leads the Leader2

Destination3

Keep people gelled together4

Emotions v/s Practicability

“No child will live in poverty…”

(Bob Hawke)

“Putting a man on the moon and returning

him safely to earth…”

(J F Kennedy)

Creating Vision Statement

Vision StatementVision Statement

Start fromcustomer

Envision thebest state

Make itemotional

Use presenttense

Creating a Vision

DevelopingSupport

MotivateChange

Developing Political Support

Assessing Change

Agent’s Power

DevelopingSupport

Identifying Key Stakeholders

Influencing Stakeholders

Assessing Change Agent’s Power

Knowledge

Support Change Agent’sChange Agent’sPowerPower

PersonalityFo

rmal

Au

tho

rity

Identifying Key Stakeholders

Groups & Individuals

Loss / Gain Evaluation Key StakeholdersKey Stakeholders

Influence Mapping

Trg Capt

TC (ME)

TC (WE)

EXO

TC (Ops)

INSTCircle size = Influence strength

Arrow dir. = Influence direction

Influencing Key Stakeholders

Power Source Influence Strategies

Knowledge

Support

Personality

Playing it straight

Using social networks

Going around formal system

Creating a Vision

DevelopingSupport

ManagingTransition

MotivateChange

The Three States

TransitionState

FutureState

CurrentState

Managing Transition

ActivityPlanning

ManagingTransition

ManagementStructures

Activity Planning

Roadmap for Change

Activities & Events Activity PlanningActivity Planning

Midpoint Goals

Management Structures

Power to mobilizeresources

Respect of LeadershipSpecial Special

ManagementManagementStructureStructure

Interpersonal / politicalskills

Creating a Vision

DevelopingSupport

ManagingTransition

SustainingMomentum

MotivateChange

Sustaining Momentum

SustainingMomentum

ProvidingResources

EmployeeDevelopment

Support forChange Agent

Providing Resources

‘Change’ Budget

ResourcesResources

Buffer Resources

Support for Change Agent

To reduce tension& isolation

Change Agent’sChange Agent’sSupportSupport

Building networks

Developing Employees

Competencies & SkillsEmployees Employees

DevelopmentDevelopmentReinforcing new

behaviors

Setting Midpoint Goals

CurrentState

FutureState

Visio

n Set

Proje

ct K

ick-

off

Equipm

ent P

rocu

red

TNA Done

Installation Comm

enced

Trg Commenced

50% Installation Done

75% Installation Done

Installation Complete

OJT Done

Cold

Check

s D

one

Trg

Com

plet

ed

Syst

em O

pera

tiona

lized

Proj

ect C

ompl

eted

A Pray…!!!

Lord grant me the serenity to accept the things I

cannot change, courage to change the things I

can, and the wisdom to know the difference.

(Saint Francis of Assisi)