Management of Change Sept 2021-thu1.pptx

Instructor: Dr Maina Waiganjo
Course Code: BMGT 310 & DBM/DHRM 220
Course Name: Organization Behavior
Lecture # 12: Management of Change

Learning Outcomes
By the end of the lesson the learner should be able to
1. To describe change, change management, why it is done and
factors that impede successful implementation of it.
2. Analyze the forces that drive change and theories that explains it
3. Compare and contrast the role of internal and external change
agents
4. Evaluate strategies organizations may use overcome resistance to
change
5. To describe Kurt Lewin’s models of planned Change

"Change is the law of life and those who
look only to the past or present are
certain to miss the future."
John F. Kennedy
Consider this…

“He who rejects change is the
architect of decay and the only
human institution that rejects
progress is the cemetery.”
Consider this…

More Quotes
“It is not the strongest species that
survive, nor the most intelligent, but
the ones who are most responsive to
change”
Charles Darwin

Maybe Most Correct Quote?!
“Only one kind of human
beings cry to be changed
-
– wet babies”

Truth be told…
“Human Beings have an
inbuilt propensity to
resist change. Its our
factory settings”
Dr Maina Waiganjo

Why this topic?
 “The only constant in life is change”- Heraclitus
 In addition, the 21st century business landscape is
characterized by rapid change due to inter alia
technological, economic, political and social changes.
 Organizations consistently change their strategies &
undertake new projects to improve performance and grow.
 Organizational change may involve a change in a
organization’s structure, strategy, policies, procedures,
technology, or culture
 But it’s not organizations that change - it’s the people in them
who have to alter how they do their jobs to adapt to new

Personal Consideration
 You may choose to change with times, or get left behind.
 Employers are looking for employees who can quickly
adjust to the forces of change in the environment. Such an
employee is an asset
 You will be hired to bring about change; not to just
maintain the status quo.
 You will need to become a change agent in that
organization.
 And you need the requisite change management skills
(CMS)
9

What is change ?
dissatisfaction
with the old

Organizational Change
The process by which organizations
move from their present state to some
desired future state to increase their
effectiveness
A B

Organizational Change
OC may be planned years in advance or may be
forced upon an organization because of a shift in
the environment.
OC can be radical and alter the way an
organization operates, or it may be incremental
and slowly change the way things are done
Regardless of the type, change involves letting go
of the old ways in which work is done and
adjusting to the new ways.

Change Management
 “The making of changes in a planned, managed or systematic
fashion”
 “It is a structured approach to the change in individuals, teams,
organizations and societies that enables the transition from a
current state to a desired future state”
 It is an organized, systematic application of the knowledge + skills,
tools, and resources of change that provides organizations with a
key process to achieve their basic business strategy
 Making change to happen.

Change agent
 A change agent is an individual who has formal or
informal legitimate power and whose purpose is to direct
and guide change (Sullivan, 2012).
 Individual or group that undertakes the task of
introducing and managing a change in an organization
 Could also be a person who supervises and guides or
Group of people who serve as a catalyst facilitating the
14

Internal Change Agents
Advantages
 Know past history, political
system, and culture
 Must live with results of change
so will move carefully
Disadvantages
 May be associated with
factions, accused of favoritism
 May be too close to the
situation to be objective

External Change Agents
To succeed, they must be perceived as trustworthy, be experts with proven track
records, be similar to those they are working with
Advantages
 Outsider’s objective view
 Impartiality
Disadvantages
 Limited knowledge of
organization’s history
 May be viewed with suspicion

Scope of Change
Incremental [Evolutionary] Change– change of a
relatively small scope, such as making small
improvements in a product. E.g. implementation of new computer
system to increase efficiencies
Strategic Change – change of a larger scale, such as
organizational restructuring.
Transformational Change – change in which the
organization moves to a radically different, and
17

Types of change
 Planned Change – change resulting from a
deliberate decision to alter the organization.
 Unplanned Change – change that is imposed on
the organization and is often unforeseen.
18

Forces of Change
 Any factor in the environment (internal or external)
that interferes with the organization’s ability to
attract the resources (human, financial, and material) it
needs, or to produce and market its
services/products becomes a force of change.
 Any factor that in the environment (internal or
external) that forces an organization to make
adjustments in order to survive and/or thrive.
19

Internal Forces
1. Technology
2. Work values
3. New knowledge
4. Product obsolescence
5. Alternative work schedules
6. New leadership
20

External or Environmental forces
1. Globalization.
2. Competition
3. Local economic conditions.
4. Government laws and regulations.
5. Technological developments.
6. Resource availability
7. Social forces and values
8. Lifestyles etc
21

People who drive change are change agents.
We are all agents of change:
Change-agent skills are as important to our
success as our professional discipline skills.
The purpose of our jobs is to change what is
possible, as companies and as individuals, by
adding value every day.
22
Personal Consideration

Truth of the matter
 Managing today would be more
accurately described as long periods of
ongoing change, interrupted
occasionally by short periods of
stability.
23

Why People Resist Change
 Habits – We are creatures of habit.
 Various Fears [of the unknown; of Loss; of failure]
 Security – The higher the need for security, the stronger the
resistance.
 Economic factors.
 Selective information processing – We all have our own ideas
of what is right.
 Realities of disrupting interpersonal relationships
 Personality conflicts
24

Why Do Organizations Resist Change?
 Group inertia – Peer pressure, group norms.
 Unsupporting org. structures
 Unsupporting org. cultures
 Threat to established power relationships.
 Threat to established resource allocations.
 Limited focus of change – Change affects others in the
organization.
 Poor communication.
 Threat to expertise.
25

Dealing with Resistance to Change
Approach Commonly used in situations
1. Education + commitment
(explaining & informing)
Where there is lack of information or inaccurate information and
analysis.
2. Participation +Involvement
(involving employees in the process)
Where the initiators do not have the information they need to
design the change, and where others have considerable power to
resist.
3. Facilitation + Support
(retraining & providing a range of support)
Where people are resisting because of adjustment problems.
4. Negotiation + Agreement
(discussions with resisters & negotiation)
Where someone or some group will clearly lose out in a change,
and where that group has considerable power to resist.
5. Manipulation + co-potation
(bringing in supporters to guide others)
Where other tactics will not work, or are too expensive.
6. Explicit + Implicit coercion Where speed is essential, and the change initiators possess
26

What Can Change Agents Change?
 Structure – Change agents can alter one or more of the key
elements in an organization’s design.
 Technology – Competitive factors or innovations within an
organization often require change agents to introduce new
equipment, tools, or methods.
 People – Change agents help individuals and groups within the
organization work more effectively together.
 Physical Settings – Change agents can affect their environment.
27

Positive side of Resistance !
 Forces management to check and recheck the proposals,
policies and plans.
 Helps identify specific problem areas where change is
likely to cause difficulty.
 Gives management information about the intensity of
employee emotions on the issues.
 Provides a means of release of emotions. This causes
employees to think and talk more about the changes.
 Informs better planning for the future
28

Employee’s Resistance !
Resistance:
 Any change effort will have to overcome the resistance
on the part of employees to be successful.
 Without this, the result will be
 loss of time and energy
 inability on the part of the organization to adapt to the
changes in the environment and make its operations more
efficient.
29

Forms of Employee Response to Change
.
30

Active resistance
 This is the most negative reaction to a proposed change
agenda.
 Those who engage in active resistance may sabotage
the change effort and be outspoken objectors to the
new ways e.g. procedures etc

Passive resistance
Involves being disturbed by changes without
necessarily voicing these opinions.
 Passive resisters may quietly dislike the change,
feel stressed and unhappy, and even look for an
alternative job without necessarily bringing their
point to the attention of decision makers

 Compliance - involves going along with proposed
changes with little enthusiasm.
 Enthusiastic supporters - are defenders of the new
way and actually encourage others around them to
give support to the change effort as well

Kurt Lewin’s Model
 A three-stage model of change (unfreezing-change-refreezing) in
order to identify and examine the factors and forces that
influence a situation.
 The theory requires leaders to reject prior knowledge and
replace it with new information.
 Based on the idea that if one can identify and determine
the potency of forces, then it is possible to know the
forces that need to be diminished or strengthened to
bring about change (Burnes, 2004).

Kurt Lewin’s Model
 He came up with the concept of force field framework
 The force field model - which investigates the balance of
power (for or against change), then determining the key
players involved in decision-making and devising ways to
influence them to accept change
 Driving forces are those that push in a direction that
causes the change to occur or that facilitate the change
because they push a person in a desired direction.
 Restraining forces are those that counter the driving force
and hinder the change because they push a person away

Force Field Analysis
Steps of how to use the tool:
 Describe your plan or proposal for change in the
middle.
 List all forces for change in one column, and all forces
against change in another column.
 Assign a score to each force, from 1 (weak) to 5
(strong).

Force field model forms the foundation of Lewin’s three-stage theory on change
(1951)

.
38
Unfreeze
Stability
Refreeze
Stability
Moving or
Change
KUR T L E W IN S MOD E L OF CH AN GE
Chaos
Unpredictability
No control
Confusing
Loss-Attachment
Desired
Situation
Undesired
Situation
Kurt Lewin (1951)

Kurt Lewin’s Model simplified
Basic assumption: Change will encounter resistance. Therefore, executing change
without prior preparation is likely to lead to failure.

This phase prepares the system for
change and felt needs for change are
developed. Many change efforts fail
because people are insufficiently
prepared for change.
Involves the process of finding a
method to assist individuals in letting
40
Unfreezing

 This stage involves the process of a change in thoughts,
feelings, and/or behaviors.
 Three actions that can assist in movement:
a. Persuading others that the status quo is not beneficial and
encouraging others to view a problem with a fresh
perspective;
b. Working with others to find new, relevant information that
can help effect the desired change; and
c. Connecting with powerful leaders who also support the
change
41
Change
or
Move

 Involves establishing the change as a new habit.
 This stage is necessary to ensure that the change
implemented (in the second stage) will “stick” over time
 Success at this stage will create a new equilibrium state
known to be the new norm or higher level of performance
expectation
 The phase of stabilizing the change and creating the
conditions for its long-term continuity
42
Refreezing

Assignment
1. Think of a necessary change in your
organization. As a change agent what
practical steps would take to prepare the
employees for the change
2. What are some of the positive things
about resistance to Change?

Management of Change Sept 2021-thu1.pptx

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