Organizing for Change

1
Organizing for Change

• How easy is implementing change management
  models?
• What is the success rate of change initiatives?
• Can change be managed?
• Should change be initiated and managed?
• To reach diversity maturity, what are we
  changing?

2
Organizing for Change

• Common pitfalls
• Problems emerged
• Coordination Change took more time than allotted
• Competing crises distracted attention
• Lack of skills among change facilitators
• Inadequate training
• Uncontrollable external factors
• Lack of support for change
• Failure to define vision and expectations clearly
• Failure to involve everyone affected by the
  change

3
Organizing for Change

• The realities of change
• A living thing is distinguished from a dead
  thing by the multiplicity of the changes at any
  moment taking place in it.
• Herbert Spencer, Principles of
  Biology (1865)

4
Organizing for change

• The realities of change
• Change means movement. Movement means
  friction. Only in the frictionless vacuum of a
  nonexistent abstract world can movement or change
  occur without that abrasive friction of
  conflict.
• Saul Alinsky, US radical activist
• The Purpose (1971)

5
Perspectives on Change ManagementHolistic Model
of Change Agency

• A change agent facilitates, implements, champions
  and manages change
• A change agent can be internal or external to the
  organization
• Gilley et al. (2001)

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Perspectives on Change ManagementHolistic Model
of Change Agency

• Four Core Roles
• 1. Business partner
• 2. Servant leader
• 3. Change champion
• 4. Future shaper

• Source
• 1. BRAIN (Scarecrow)
• 2. HEART (Tin Man)
• 3. COURAGE (Lion)
• 4. VISION (Dorothy)

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Perspectives on Change ManagementManaging
Transitions

• CHANGE is situational, the context
• TRANSITION is the psychological process we go
  through to come to terms with the new situation
  (I.e., the change).
• Bridges (1991)

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Perspectives on Change ManagementManaging
Transitions (2)

• Transition is essential change will not work
  without it
• Transition Steps
• 1. Ending
• 2. Neutral Zone
• 3. New Beginning
• Transitions often happen much more slowly than
  the external change.

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Perspectives on Change ManagementCox (2001)
Change Model

• 1. Leadership
• Vision, philosophy
• Personal involvement
• Communication strategy
• 2. Research and measure
• Culture assessment
• Benchmarking

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Perspectives on Change ManagementCox (2001)
Change Model

• 3. Education
• Re managing change
• Develop in-house expertise
• 4. Alignment of management system
• E.g., recruiting, hiring, perf. mgmt., TD
• 5. Follow-up
• Accountability
• Continuous improvement

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Perspectives on Change ManagementEight-Stage
Change Process

• 1. Establishing sense of urgency
• 2. Creating a guiding coalition
• 3. Developing a vision and strategy
• 4. Communicating the change vision
• 5. Empowering broad-based action
• Kotter (1996, 2002)

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Perspectives on Change ManagementEight-Stage
Change Process (2)

• 6. Creating short-term wins
• 7. Consolidating gains and producing more
  change
• 8. Anchoring new approaches in the culture
• Kotter (1996, 2002)

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Change Management 101

• 1. 3 Goals in moving from one state to
  another
• a. Transform
• b. Reduce
• c. Apply
• 2. What
• How
• Why

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Change Management 101

• 3. Lewins Change Model
• a. Unfreezing
• b. Changing
• c. Refreezing
• 4. What skills are required to be a change
  agent?

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Change Management 101

• 5. Four Basic Strategies for Managing Change
• a.
• b.
• c.
• d.