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UNDERSTANDING AND
MANAGING CHANGE
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LEARNING OUTCOMES
•
To understand common reactions to change
•
To develop an understanding of barriers to change
and how to overcome them
•
To develop an understanding of some tools to
assist in implementing change
•
To consider your role as a team leader in the
change process
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CHANGE PROPHECIES
Sometimes the benefits of change may not be
apparent……
•
This telephone has too many shortcomings to be seriously
considered as a means of communication. The device is inherently
of no value to us (Internal memo, Western Union, 1876)
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Everything that can be invented has been invented
(Charles Duell, Commissioner US Patent Office, 1899)
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Worldwide demand for cars will never exceed one million, primarily
because of a limitation in the number of available chauffeurs
(Research prediction, Mercedes Benz, 1900)
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CHANGE PERSPECTIVES
There is nothing like returning to a place that
remains unchanged to find the ways in which
you yourself have altered.
Nelson Mandela, A Long Walk to Freedom
Change is the process by which the future
invades our lives, and it is important to look at it
closely, not merely from the grand perspectives
of history, but also from the vantage point of
the living, breathing individuals who experience
it.
Alvin Toffler, Future Shock
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LEWIN’S FRAMEWORK
Three Stages Of Change
Unfreeze
C
h
a
n
g
e
Re-freeze
To reduce forces which
maintain behaviour in
present form/recognising
the need for change
1. Initial problem identification
2. Obtaining data
2. Obtaining data
Development of new
attitudes or behaviour
and implementing change
3. Problem diagnosis
4. Action planning
5. Implementation
6. Follow up and stabilisation
Stabilising the change at
a new level and reinforcement
through supporting
mechanisms/policies/
structure/organisational
norms
7. Assessment of consequences
7. Assessment of consequences
8. Learning from process
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LEWIN’S FORCE FIELD MODEL
Desired State
Restraining forces
Current State
Driving forces
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MODEL OF TRANSITION (Bridges)
Change is not the same as transition. Change is situational whereas
transition is the psychological process people go through to come to terms
with the new situation. Change is external and transition is internal.
Beginning:
Ending:
Neutral Zone:
Unfreeze
Status Quo
Movement
Re-Freeze
New Order
‘Most organisations try to start with a beginning, rather than finishing with it. They pay no
attention to endings. They do not acknowledge the existence of the neutral zone, and then
wonder why people have so much difficulty with change.’
William Bridges
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THE CHANGE CURVE
Anger
Bargaining
Emotional
Response
Testing
Denial
Immobilisation
Depression
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MANAGING CHANGE
Do You Recognise Yourself ?
Rogers E. (1985)
START HERE
Innovators
(10%)
champions prepared to
take a risk,
and see what
happens
Early Early
Adopters
Majority
(15%)
follow
innovators or
because they
see the
benefits of
change
Late
Majority
(25%)
Laggards or Resistors
(25%)
(25%)
not particularly
vocal but are
likely to
commit if solid
evidence
cautious, wait
and see
attitude before
they are ready
to commit
resist or challenge because
they have a strong stake in the
outcome. If they can be
convinced that the change is
necessary and valuable it will
succeed, can influence others
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PERSONAL REFLECTION




Where would you place yourself on the
change curve?
Why have you positioned yourself there?
What and who might support you through this
transition?
How might you utilise systems, processes,
resources and people to enable positive
outcomes for yourself and others?
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