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Slides by: Ms. Shree Jaswal
Chapter 9 Slides by: Ms. Shree Jaswal 1
Topics:Topics:IntroductionIntroduction, The nature of change, The change management planThe change management plan, Dealing with resistance and conflicts.
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Common False BeliefsCommon False Beliefs
“People want this change.”“Monday morning we’ll turn on the new system and they’ll use it ”they ll use it.“A good training program will answer all of their questions and then they’ll love it.”“Our people have been through a lot of change—what’s one more change going to matter?”“We see the need for helping our people adjust, but we p g p p j ,had to cut something…”“They have two choices: they can change or they can leave ”
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leave.
Chapter 9 Slides by: Ms. Shree Jaswal
Possible Results of false beliefsPossible Results of false beliefs
The change may not occur.The change may not occur.People will comply for a time and then do things to get around the change.g g gUsers will accept only a portion of the change.The full benefits of the project are never realized or are realized only after a great d l f ti d h bdeal of time and resources have been expended.
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“The transforming of the organization so itThe transforming of the organization so it is aligned with the execution of a chosen corporate business strategy It is thecorporate business strategy. It is the management of the human element in a large-scale change project.”large scale change project.
-Gartner Group
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Gartner Group
Chapter 9 Slides by: Ms. Shree Jaswal
The Nature of ChangeThe Nature of ChangeThe Impact of Change - Whether weThe Impact of Change Whether we view change as positive (anticipation) or negative (dread), there is a certain g ( ),amount of stress that accompanies each change.gAssimilation - is the process of adapting to change and determines our ability to g yhandle current and future change
(Davidson 2002)
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Assimilating ChangeAssimilating Change
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Assimilating ChangeAssimilating ChangeIt is important to manage theIt is important to manage the assimilation of change below the change threshold else people and/or p porganizations can exhibit dysfunctional behaviors.Eventually an organization’s inability to assimilate change will be reflected in the gorganization’s ability to make profit.
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The Nature of ChangeThe Nature of ChangeChange as a Process:
(Force Field Analysis or change theory (Lewin 1951): It is a technique for developing a big picture that involves all the forces in favor of or against athat involves all the forces in favor of or against a particular change.○ Driving Forces – Facilitating change○ Resisting Forces – Barriers to change
Lewin’s basic model includes 3 concepts:○ Unfreezing (the present state)○ Changing (the transition state)
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○ Refreezing (the desired state)
Chapter 9 Slides by: Ms. Shree Jaswal
Lewis’ Change Process ModelLewis Change Process Model
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The Nature of ChangeThe Nature of ChangeEmotional Responses to Change
GKübler-Ross’ Grieving Model may be applicable for understanding reaction to significant change○ Denial○ Denial○ Anger○ BargainingBargaining○ Depression○ AcceptanceIf people are not allowed to grieve & go through the first 4 stages it becomes difficult to reach the l t t t
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last stage- acceptance.
Chapter 9 Slides by: Ms. Shree Jaswal
The Change Management PlanThe Change Management Plan
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The Change Management PlanAssess Willingness, Readiness, and Ability to Change
SponsorpInitiating vs. sustaining sponsor
Change AgentsThe project manager and teamThe project manager and team
Targets of ChangeThe usersM t d t dMust understand○ The real impacts of the change○ The breadth of change
Wh t’ d h t’ t○ What’s over and what’s not ○ Whether the rules for success have changed
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The Change Management Plang gAssess Willingness, Readiness, and Ability to Change
Leavitt’s Model of Organizational Change –Interdependence of componentsp p
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The Change Management PlanDevelop or Adopt a Strategy for Change
Rational–Empirical ApproachPicture, Purpose, Part to Play
Normative-Reeducation ApproachFocus on the core values, beliefs, and established relationships that make up the culture of the group.p g p
Power-Coercive ApproachCompliance through the exercise of power
Environmental-Adaptive ApproachAlthough people may avoid disruption and loss, they can still adapt to change
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The Change Management PlanThe Change Management PlanImplement the Change Management Plan and Track Progress
Track Progress using project tools (Gantt, Pert, etc.) to gauge how well organization is adapting to the change.Communication
Watch out for the rumor mill!Media is importantMust flow in both directions
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The Change Management PlanThe Change Management PlanEvaluate Experience and Develop Lessons Learned
Experiences should be documented and d il bl t th t b dmade available to other team members and
other projects so that experiences can be shared and best practices can be identifiedshared and best practices can be identified.Overall success of the change management plan should be evaluatedplan should be evaluatedAdds new form and functionality to the project
i ti ’ IT j t th d l
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organization’s IT project methodology.
Chapter 9 Slides by: Ms. Shree Jaswal
Dealing With Resistance and ConflictResistanceResistance
should be anticipated from the outset of the projectp jcan be either overt or covertOnce the change is compromised, gmanagement and the project team will lose credibility, and the organization may become resistant to all future changesresistant to all future changes
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Dealing With Resistance and ConflictResistanceResistance
May arise for valid reasonsMay occur even when those resisting know theMay occur even when those resisting know the change will be beneficialIs a natural part of any change processy gChange agents dealing with resistance should:○ listen not argue○ clearly communicate boundaries of change○ understand that empathizing is not necessarily
agreeing
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agreeing
Chapter 9 Slides by: Ms. Shree Jaswal
Dealing With Resistance and ConflictConflictConflict
“Although conflict is one of the things most of us dislike intensely it is inevitable Most often when dislike intensely, it is inevitable. Most often when we try to avoid conflict, it will nevertheless seek us out. Some people wrongly hope that conflict
ill if it i i d I f t fli t will go away if it is ignored. In fact, conflict ignored is more likely to get worse, which can significantly reduce project performance. The best way to reduce conflict is to confront it.”
(Verma, 1998)
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Dealing With Resistance and Conflict
Different Views of conflictTraditional – conflict is negative and should beTraditional conflict is negative and should be avoidedContemporary – conflict is inevitable and natural and can be positive or negativeInteractionist View – conflict is an important and
i di t f fnecessary ingredient for performance.
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Dealing With Resistance and ConflictDealing With Resistance and Conflict
Categories of ConflictConflicts associated with the goals, objectives, or
ifi ti f th j tspecifications of the project. Conflicts associated with the administration, management structures or underlyingmanagement structures, or underlying philosophies of the project.Conflicts associated with the interpersonal prelationships among people based on work ethics, styles, egos, or personalities.
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Dealing With Resistance and ConflictDealing With Resistance and Conflict
Approaches for managing conflictApproaches for managing conflictAvoidance○ Retreat, withdraw, or ignore conflictAccommodation○ Appease the parties in conflictForcingForcing○ Dominant authority resolves conflictCompromise○ BargainingCollaboration○ Confronting and attempting to solve the problem by
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○ Confronting and attempting to solve the problem by incorporating different ideas, viewpoints, and perspectives.
Chapter 9 Slides by: Ms. Shree Jaswal
Dealing With Resistance and ConflictDealing With Resistance and Conflict
Each conflict situation is unique and the choiceEach conflict situation is unique and the choice of an approach to resolve conflict depends on:on:
Type of conflict and its relative importance to the yp pproject.Time pressure to resolve the conflict.Position of power or authority of the parties involvedPosition of power or authority of the parties involved.Whether the emphasis is on maintaining the goals or objectives of the project or maintaining relationships.
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Dealing With Resistance and ConflictDealing With Resistance and Conflict
Polarity Management –Polarity Managementrequired when two sides (i.e. advocates of change and those resisting change) end up in a polarity
h h id l th idwhere each side can only see the upsides or advantages of their pole and the downsides or disadvantages of the other. suggests both sides should:○ Clarify what you value and what you do not want to lose.
Let the other side know that you are aware of the downsides○ Let the other side know that you are aware of the downsides of the pole you favor.
○ Assure the other side that you want to maintain the upsides of their pole
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of their pole.
Chapter 9 Slides by: Ms. Shree Jaswal
Dealing With Resistance and ConflictDealing With Resistance and ConflictPolarity Mapping – identifying the upsides and downsides y pp g y g peach side is advocatingCrusaders
want to change the status quo and are supporters of changewant to change the status quo and are supporters of change. contribute by identifying the downsides of the current poleprovide the energy to move away from the current pole.
Tradition BearersTradition Bearersare at the opposite end of the pole and wish to preserve the best of the past and present. identify the upsides of the current pole and the downsides of theidentify the upsides of the current pole and the downsides of the opposite pole.help identify things that should be preserved
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Polarity MappingPolarity Mapping
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Polarity MappingPolarity MappingHelps people “get away” from seeingHelps people get away from seeing their current initiative as being the only “solution to the problem”pNot a case of choosing one idea over anotheranotherRecognizes that both polarities must be managed simultaneouslymanaged simultaneously
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