managing change hrm for josdc
TRANSCRIPT
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)