Download Different Types of Planned Change

Organizational
Change
What is Organizational Change?
 The process by which organizations
move from their present state to
some desired future state to
increase their effectiveness
Workforce
World
Politics
Social
Trends
Forces For
Change
Competition
Technology
Economic
Shocks
General Model of Planned Change
Entering
and
Contracting
Diagnosing
Planning
and
Implementing
Evaluating
and
Institutionalizing
Different Types of Planned Change
 Type of Change
Evolutionary
 Revolutionary

 Magnitude of Change
Incremental
 Quantum

 What impact would these different types of
changes have on any change initiative?
Managing Planned Change
Evolutionary
Change
Revolutionary
Change
Gradual
Rapid
Incremental
Dramatic
Narrowly-focused
Broadly-focused
Instruments of Change
Evolutionary
Change
Revolutionary
Change
Socio-tech systems
Re-engineering
TQM
Restructuring
Empowered work grps
Innovation
Lewin’s Change Model
Unfreezing
Changing
Refreezing
Lewin’s Three-Step Process
Lewin’s Change Model
Unfreezing - involves encouraging
individuals to discard old behaviors by
shaking up the equilibrium state that
maintains the status quo
Moving - new attitudes, values, and
behaviors are substituted for old ones
Refreezing - involves the establishment
of new attitudes, values, and behaviors
as the new status quo
Lewin’s Force-Field Theory of Change
 Theory of change which argues
that two sets of opposing forces
within an organization determine
how change will take place
Forces for change and forces making
organizations resistant to change
 To change an organization, managers
must increase forces for change and
decrease forces resisting change

Unfreezing the Status Quo
Desired
State
Restraining
Forces
Status
Quo
Driving
Forces
Time
Force Field Analysis
Driving forces
Resisting forces
New equipment
Group norms for
output
Familiar equipment
Competition
Complacency
Employees with
new skills
Need to learn
new skills
Desire for
higher rewards
Fear of reduced
rewards
High perf. goals
Current level
of group
performance
Desired level
of group
performance
Resistance Forces
Change & Resistance Forces
Strong
No
Change
Discontinuous
Change
Weak
Sporadic
Change
Continuous
Change
Weak
Strong
Change Forces
Resistance to Change - Individual
Selective
Information
Processing
Force of
Habit
Individual
Fear of
the Unknown
Economic Factors
Need for
Security
Resistance to Change-Organisation
Threat to
Existing
Relationships
Group Inertia
Structural
Inertia
Organizational
Threat to
Existing
Allocations
Threat
to Expertise
Limited
Focus
of Change
Employee Readiness for Change
High
High
Low
High readiness
Moderate to
indeterminate
readiness
Low
Level of Dissatisfaction
with the Current
Situation
Perceived Personal Risk from Change
Moderate to
indeterminate
readiness
Low readiness
Overcoming
Resistance to Change
Education and
Communication
Participation
Negotiation
Facilitation
and Support
Manipulation
and Cooptation
Coercion
Managing Change: It’s Culture
Bound!
• Does culture influence change?
• Does culture influence resistance?
• Does culture influence
implementation?
• Does culture influence idea
champions / change agents ?
Requirements for Successfully
Changing Organizational Culture
 Understand the old culture first.
 Support employees and teams who have ideas for
a better culture and are willing to act on those
ideas.
 Find the most effective subculture in the
organization and use it as a model.
 Use the vision of a new culture as a guide for
change.
 Recognize that significant cultural change takes
time.
 Live the new culture.
Issues to Address in Changing
Organizational Culture
 Capitalize on dramatic opportunities.
 Combine caution with optimism.
 Understand resistance to cultural change.
 Change many elements, but maintain some
continuity.
 Recognize the importance of
implementation.
 Modify socialization tactics.
 Find and cultivate innovative leadership.
Initiatives Contributing to
Effective Change Management
Motivating Change
Creating a Vision
Developing Political
Support
Managing the Transition
Sustaining Momentum
Effective Change
Management
Change Paradigm
 Things that do not change
 Things that change naturally
 Things that change constantly
 Things that need change