Change Management

Dr. Kamran Shams

Organizational Complexity

• Detail Complexity• Dynamic Complexity

Org. Paradigm

Stories

Rituals

Routines

Symbols

History

Vision

Power structure

Control systems

Culture

“pattern of basic

assumptions”

“shared patterns of behavior”

• In which these assumptions are taught to the new members as the way to perceive things

“Socialization process”

Culture takes over when CEO leaves the office

• Strong Culture Responds because of Values

• Weak Culture Responds through extensive procedures and

bureaucracy

• More than 70% failure rate of Change Management efforts internationally

Tools of Change Management1. Leadership tools

Vision Motivation

2. Management Tools Plan Organize Direct Control

3. Power tools Punishment Coercion

Vision of Higher Education Department http://hed.punjab.gov.pk/overview

• The vision of Higher Education is to promote development of an enlightened and prospering Punjab by reinforcing knowledge economy along with a focus on equitable and quality learning. The realization of the higher education department’s vision of “enlightened and prospering Punjab by reinforcing knowledge economy” rests on the shift from access to quality which is evident from the key initiatives it has taken in recent past.

SingaporeVision of Education Department

“Thinking Schools Learning Nation”TSLN

Designed in 1997

Change Management has to Change

70 % failure rate• Either whatever we know about Change

Management is wrong• Or

• Ron Ashkenas says, “the contents of change management is reasonably correct but the managerial capacity to implement it has been woefully underdeveloped.”

• “instead of strengthening the managers capacity we have allowed managers to outsource change management to consultants instead of taking responsibility and accountability themselves.”

Harvard Business Review.

April, 2013

Thank You

Q&A

Change Management Theories

1. Kurt Lewins---3 Stage1. Unfreeze2. Move3. Freeze

2. John Kotter---8 Steps1. Sense of urgency2. Guiding coalition3. Clear Vision4. Communication of Vision5. Empower to act6. Create short term wins7. Consolidate and build on gains8. Institutionalize the change

McKinsey’s Model of Change

Shared Vision

Style

Skills

Systems

Structures

Staff

Strategy

Nudge Theory• Understanding of how people think, make decisions, and

behave• Helping people improve their thinking and decisions• Identifying and modifying existing unhelpful influences

on people.• Nudge theory is a concept in Behavioral Sciences

– Positive reinforcement– Non-forced compliance– Indirect suggestionsTo influence the motives, incentives and decisions– British Cabinet office-Nudge unit– USA– New South Wales

Change Management

Change Management

Structural Aspect

People Aspect

Change Management

People Aspect

Visio

n

History and

Culture

Outer Explicit Layer

Norms and Values

Basic Assumptions