Management of Change

1
Management of Change

• Title Change Management
• Introduction
• Resistance to change
• Planning Change
• Managing Change Through IT
• Inevitability of Change

2
Introduction

• The essence of managing change is to achieve
  beneficial outcomes for the organisation arising
  from the external and internal forces (Stewart,
  1996),

3
Classic Reasons People Resist Change

• Loss of face
• Loss of control
• Excess uncertainty
• Surprise
• The Difference Effect
• Can I Do it?

• Ripple Effect
• More Work
• Past Resentments
• Real threats
• Competing commitments

4

• It should be borne in mind that there is nothing
  more dangerous to carry through than initiating
  changes. The innovator makes enemies of all
  those who prospered under the old order, and only
  lukewarm support is forthcoming from those who
  prosper under the new. Their support is lukewarm
  partly from fear of their adversaries, who have
  the existing laws on their side, and partly
  because men are generally incredulous, mever
  really trusting new things unless they have
  tested them by experience.
• In consequence, whenever those who oppose the
  changes can do so, they attack vigorously, and
  the defense made by the others is ineffective.
• So both the innovator and his friends are
  endangered together.
• A. Machiavelli, The Prince, 1513.

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8 Elements in the Planning of Change
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Managing Change through IT(Lewin-Schein )
Unfreezing Change Refreezing
Motivation for change Well-defined Objectives Institutional change
Impediments Communication Overcome lingering resistance to change
Plan
Stakeholder Management
Plan for resistance to change
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Unfreezing

• Motivators
• Pain
• Real job benefits
• Charismatic leader
• IT as Changer and Changee
• Positive and negative response to the idea of
  change

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Organisational Change Process
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Four keys to Implementing Change

• Leadership plus Facilitation
• Get the right people involved
• Team building
• Secure resources

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8 Characteristics of High Performing Teams

• A clear elevating goal
• Results-driven structure
• Competent team members
• Unified commitment
• Collaborative climate
• Standards of excellence
• External support and recognition
• Principled leadership
• As Team Leader, I will

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Refreezing

• Institutionalise the new processes and systems so
  they become norm
• Examples of Non-cooperation
• People update the official database and yes
  still maintain their own Excel spreadsheets
• Individuals power, status or income is
  threatened
• The Information system is inadequate
• Social intertia
• Managers do not want to change

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Overcoming Resistance to Change

• Resistance is natural and inevitable
• Resistance is often subtle and hidden
• Change manager must find the resistance
• Understand the motivation for resistance

13
Overcoming Resistance to Change contin

• Listen to what people are and are not saying
• Communicate so people will feel knowledgeable
• Address concerns
• Apply 80/20 rule
• Put effort into preparing for the change rather
  than the change itself

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Change an inevitable part of life and work

• The lessons from who moved my cheese endure
• Change happens
• They keep moving the cheese
• Anticipate change
• Get ready for the cheese to move
• Monitor change
• Smell the cheese often so you know when it is
  getting old