Managing Change
Joyce Osland
San Jose State University
What do we know about change?
The Challenge
“How are you supposed to change the tires on a car when it’s going 60 miles per hour?”
Epitaph of a change agent
Nature of Organizational Change
Incremental or transformativeMeans reexamining basic assumptionsInvolves a mourning period for old waysNew behavior leads to new attitudesProcess of unfreezing, moving, refreezingToo much change is disturbingProcess not an eventUnpredictableResults in unanticipated consequences
TYPES OF CHANGE
INCREMENTAL
Linear
Continuous
Targeted at fixing or
Modifying problems or procedures
TRANSFORMATIVERadicalDiscontinuousMultidimensionalMultilevelModifies fundamental
structures, systems, orientation, strategies
Requirements for Organizational Change
Top management supportCritical massTrustNew psychological contractsNew behaviorsOrganizational learning Institutionalization of innovations
Change is a process, not an edict.
TechnicalSolution
Process
Determining the Need for Change
Steps in the Change Process
Establishing an Implementation
Plan
Analyzing Potential Resistance and Obtaining
Participation
Creating a Tentative Plan
Developing a Shared Vision
Forming a Guiding Coalition
Evaluating the Change
Implementing the Change
Communicating the Change
Conditions Favorable for Change
C=(D X S X P) > XWhere...C = change
D = dissatisfaction with status quo
S = an identifiable and desired end state
P = practical plan for achieving the desired end
state
X = the cost of change to the organization
Leader’s Role in the Change Process
Envisioning
Energizing
Enabling
The Leader’s Critical Path
1. Mobilize commitment to change through joint diagnosis of business problems.
2. Develop a shared vision of how to organize and manage for competitiveness.
3. Foster consensus for the new vision, competence to enact it, and cohesion to move it along.
The Leader’s Critical Path
4. Spread revitalization to all departments without pushing it from the top.
5. Institutionalize revitalization through formal policies, systems, and structures.
6. Monitor and adjust strategies in response to problems in the revitalization process.
Beer, Eisenstat, Spector
HOW LEADERS CHANGE CULTURE
PRIMARY MECHANISMS
What they attend toHow they react to crisisWhat they role modelHow they allocate rewardsThe criteria they use for personnel decisions
Resistance to Change
A natural reaction to changePart of the process of adaptationEnsures that plans for change and their
ultimate consequences are carefully thought through.
Resistance to Change
Something else to manage:Understand the sourceListen carefully to concernsRefrain from seeing resisters as
adversariesUse the appropriate tactic in response
Sources of Resistance to Change
Inadequate change goalInadequate processPersonal resistancePolitical resistanceSystemic resistance
Yukl’s Sources of ResistanceLack of TrustBelief that change is unnecessaryBelief that change is not feasibleEconomic threatsRelative high costFear of personal failureLoss of status and powerThreat to values and idealsResentment of interference
When Change is Imposed
STAGES IN THE REACTION PATTERNDenial
Anger
Mourning
Adaptation
THE 7S MODEL
SharedValues
SystemsStructure
Style
Skills Staff
Strategy
FIT
Tactics for Dealing with Resistance
EmpathyEducation and communicationParticipation and involvementFacilitation and supportCo-optationNegotiation and agreementManipulation Coercion
Commitment
Compliance
Analyzing Resistance
What kind of resistance would you expect to occur with the change you have in mind?
What people would you need to get involved in order to reduce potential sources of resistance?
Which tactic would work best in your situation and why?
Implementation Guidelines for Political and Organizational Actions
Determine who can oppose or facilitate change
Build a broad coalition to support the change
Fill key positions with competent change agents
Use task forces to guide implementation
…Implementation Guidelines for Political and Organizational Actions
Make dramatic, symbolic changes that affect the work
If necessary, implement change on a small scale initially
Change relevant aspects of the structure
Monitor the progress of change
Implementation Guidelines for People-Oriented Actions
Create a sense of urgency about the need for change
Prepare people to adjust to changeHelp people deal with the pain of changeProvide opportunities for participationProvide opportunities for early successes
…Implementation Guidelines for People-Oriented Actions
Keep people informed on progressDemonstrate continued commitment to
the changeEmpower people to implement the changeDon’t insult the people responsible for
the status quoGive people time to make their peace with
the change
Rules of Thumb for Change Agents
Stay aliveStart where the system isNever work uphillInnovation requires a good idea, initiative and a few friendsLoad experiments for successLight many firesKeep an optimistic biasCapture the moment