Change management

Can you guess: city and place?

another view of outdoor class in Lahore city early 1930s
“It is not the strongest species that
survive, nor the most intelligent,
but the ones most responsive to
change”

… Charles Darwin
• The world hates change, yet it is
the only thing that has brought
progress

– Charles Kettering
 Duration taken to double knowledge
Year Duration taken to double knowledge
1500 1500 years
1800 300 years
1900 100 years
1940 20 years
1970 7 years
2020 72 days

American Society of Training and Development

http://
astd2007.astd.org/PDFs/Handouts%20for%20
Web/SU402.pdf
Average Searches Per Day in Google
Year Average Searches Per Day
2012 5,134,000,000
2011 4,717,000,000
2010 3,627,000,000
2009 2,610,000,000
2008 1,745,000,000
2007 1,200,000,000
2000 60,000,000
1998 9,800
http://www.statisticbrain.com/google-searches/
• Whereas a calculator on ENIAC is equipped
with 18,000 vacuum tubes and weighs 30
tons, computers in the future may have only
1,000 vacuum tubes and perhaps only 1.5
tons.

- The Popular Mechanics

- March 1949
• I can think of no conceivable reason why an
individual should wish to have a computer in
his own home

- Kenneth Olsen, Chairman, Digital Equipment

Corporation, 1977
 A question for you:

How often organizations succeed in

managing change?
• McKinsey (2006) survey finds that
– only 6% of change management projects were completely
successful
– 32 per cent ‘mostly’ successful
– Change was characterized as follows:
Successful projects Unsuccessful
(%) projects (%)
Anxiety 44 51
Confusion 22 43
Frustration 23 44
Fatigue 24 34
Resistance 24 28
• Worrall and Cooper (2006) in a CM study
found that
– over 90% of managers in all organizations were
affected by change,
– figure rising to over 97% in public-listed
companies and public sector organizations.
• % of managers feeling that change had
negatively affected their:
– Motivation: 51%
– Sense of employee well-being: 48%
– Loyalty: 47%
– Morale: 61%
– Sense of job security: 56%
 Other studies
• Research in The Netherlands indicates that
(Carnall, 2007)
– 70% or more of change programmes lead to
‘insufficient results’.

Carnall, Colin A. (2007). Managing Change in organizations (5th ed.). New York: Prentice Hall.
 What is Change?
• Process of moving from a unsatisfactory
present state to a desired state
 What Is Change?
• Organizational Change
– Any alterations in the people, structure, or technology
of an organization
• Characteristics of Change
– Is constant yet varies in degree and direction
– Produces uncertainty yet is not completely
unpredictable
– Creates both threats and opportunities
• Managing change is an integral part
of every manager’s job.
 Organizational Change
Organizational Change refers to a modification or
transformation of the organization’s structure, processes or
goods.
Organizational change is defined as change that has an impact
on the way work is performed and has significant effects
on staff.
 

18
 Types of Change
• People
Structural
– Changing attitudes,
an organization’s
expectations,
structural
perceptions,
components
andor
behaviors
its structural
of the
design
workforce
• Technological
– Adopting new equipment, tools, or operating methods that displace
old skills and require new ones
• Automation: replacing certain tasks done by people with machines
• Computerization
Three Categories of Change
TYPES OF CHANGES:

1. Planned Change

2. Unplanned
Change
Planned Change

1. is change resulting from a deliberate decision to alter the

organization. It is an intentional, goal – oriented activity.
2. Results from deliberate attempts by managers to improve
organizational operations
 Unplanned
Change

is imposed on the
organization and is
often unforeseen
 Change Process Viewpoints
• The Calm Waters Metaphor
– Lewin’s description of the change process as a break
in the organization’s equilibrium state
• Unfreezing the status quo
• Changing to a new state
• Refreezing to make the change permanent
• White-Water Rapids Metaphor
– The lack of environmental stability and predictability
requires that managers and organizations continually
adapt (manage change actively) to survive.
The Change Process
 Why People Resist Change?

– The ambiguity and uncertainty that change

introduces
– The comfort of old habits
– A concern over personal loss of status, money,
authority, friendships, and personal convenience
– The perception that change is incompatible with
the goals and interest of the organization
 So what is change management?
• The process, tools and techniques to
manage the people-side of change to achieve
the required business outcome(s)
Essence of Change Management
Key Points
Key point 1: To move from good intentions to good results, we have to realize that effective change
management is more than just a few pieces of communication

Key point 2: To move from good intentions to good results, we have to realize that we (the “changers”)
may be “living” in the future state, while everyone else (“the changees”) is living in the present

Key point 3: To move beyond good intentions, effective change management MUST be focused on
helping individuals change

Key point 4: Individual change is a process

Key point 5: To move beyond good intentions, we need to select and use the tools available to us

Key point 6: To move beyond good intentions, we need the right people involved and engaged in the
right ways

Key point 7: Begin with end in mind. Measure the “right” things for this change, at the organizational
level and the individual level
Key point 1: To move from good intentions
to good results, we have to realize that
effective change management is more than
just a few pieces of communication

Change management is the process, tools

and techniques to manage the people-side
of change to
achieve the required business outcome
Benchmarking findings
Causes of resistance
 Employees:  Managers:
1. Not aware of the business 1. Loss of power and control
need for change
2. Overloaded with current
2. Lay-offs were announced
responsibilities
or feared
3. Unsure if they had the 3. Lacked awareness of the
skills needed for success in need for change
the future state 4. Lacked the required skills
4. Comfort with the current 5. Fear, uncertainty and
state doubt
5. Believed they were being
asked to do more with less,
or do more for the same
pay

Can mere communications address these?

Key point 2:

To move from good intentions to good

results, we have to realize that we (the
“changers”) may be “living” in the future
state, while everyone else (“the changees”)
are living in the present future
Three Phases of Change: How people
experience change

Current Transition Future

State State State
 Current State
• Employees (including management and executives!) generally
prefer the current state, because that is where they live

Current Transition Future

State State State

“better the devil you know is better than the devil you don’t”
 Future State
• The future state is unknown to the employee; will it be better,
or worse?
• This is where Project teams “live”

Current Transition Future

State State State
 Transition State
• The transition state creates stress and anxiety

Current Transition Future

State State State
Key point 2, revisited: To move from good
intentions to good results, we have to realize
that we may be “living” in the future state,
while everyone else is living in the present

People will resist change, but not because

they are being contrary

“better the devil you know is better than the devil you don’t”
Key point 3: Effective change management
MUST be focused on helping individuals
change
 Effective change management
requires two perspectives

Individual perspective Organizational perspective

 How does one  What tools we** have to

person makes a help individuals make

change changes successfully?
successfully?

** “we” means project leaders and team

members, HR, OD, training,
communications, managers, supervisors
Successful change addresses both the technical and the
people side

Solution is designed,
developed
Project management and delivered effectively
(Technical side)

Current Transition Future +

Solution is accepted,
adopted and utilized
effectively
Change management
(People side)

= CHANGE SUCCESS
Individual PEOPLE change, NOT organizations
The focus of Change management is on helping
individuals make their own personal transition

Organizational
Current Transition Future
“The change” to how we
do business

Individual
Current Transition Future

From: How I do my job

today Current Transition Future

How I will do my job

To: after the change is Current Transition Future
implemented
41
Key point 3, revisited: To move beyond good
intentions, effective change management
MUST be focused on helping individuals
change

From an organizational perspective, we

need to determine what “we”** can do to
help individuals change
Key point 4: Individual change is a process
The five building blocks of successful
individual change
Awareness of the need for change

Desire to participate and support the change

Knowledge on how to change

to implement required skills and

Ability behaviors

Reinforcement to sustain the change

ADKAR is the (relatively) easy-to-remember acronym

Key point 4, revisited: Individual change is a
process

From an organizational perspective, we

need to determine what “we”** can do to
help individuals
Key point 5: To move beyond good
intentions, we need to understand, select
and use the tools available to us
Some Key Change Management
Tools

Communications

Sponsor Roadmap

These channels enable

Training
Effective change management
Readiness / Resistance Mgt.

Coaching
 Mapping the tools to the personal
change elements (ADKAR)

Communications Awareness
These channels
enable project team Sponsor Roadmap Desire
to facilitate
organization Training Knowledge

through phases of
Ability
ADKAR. Readiness / Resistance Mgt.

Coaching Reinforcement
Key point 5, revisited: To move beyond good
intentions, we need to select and use the
tools available to us

Use the right tools, in right place

Communications

Sponsor Roadmap

Training

Readiness / Resistance Mgt.

Coaching
Who is this “We”
Key point 6: To move beyond good
intentions, we need the right people involved
and engaged in the right ways
Change management requires a system of
‘doers’

Executives and Middle managers

senior managers and supervisors

Each ‘gear’ plays a

Change
management specific role based on
resource/team how they are related
to change
Project
Project
support
team
functions
Change management roles
Role Ideal implementation
Change mgmt “I develop the change management strategy and
resource/team plans. I am an integral part of project success.”
Executives and senior “I launch (authorize and fund) changes.”
managers “I sponsor change.”
Middle managers and “I coach my direct reports through the changes that
front-line supervisors impact their day-to-day work.”
“I manage the technical side of the change. I
Project team integrate change management into my project
plans.”
Project support “I support different activities of the change
functions management team and project team.”
* Change
“We own the change management methodology
management group, and support its implementation in the organization.”
dept or office
 Mapping change management roles
1. Apply methodology
2. Formulate strategy
3. Develop plans
4. Support other ‘doers’

1. Authorize and fund 1. Communicator

2. Participate actively 2. Advocate
and visibly 3. Coach
Executives and Middle managers
3. Create coalition senior managers and supervisors
4. Liaison
4. Communicate directly 5. Resistance manager

Change
management
resource/team

Project
1. Design ‘the change’ Project
support
1. Experience
2. Manage ‘technical side’ team 2. Knowledge
functions
3. Engage with CM 3. Tools
4. Integrate CM 4. Expertise
Key point 6, revisited: To move beyond good
intentions, we need the right people involved
in the right ways
Executives and Middle managers
senior managers and supervisors

Change
management
resource/team

Project
Project
support
team
functions

Do you have the right people involved in

the right way?
Key point 7:

“Begin with the end in mind.”

-- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
“Begin with the end in mind.”
-- Stephen R. Covey from “The Seven Habits of Highly Effective People”.

… and, measure your progress

accordingly …
Two points of measurement:
Organizational perspective

 Outcome: Organizational

 Did the project deliver the

intended results? Current Transition Future

 Process: #s
 Was the project delivered on
time and on budget? Organizational

 Were milestones met along the Current Transition Future

way?
Two points of measurement:
Individual perspective

Individual
 Outcome:
 Are employees doing their work
Current Transition Future
the “new way” required by the
project?

Individual
 Process:
 How well did employees make Current Transition Future

the transition?
 How well did we** support that
transition? A D K A R
Key point 7, revisited: Begin with end in
mind. Measure the “right” things for this
change, at the organizational level and the
individual level

Change management is the process, tools

and techniques to manage the people-side
of change to
achieve the required business outcome
Summary of Key Points: Revisited
Key point 1: To move from good intentions to good results, we have to realize that effective change
management is more than just a few pieces of communication

Key point 2: To move from good intentions to good results, we have to realize that we (the
“changers”) may be “living” in the future state, while everyone else (“the changees”) are living in
the present

Key point 3: To move beyond good intentions, effective change management MUST be focused on
helping individuals change

Key point 4: Individual change is a process

Key point 5: To move beyond good intentions, we need to select and use the tools available to us

Key point 6: To move beyond good intentions, we need the right people involved and engaged in
the right ways

Key point 7: Begin with end in mind. Measure the “right” things for this change, at the
organizational level and the individual level
“Everyone thinks of
changing the world,
but no one thinks of
changing himself.”
- Leo Tolstoy
A stepped approach to change
Success

A journey of a thousand miles

occurs one step at a time.

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