BY: SHARON SANTIAGO, ROSEMARIE QUINTOS AND MARILOU TABO

CHANGE AND THE SOCIAL SYSTEM

“...without some stability, any organization cannot function…

yet,without adaption it

cannot survive……”

Management of Change

What are your reactions when you hear the word “change”

Negative perception……Positive perception…….

Change is the law of nature. It is necessary way of life in most organization for their survival and growth.

Man has to mould himself continuous to meet new demand and face new situations.

Then the question arise what is the organization change?

“…the essence of adaption and innovation…”

Note:“…change in the organization is a must whether brought about deliberately or unwillingly

The reason for change are categorized as follows, change in:

Business conditions, Change managerial personnel, deficiency in existing organization patterns, Technological and psychological reasons, government

Why Change?!

Anticipatory changes: planned changes based on expected situations.

Reactive changes: changes made in response to unexpected situations.

Incremental changes: subsystem adjustments required to keep the organization on course.

Strategic changes: altering the overall shape or direction of the organization.

Types of Organization Change

Force of Change

External Forces

Internal Forces

Market Place Govt. Laws and

Regulation Technology Labor market Economic Change

Changes in organization Strategies

Workforce change New Equipment Employee Attitude

Most theories of organizational change originated from the landmark work of social psychologist kurt lewin.

Lewin developed a three-stage model of planned change which explained how to initiate, manage, and stabilize the change process.

The three stages are unfreezing, changing, and refreezing.

Lewin’s Three Step Model

The focus of this stage is to create the motivation to change . In so doing, individuals are encourage to replace old behaviors and attitudes with those desired by management.

Managers can begin the unfreezing process by disconfirming the usefulness of employees’ present behaviors or attitudes.

UNFREEZING

Because change involves learning, this stage entails providing employees with new information, new behavioral models, or new ways of looking at things.

The purpose is to help employees learn new concepts or points of view. Role models, mentor, experts, benchmarking the company against world-class organizations, and training are useful mechanisms to facilitate change

CHANGING

Change is stabilized during refreezing by helping employees integrate the changed behavior or attitude into their normal way of doing things. This is accomplished by first giving employees the chance to exhibit the new behaviors or attitudes. Once exhibited, positive reinforcement is used to reinforce the desired.

FREEZING

There are 6 stagesStage 1-Loss to Safety In stage 1 you admit to yourself that

regardless of whether or not you perceive the change to be good or “bad” there will be a sense of loss of what ”was”.

Stage 2-Doubt Reality In this stage, you doubt the facts, doubts and

struggle to find information about the change that you believed is valid. Resentment, skepticism and blame cloud your thinking.

The change cycle gives us a journey through change!

Stage 3-Discomfort to Motivation You will recognize stage 3 by the

discomfort it brings. The change and all it means has now become clear and starts to settle in. Frustration and lethargy rule until possibility takes over.

The Danger Zone The Danger Zone represents the pivotal

place where you make choice either to move on to stage 4 and discover the possibilities the change has presented or to choose fear and return to stage 1.

Stage 4- Discovery to Perspective Stage 4 represents the “light at the end of the

tunnel .” Perspective, anticipation, and a willingness to make decisions give a new sense of control and hope. You are optimistic about a good outcome because you have choices.

Stage 5-Understanding In stage 5 you understand the change and are

more confident, think pragmatically, and your behavior is much more productive. Good thing.

Stage 6-Integration by this time, you have regained your ability and

willingness to be flexible. You have insight into the ramifications, consequences and rewards of the change, past, present, and future.

“……how will theyRespond?....”People will respond to the changes they like! Accept changesPeople will respond to the changes the do not

like!

After the Change

Three-stage process Unrealistic optimism Reality shock Constructive directionHow People Respond to Changes They Fear

and Dislike?Stage Getting off on the wrong track Laughing it off Growing self-doubt Destructive direction

How People Respond to Changes they Likes?

Rational Emotional Social Political Why Do Employees Resist

Change? Surprise Unannounced significant changes

threaten employees’ sense of balance in the work place.

Origin of Resistance to Change

Inertia Employees have a desire to maintain a safe,

secure, and predictable status quo.Misunderstanding and lack of skill Without introductory or remedial training,

change may be perceived negatively.Poor Timing Other events can conspire to create

resentment about a particular change.Why Do Employees Resist Change?Emotional Side effects Forced acceptance of change can create a

sense of powerlessness, anger, and passive resistance to change.

Lack of Trust Promises of improvement mean nothing

if employees do not trust management.Fear of Failure Employees are intimidated by change

and doubt their abilities to meet new challenges.

Personality Conflicts Managers who are disliked by their

managers are poor conduits for change.

Threat to Job Status/Security Employees worry that any change may

threaten their job or security. Break of Work Group Changes can tear apart established on-

the- job social relationships. Competing Commitments Change can disrupt employees in their

pursuit of other goals.

Whatever the kinds of change that people encounter, there are certain patterns of response that occur and re-occur.

Understanding patterns of change allows leaders to avoid over-reacting to the behaviors

of people who, at times, seem to be reacting in mysterious, non-adaptive

Ways.

Seven Dynamics of Change

People will feel awkward, ill-at –ease and self-conscious

Whenever you ask people to do things differently, you disrupt their habitual ways of doing things

This tends to make people feel awkward or uncomfortable as they struggle to eliminate

the old responses and learn the new.People initially focus on what they have to

give up As a change leader you need to acknowledge

the loss of the old ways, and not get frustrated at what may seem to be an irrational or tentative response to change.

Everyone feels that their situation is unique and special. Unfortunately, this tends to increase the sense of isolation for people undergoing change.

It is the important for the change leader to be proactive and gentle in showing that the employee’s situation is understood.

If you are emotionally and practically supportive during the tough times the change will be easier.

People will feel alone even if everyone else doing through the same change

On a personal level, people who undergo too much change within too short a time will become physically sick.

While some changes are beyond our control, it is important not to pile change upon change upon change.

People are at different levels of readiness for change

Some people thrive and change. Its exciting to them. Others don’t. Its threatening to them.

People handle only so much change

Understand that any change will have supporters and people who have difficulty adapting.

In time many people who resist initially will come onside

People will be concerned that they don’t have enough resources

People perceive that change takes time and effort, even if it has the long them effect of reducing workload.

They are correct that there is a learning time for most change, and that this may affect their work.

If people perceive that you are not serious about doing things the new way, they will go back to the old way.

Sometimes this will be in the open, and sometimes this will be covert

If you take the pressure off, people willrevert to their old behaviour

When planning for change, include a detailed reaction analysis. Try to identify the kinds of reaction and questions the employees will have, and prepare your responses.

Remember that the success of any change rest with the ability of the leaders to address both the emotional and practical issues, in that order.

Conclusion

Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and co-optation Explicit and implicit coercion

Strategies for OvercomingResistance to Change