CHANGE MANAGEMENT

CHANGE MANAGEMENT PROCESS

Md. Musharrof Hossain

Head, Human Resources Management
ICDDR,B

Change management process

Making
change last
Monitoring
Progress

Changing
Systems &
Structures
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Leading Change

Creating a
shared need

Shaping a
vision

Mobilizing
Commitment
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Leading Change who is responsible?

Do we have a leader?
Who owns the change?
Who publicly commits to making it happen?
Who will garner the resources necessary to sustain it?

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Creating a shared need Why do it?

Do employees:

See the reason for change

Understand why the change is

important
See why it will help them or the

business in the short / long term

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Shaping a vision what will it look like when we are done?

Do employees:

See the outcomes of change in

behavioural terms of what they

will do differently as a result of
the change
Understand how the change will

benefit customers and other

stakeholders

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Mobilizing commitment who else needs to be involved?

Do the sponsors of the change:

Recognize who else needs to be

committed to the change to make it

happen
Have the ability to enlist the support

of key individuals in the organization

Have the ability to build a

environment to make the change

happen
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Modifying existing systems & structures how

will be institutionalized?
Do the sponsors of change:

Understand how to link the

change to other HR systems i.e.

staffing, training, performance
appraisal
Recognize the systems

implications of the change and

their impact on the organization

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Monitoring progress how will it be measured?

Do the sponsors of the change:

Have a means of measuring

the success of the change

Plan to benchmark progress

on both the results of the

change and the process of
implementing the change

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Making it last how will it get started and last?

Do the sponsors of change:

Recognize the first steps in

getting started
Have short and long term

plans to keep attention

focused on the change
Have a plan for adapting the

change over time

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Four critical tasks in change management

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Four Leadership Roles in change management

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Appreciating change
Initiate change in an organization
Expose yourself to variety
Introspect and reflect on your

mental models
Bust your mental models

periodically
Expose yourself to dissent and

negative feedback

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Leadership Role - Cognitive Tuner

Understand the mental models

inside the organization and the

forces for change
skilled in initiating dialogue
Able to reflect on their own

mindsets
Initiate change in an organization
Cognitive tuning - process of

reflection, analysis and thinking

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Mobilising support
Influence people to actively

participate in a change process

Participation, involvement and

ownership are crucial for effective

change
It involves changing mindsets
Involves influencing, inducing,

negotiating, persuading and winning

Effective communication strategies

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Core Tasks for Mobilizing support

1.

Analyze the context

2.

Change Mindsets

3.

Make difficult choices

4.

Persuade indirectly

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Core Tasks for Mobilizing support

1. Analyze the context
Identify target audience
Build supportive coalitions
Map the influence networks
Identify the people whose

support is needed

Evaluate how key people

perceive the alternatives to

change

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Core Tasks for Mobilizing support

2. Change Mindsets
Alter people's incentive for

change
Frame the change agenda in a

way that evokes support

Engage in one-on-one

negotiation to buy support

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Core Tasks for Mobilizing support

3. Make difficult choices
Institute a process that is open

transparent and inclusive

Ensure that people are included in

that diagnostic phase

Consult as widely as possible

before making a decision

Make sure that people have

adequate resources for

implementing

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Core Tasks for Mobilizing support

4. Persuade indirectly
Repeat the message
Match the medium to the message
Simplify the message
Build personal credibility

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Six Principles of persuasion and related change

management tactics
Principle

What is it based on?

Change Management Tactic

Liking

Individuals like people

who are similar to
them, who like them
and who praise them

Use first-level supervisors

and employees to
communicate change to other
employees; Be appreciative of
employees and their past
efforts

Reciprocity Individuals feel

obligated to repay in
kind when they
receive help, gifts or
praise without asking
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Practice generosity and

benevolence; offer help to
peers and staff who need help

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Six Principles of persuasion and related change

management tactics
Principle

What is it based
on?

Change Management Tactic

Social proof People are

Arrange visits to other
influenced by others organizations that have
who are similar to
implemented similar change
them
Consistency People feel
compelled to fulfill
voluntary, public and
written
commitments
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Enlist employee support in a

public forum by asking people
to indicate their commitment
openly

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Six Principles of persuasion and related change

management tactics
Principle

What is it based on? Change Management Tactic

Authority

Individuals are
influenced by others
who are perceived as
experts

Develop technical and

professional competence in
your job so that others around
you see you as being
competent

Scarcity

People tend to value

things that are
relatively in short
supply

Share strategic information

with employees; Identify the
opportunities they are likely to
miss if the organization does
not undergo change

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Four Approaches to change

Leader-driven Approach

Process-driven Approach

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Team-driven Approach

Change Management Approach

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Leader-driven Approach
Who leads the change effort? Leader or CEO
How is change communicated? CEO announces change

after consulting with advisers

How is change executed? Leader uses his/her power to

drive change
When is the approach suitable? Centralized structure,

Leader have the knowledge and power

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Process-driven Approach
Who leads the change effort? experts or Outside

Consultants
How is change communicated? Experts or Consultants

identify and recommend changes

How is change executed? Leaders support the change and

consultants execute the change

When is the approach suitable? Experts or consultants

have specialized knowledge, leader is supportive

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Team-driven Approach
Who leads the change effort? Teams within the

organization
How is change communicated? Employee teams identify

and recommend changes and leader approves the suggestion

How is change executed? Parallel organization execute the

change
When is the approach suitable? Workforce educated and

skilled, organization is large and complex

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Change Management Approach

Who leads the change effort? Experts and teams
How is change communicated? Experts initiate and

recommend changes with employee inputs and leader approves

the ideas and suggestions
How is change executed? Parallel organization execute the

change
When is the approach suitable? Workforce educated and

skilled, Business focus needed in the change

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Leadership Role - People Catalyser

Need to influence and persuade

people
Act as a catalyst to speed up the

process redefining their mental

models
Build support through

negotiation

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Executing change
Implementing change
To ensure focus and energy during

execution
Creating cross-functional linkages in

the organization
Creating new routines for

continuous improvements and

innovations
Attending to human aspects of

change
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Creating cross-functional linkages in the organization

1. Selection of Cross-functional Team
Competent in their functional areas with high level of

credibility and respect among their colleagues

Confident and energetic in their outlook
Be accessible
explicitly ask for input by inviting suggestions
Be willing to admit their mistakes
Should be friendly, demonstrate openness and behavioral

flexibility
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Creating new routines for continuous improvements and

innovations
Benchmarking - Seeing what others have done and

adapting to it
Experimentation - Trying out new things to see if and how

they work
Acquisition - Hiring people with new skills and ideas
Continuous improvement - carrying out process analysis

or implementing suggestions systems

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Attending to human aspects of change

Create ownership
Communicate the change
Address each group
Feedback loop

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Why organization fail to produce results after

undertaking change
Change Management Guru John Kotter
establish a sense of urgency

among employees
form a powerful guiding coalition

for implementing change

create a powerful vision to

energize employees
communicate their vision

effectively to employees
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Why organization fail to produce results after

undertaking change
Change Management Guru John Kotter
empower employees
plan for and create short-term

wins
consolidate improvements and

produce still more change

institutionalize new approaches

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Pitfalls in implementation of change

Professor Todd Jick

Implementation took more time

than originally allocated

Major problems surfaced during

implementation
Coordination of implementation

activities was not effective enough

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Pitfalls in implementation of change

Professor Todd Jick
Capabilities and skills of employees

involved in implementation were

not sufficient

Training and instruction given

to lower-level employees were

not adequate
Uncontrollable factors in the

environment had an adverse

impact on implementation
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Leadership Role - Systems Architect

Creating right structures and

processes in an organization
Establish effective coordination

mechanisms
Ensuring the success of change

efforts in an organization
Implement the change

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Building capability for change

Change managers build capability

by setting challenging goals,

creating ownership
To develop peoples confidence by

demonstrating faith in their

capabilities
Making people believe in their own

abilities to achieve challenging

goals
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Self-efficacy for capability building to individual

Have confidence in their abilities to learn and enhance their

own capabilities
Clear about the ways in which they can increase their

capability
Ex. they must be able to set goals and develop an

action plan
They must exert the necessary effort and energy to achieve

these goals

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Factors contribute to Self-Efficacy

Being exposed to a range of experiences which end with

positive outcomes
Feeling of mastery related to the job arising
Managers acting as a role models
operating in a work environment that accepts genuine errors

as chances for learning and improvement

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Focus Energy Matrix - Bruch and Ghoshal

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Focus Energy Matrix - Disengagement

These managers have strong reservations about their jobs

and as a result perform them half heartedly

Unable to commit to tasks that hold no meaning
Defensive Avoidance (act like problems don't exist)
Fear of failure.
Feel exhausted, tense, anxious, uncertain, angry, frustrated,

alienated

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Focus Energy Matrix - Procrastination

These managers dutifully perform routine tasks, they fail to

take initiatives
Insecure, fear of failure negative consequences
Feel a lack of control
No strategy or goals

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Focus Energy Matrix - Distraction

Managers are those "well-intentioned, highly energetic but

unfocused people who confuse frenetic motion with

constructive action."
High energy with no focus
Aggressive behavior
No strategy - shoot first & aim later
Difficulty adjusting behavior to new requirements
Over committed

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Focus Energy Matrix - Purposefulness

These Managers not only perform well but also put in more

effort than their counterparts

High self-awareness
Great planners & managers
Pick goals and battles carefully
Strong willpower
Good at reducing stress
Manage external environment to meet their goals

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Leadership Role - Efficacy Builder

Make people to believe in their

own ability to face challenges

Creating and sustaining a

positive climate
Design incentives to induce

people to achieve the goal

Engendering a feel of optimism

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