HRD for Change

Management
BY
Mamun Muztaba, MC, BIM

mamunmuztaba.bim@gmail.com;
01716-653626
What is Change?

Change is the process of moving from one

state (current state) to another (future state)

Current Future State

State

Transition

mamunmuztaba.bim@gmail.com;
01716-653626
Change Management

It is a set of processes that is employed to

ensure that significant changes are implemented
in an orderly, controlled and systematic fashion to
effect organizational change.

mamunmuztaba.bim@gmail.com;
01716-653626
 Ultimately, the goal of change is to improve the
organization by altering how work is done

When you introduce a change to the organization,

you are ultimately going to be impacting one or more
of the following four parts of how the organization
operates:

 Processes
 Systems
 Organization structure
 Job roles

mamunmuztaba.bim@gmail.com;
01716-653626
ORGANIZATION DEVELOPMENT THEORIES
AND CONCEPTS

• OD theories have evolved primarily from four

academic disciplines-psychology, sociology,
anthropology, and management. OD theory
can be divided into two categories— change
process theory and implementation
theory.

mamunmuztaba.bim@gmail.com;
01716-653626
 Change Process Theory
Change process theory seeks to explain the dynamics through which
organizational improvement and change takes place.

Kurt Lewin depicted the change process as occurring in three stages—

unfreezing, moving, and refreezing.

 The unfreezing stage involves the process of getting people to

accept that change is inevitable and to stop doing certain things that
resist change (e.g., clinging to an ineffective policy, practice, or
behavior).

 The moving stage involves getting people to accept the new, desired
state (e.g., new policies and practices).

The refreezing stage involves making the new practices and

behaviors a permanent part of the operation or role expectations.

mamunmuztaba.bim@gmail.com;
01716-653626
 Implementation theory
 Human Process-Based Intervention Theory: Human
process-based theories, also known as human processual
theories, place a heavy emphasis on the process of
change and focus on changing behaviors by modifying
individual attitudes, values, problem-solving approaches,
and interpersonal styles.

 Techno-Structural Intervention Theory: Techno-

structural theory focuses on improving work content,
work method, work flow, performance factors, and
relationships among workers

mamunmuztaba.bim@gmail.com;
01716-653626
 Socio-technical Systems (STS) Designs: Socio-
technical systems (STS) interventions are “directed at
the fit between the technological configuration and the
social structure of work units…[which] results in the
rearrangement of relationships among roles or tasks or
a sequence of activities to produce self-maintaining,
semiautonomous groups.”

 Organization Transformation Change: The theory of

organization transformation (OT) change was pioneered
by Beckhard, who viewed organizations as complex,
human systems, each possessing a unique character,
culture, and value system, along with “information and
work procedures that must be continually examined,
analyzed, and improved if optimum productivity and
motivation are to result.”

mamunmuztaba.bim@gmail.com;
01716-653626
 How/why Does Change Take Place?

External Forces Internal Transition

• Economic • Psychological process to shift
• Social behavior
• Organizational • Let go of the old and embrace the
• Environmental new
• Legal • Occurs at your own pace
• Internal transitions must
occur before change is
fully realized

mamunmuztaba.bim@gmail.com;
01716-653626
Forms of Change

• Incremental Change
– Continual improvement that takes place within
already accepted frameworks, value systems, or
organizational structure that is necessary for survival
and success.

• Radical Change
– Rapid change in strategy, structure, technology, or
people.
– Radical change alters accepted frameworks, value
systems, or organizational structure.

mamunmuztaba.bim@gmail.com;
01716-653626
Barriers to Successful Change

1. Normal Human resistance

2. Pressures of day-to-day events
3. Scarce resources
4. Inadequate planning processes
5. Incomplete information and changing
circumstances

mamunmuztaba.bim@gmail.com;
01716-653626
 Critical Success Factors

• Strong, ongoing senior management support

• Effective planning
• Well-defined scope, clear vision; measurable objectives tied
to strategic direction
• Committed, high-level change “champion”
• Dedicated, skilled project team
• Detailed Communications Plan

mamunmuztaba.bim@gmail.com;
01716-653626
Role of Change Agent
Reactions to Change

• Denial
• Resistance
• Exploration
• Commitment

mamunmuztaba.bim@gmail.com;
01716-653626
Strategies for Managing Reactions to Change:

Denial: Gain Power Through Information

• Gather information from reliable sources.

• Avoid getting caught up in rumors and speculation.
Discuss rumors openly with your manager and verify
facts.
• Allow yourself time to internalize and reflect on how you
feel about the change. Don’t be swept away by other’s
emotion.
• Avoid staying stuck in this stage. It can be draining and
defeating.

mamunmuztaba.bim@gmail.com;
01716-653626
Strategies for Managing Reactions to Change:

• Resistance: Stop Spinning Your Wheels

• Accept that this is a period of emotional turmoil and

that you may experience feelings of anger, hurt,
disappointment, depression, betrayal and loss.
• Seek emotional support from trusted friends, family,
peers and managers.
• Avoid self-defeating behavior such as acting like a
victim, developing a bad attitude, and rallying others
to fight the change.
• Avoid staying stuck in this stage: A prolonged
negative attitude can earn you a poor reputation and
undo a lot of your good work.

mamunmuztaba.bim@gmail.com;
01716-653626
Strategies for Managing Reactions to Change:

• Exploration: Venture into Uncharted Territory

• Continue to suggest ideas and think unconventionally.

• Focus on changes that can be made to work rather than
listing all the things that can go wrong.
• Focus on priorities and set short term goals for yourself.
• Acquire new skills and knowledge.

mamunmuztaba.bim@gmail.com;
01716-653626
Strategies for Managing Reactions to

Commitment: Keep the Momentum

• Continue to find new solutions to the new situation.

• Revisit and refine your goals.
• Continue to rally people around the change.
• Avoid complacency by assuming a new status quo.
• Continue to expand your skills and knowledge.
• Break out of your comfort zone by taking on new
assignments and challenges.

mamunmuztaba.bim@gmail.com;
01716-653626
mamunmuztaba.bim@gmail.com;
01716-653626