Management of change

MANAGEMENT OF CHANGE :

Session 1 : Over view

Change management : Devising strategies to meet the external and internal challenges by aligning the organization behind the intended strategy. ( putting strategic plans into practice ).

Different from project management, it’s about organizational change 

an approach to shifting/transition individuals, teams and organizations from a current state to a desired future state.

BOTH : Strategic change

1. Managing processes, systems, structures and roles
2. Managing human reactions, behaviors and resistance

Managerial change capabilities :

1. Analytical (full ballistic picture )
2. Judgmental (diagnostic/ skills/ what is most critical? What helps me? What are the blocks)
3. Translation
4. Implementation

Today : Disruption, competition

Corporate transformations : Globalization, customer centric, sustainability, innovation, agile management,

Why manage change ?

To change organisations = people behaviour must change

Why change programs fail :

1. Employee resistance
2. Inadequate sponsorship
3. Unrealistic expectations
4. Lack of skills
5. No plan
6. No horizontal process view

Organizational change can be fast but can’t say the same for individuals’ transition (own pace)

Poor management of change is the issue

Type of changes ;

Blue print : planned

Emergent : clear change but not broadly defined

[pic 1]

Session 2: recognizing the need for change and starting the process.

1st step towards change.

1.        External + internal environment scan 

2.        Culture of vigilance

3.        Strategic drift/misalignment

4.        Types of change

5.        Implications for change management

The 3 rings of the kaleidoscope: tool that helps you to find questions.

Outer ring: organizational strategic context (s2 &s3) why change and what to change?

Middle ring: contextual features, org culture, current situation

Inner ring: options to choose from to select an appropriate change approach

To make people accept change we need to explain why it’s better. (causes)

Scan the environment to see where change should occur

Ext env: PESTEL  Int env: hr job dissatisfaction etc

Culture of vigilance : beign able to recognize threats and opportunities to decrease external misalignments that undermine organizational effectiveness

Org r open systems: respond to changes, be proactive and not reactive

The gradualist paradigm supposes that organizations adapt to opportunities and threats by engaging in a process of continuous incremental change.

Many organizations are slow to adapt because internal forces promote inertia (forces: cognitive biases, thinking within the frame/ motivational barriers, doing the same increases returns)

The result is strategic drift and a growing misalignment between the organization and the external environment.

engage is some form of radical transformational change

The punctuated equilibrium paradigm: “deep structures” only permit limited incremental change, and periods of revolution (transformational periods, short lived) , in which these deep structures are fundamentally altered.

The continuous adaptive org: incremental change associated with the gradualist paradigm

Involves:

1.Learning & new insights: facilitate changes

2.Improvisation: leads to continuous modification,

3.Translation : editing and imitation of ideas

[pic 2]

[pic 3]

the implications of these different types of change

1. 29to 32 note it + read worshops doc and discuss with team.

Session 3: Diagnosing what needs to be changed & starting the process.

SWOT analysis

MCkinsey 7

Burke-litwin casual model

Diifuclt to sustain change, stakeholder need to adapt, org may pursue the wrong changes in fast moving environment, figure out what to change first and how much can we manage and prioritize based on value, pursuing change generates resistance.

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