1. What are the Change Management Principles? Explain Jon P.

Kotter’s of Steps to
Successful Change.

Change Management

Change management plays an important role in any organization since the task of
managing change is not an easy one. When we say managing change we mean to say
that making changes in a planned and systemic fashion. With reference to the IT
projects we can say the change in the versions of a project and managing these
versions properly, changes in the organization or a project can be initiated from within
the organization or externally. For example a product that is popular among the
customers may undergo a change in design based on the triggering factor like a
competitive product from some other manufacturer. This is an example of external
factor that triggers a change within the organization. How the organization responds to
these changes is what that is more concerned. Managing these changes come under
change management. Reactive and proactive responses to these changes are possible
from an organization

Change Management Principles

· At all times involve and agree support from people within system (system =
environment, processes, culture, relationships, behaviours, etc., whether personal or
organizational).

· Understand where you/the organization is at the moment.

· Understand where you want to be, when, why, and what the measures will be for
having got there.

· Plan development towards above No.3 in appropriate achievable measurable stages.

· Communicate, involve, enable and facilitate involvement from people, as early and
openly and as fully as is possible.

John P Kotter’s ‘Eight Steps to Successful Change’

John Kotter’s highly regarded books ‘Leading Change’ (1995) and the follow-up ‘The
Heart of Change’ (2002) describe a helpful model for understanding and managing
change. Each stage acknowledges a key principle identified by Kotter relating to
people’s response and approach to change, in which people see, feel and then
change: Kotter’s eight step change model can be summarised as:

1. Increase urgency – inspire people to move, make objectives real and relevant.
2. Build the guiding team – get the right people in place with the right emotional
commitment, and the right mix of skills and levels.

3. Get the vision right – get the team to establish a simple vision and strategy, focus
on emotional and creative aspects necessary to drive service and efficiency.

4. Communicate for buy-in – Involve as many people as possible, communicate the

essentials, simply, and to appeal and respond to people’s needs. De-clutter
communications – make technology work for you rather than against.

5. Empower action – Remove obstacles, enable constructive feedback and lots of

support from leaders – reward and recognise progress and achievements.

6. Create short-term wins – Set aims that are easy to achieve – in bite-size chunks.
Manageable numbers of initiatives. Finish current stages before starting new ones.

7. Don’t let up – Foster and encourage determination and persistence – ongoing

change – encourage ongoing progress reporting – highlight achieved and future
milestones.

8. Make change stick – Reinforce the value of successful change via recruitment,
promotion, and new change leaders. Weave change into culture.

2. Explain Briefly the Reasons Why People Resist Change?

Why People Resist Change

· They believe change is unnecessary or will make the situation worse.

· They fear that the change will mean personal loss – of security, money, status, friends
or freedom.

· They have no input into the decision.

· The change is a surprise.

· They are not confident that the change will succeed.

· They feel manipulated because the changes were kept secret during the planning
stage.

· They subscribe to the belief, "If it’s not broken, don’t fix it."
· They believe that the organization lacks the necessary resources to implement the
change.

People support change when:

· They expect that it will result in some personal gain.

· They expect a new challenge as a result.

· They believe that the change makes sense and is the right thing to do.

· They were given an opportunity to provide input into the change.

· They respect the person who is championing the change.

· They believe it is the right time for the change.

Leaders should anticipate resistance to any change effort, prepare for it, and make
special efforts to assess and deal with individual reactions to change.

Leaders must develop the proper attitude toward resistance to change and realize that it
is neither good nor bad. In fact, resistance can serve as a signal that there are ways in
which the change effort should be modified and improved. The following steps should
help leaders faced with resistance to their change attempts:

· Actively seek out people’s thoughts and reactions to the proposed changes.

· Listen carefully. Do not launch into lengthy diatribes justifying the change – in the early
stages, people are not interested in that. They want to be heard and have their
concerns attended to. Recognize that it takes time to work through reactions to change.

· Engage people in dialogue about the change. Leaders should do this only after fully
understanding the specific concerns of others.

· Involve Others

There is no better way to minimize resistance to change than to involve those

responsible for implementing it and those affected by it. If there is no involvement early
on in the planning, during the implementation and throughout perpetuation, the change
effort will fail. When people feel that they are valued participants in planning and
implementing the change, they are more likely to be motivated toward successful
completion. The following techniques are effective ways to get people involved and gain
their commitment to change efforts:

· Determine who must be involved in planning the change and include them in the
decision making process. Err on the side of involving more people rather than fewer. If
there is a question as to whether or not a certain person’s support will be needed,
include him

· Ensure that people from all levels of the organization are involved in planning the
change process. This means involving the people that are at the on the floor level as
well. It will be these people who will make the change process succeed or fail.

· Consult with employees from the areas affected by the change when determining the
steps needed for change.

· Seek input from people at all levels to establish realistic time frames for specific
actions.

· When possible, run a test program with a selected work unit and solicit feedback on
what is working well, where the problem areas are and how to work out any difficulties.

· Publicly recognize any employees whose suggestions are used in the change
process.

· Design a mechanism that provides ongoing feedback from employees throughout the
change effort. Involved people are an effective barometer of what is working well and
what is not working well. Ask them to suggest improvements.

All change efforts are results-oriented – leaders implement change to realize new,
different and better results. If the change is not monitored, effectiveness cannot be
measured. Monitoring is particularly crucial during change processes due to the many
forces that will challenge, resist or disrupt efforts. Since organizations must continue to
operate day-to-day while undergoing change initiatives, the complexity of change is
increased. When people within the organization begin to suspect that senior leaders are
more interested in starting new programs than in the follow-through necessary to
complete them, they will lose the sense of urgency and commitment to the initiatives
and be more skeptical about any future change efforts. While monitoring change,
remember to:

· Provide people the authority to implement changes.

· Keep people informed about the progress of changes.

· Listen to people’s needs and concerns.

· Reward those who support the change efforts and achieve milestones.

The key to monitoring change effectively is to stay in touch with the people. Ask
questions, demonstrate concern for their welfare and goal achievement and commit to
do whatever is necessary to make the change successful. Leaders who can do this
while continuing to practice great leadership skills will attune themselves to how the
changes are progressing and react quickly with any required adjustments.

3. Discuss the Impact of Decision Making in Self Change

Impact of Decision Making in Self Change

One of the most damaging things that executives do in leading transformation is to

make change-related decisions in ways that run counter to the desired culture they are
trying to build. Unfortunately, most executives are not aware of the negative impact of
their decision-making style, nor are they aware of just how visible and far-reaching the
damage goes – throughout every level of their organization. On the other hand,
decision-making can be a powerful tool for modeling a new culture, and for catalyzing
tremendous employee commitment to your organization’s change effort…if it is done
effectively.

7.8.1 The Content Vs. The Process of Making Decisions

Good decision-making increases the speed of change, lowers its costs, reduces
employee resistance, promotes alignment across initiatives and organizational
boundaries, and promotes a sustainable high performance culture. In order to achieve
these benefits, you must attend to three distinct areas of effective decision-making: 1)
the content of the decision, 2) the process used to make it and 3) the human and
cultural impacts the content and the process produce (content, process, and people).

When most leaders think of decision-making, they focus only on the “content.” Was the
decision “right?” Did it produce the desired outcome? Was there another option that we
should have pursued instead?

However, bad content is seldom the problem with change-related decisions because
leaders often get their smartest people involved, or they hire outside experts to ensure
that the right decision is made. The problem lies instead in how the decisions are made.
And bad decision-making processes inevitably lead to people and cultural problems. Let
us explain.

7.8.2 The Decision-Making Continuum

Change leaders can use a multitude of decision-making processes, from the traditional
command and control approach where the leader makes the decision and informs
others who must then follow, to a collaborative and participatory approach where
stakeholders are involved and the decision is made jointly. The graph below outlines
and defines six options along such a continuum.
Individual Owner

Tell: I make the decision without

input.
Sell: I have a position, and try to get
others to agree before making
the decision.
Input: I make the decision after
hearing your input.
Group Owner
Majority: Group vote, majority wins.
Consensus: We all agree about how to
proceed, even though some of
us think a different decision
might be better
Alignment: We all agree this is the best
decision.

7.8.3 The Impact of Decision-Making on Transformational Change

By definition, transformational change means that people’s mindsets and behavior, and
the organization’s culture, must change along with the business’ structure, systems or
processes. The culture change sought most often these days pertains in some way to
moving beyond command and control to some sort of “empowered, collaborative, team-
oriented, participatory norm”

Employees watch closely how change is led (planned, designed and implemented) to
see if the espoused culture change is real and believable. If leaders talk about the
organization becoming more “service oriented and participatory,” yet lead the
transformation in a command and control way with no attention to serving those
involved, then the incongruence between their walk and talk causes employees to lose
faith and resist the transformation, or at least not positively contribute to it.

How change-related decisions are made blatantly identifies how your change efforts are
being led, and tells employees whether your espoused culture change is real or not. If
your leaders are unaware of the options for decision-making, and habitually default to
leader controlled “tell” decisions, then your transformational efforts are likely doomed to
fail. Your leaders may make the “right” content decisions, but will not be able to motivate
or engage employees to implement them successfully because their decision-making
style precludes positive employee participation and trust.

7.8.4 The Impact of Decision-Making on Change Leader Performance

Transformational change efforts are often fraught with conflicts and political clashes
among leaders. Executives and managers vie for larger pieces of the organizational pie,
each trying to ensure that their turf “wins” through the change. Leaders of individual
change initiatives compete for resources for their efforts, often withhold critical
information from each other, and do not adequately cooperate across boundaries to
ensure the success of one another’s projects.

In most cases, this is a power and control game where the battle wages over who owns
what decisions and how they will be made, especially regarding decisions whose
impacts cut across organizational boundaries. The single most pragmatic and effective
way to minimize these battles is to get the leaders to agree to identify who owns each
major decision and what decision-making process and style will be used. When the
decision-making process is unknown, people tend to fight for their way more vigorously.
Old patterns of conflict occur, and habitual struggles replay themselves, slowing the
change effort, building even thicker turf walls, and exacerbating negative feelings.
Without a doubt, change efforts collectively run more smoothly when the leaders driving
them are aligned and cooperating. Here are five tips for using decision-making to create
such leadership and organization alignment.

Tip #1: Make the Decision-Making Process Overt to All Participants and
Stakeholders

The most important aspect of your decision-making process – always – is to make your
decision-making process OVERT to those participating in it, having a stake in its
success, and those impacted by it. People relax and trust more when they know who
“owns” the decision and how it will be made. For example, you might announce, “The
design team owns this decision about the rollout strategy and which region we will
implement first. They will decide by consensus, with input from each region’s change
project team.”

When people know who owns a decision and how it will be made, they are more
inclined to abide by the decision even if they do not agree fully with it. Always announce
the owner and the process to all stakeholders and targets of the change for all
significant decisions.

Tip #2: Determine Your Decision-Making Process and Style Before You Have to
Use It for Tough Decisions
Transformation is fraught with tough decisions, emotional choices with far-reaching
consequences. Often, such decisions create winners and losers, people or groups who
gain, and those who lose something important (budget, staff, authority). The higher the
stakes, the worse peoples “bad” interpersonal habits play out. All too often, conflict
reigns.

As soon as you have identified the need for such a tough decision, and BEFORE you
begin the debate on it, consciously decide the decision-making process you will use
(tell, sell, input, majority, consensus, or alignment). Get agreement from everyone
involved that the process will be as defined. Then, when it is decision time, use that
process. You will likely still find that some people are disgruntled about the content of
the decision, but far less so than they might have been because they knew the process
in advance.

Tip #3: Fit Your Decision-Making Process to the Situation

Notice in the Decision-Making Continuum that as leaders increase employee

participation in decisions, they also increase the level of shared commitment. This is the
primary benefit of involving more people in decisions. But be forewarned: increased
involvement also means increased time to get the decision made, and this is not always
ideal. Decisions in emergency situations or those that call for short response times or
those whose scope of impact is small are often better made by individuals. There is no
one best decision-making process. The key is to make yours conscious and OVERT,
and to fit it to the situation.

Sometimes it is very appropriate for a leader to retain a decision as his or her own, even
without any input from others (which is blasphemous to participation evangelists). In
other situations, the slow process of getting to group consensus or alignment is more
fitting (blasphemous to command and control, speed is king types). In deciding which
process is the proper fit, keep in mind that even though decision-making through
consensus or alignment is usually slower, the subsequent implementation of the
decision to achieve its intended results is usually much faster. Measure speed in terms
of results achievement, not in terms of decision-making.

Another key point about speed is that consensus and alignment decision-making
processes always move faster when those participating ALL possess similar information
about the decision. Often, these processes get stuck because participants only
understand their side of the story, or what benefits them. Make sure everyone knows
the risks, rewards, and benefits for each constituent, and most importantly, for the entire
enterprise. Then consensus or alignment will be easier to achieve.

Tip #4: Always Assess the Culture-Building Price Your Decision-Making Process
Will Pay
Identifying which decision-making process to use requires you to factor in such diverse
variables as the level of urgency, scope, impact, need for cultural modeling, morale of
employees, and credibility of leadership.

Perhaps the most important variable in transformational change-related decisions is

cultural modeling. When you are trying to build a more co-creative or participative
culture, you must always consider the cultural price – and potential loss of leadership
credibility – that you might pay for using “telling” as your decision-making mode. That is
not to say that you cannot or should not use the “tell” approach at times, but rather that
you should ensure that the situation calls for it, and that you make your reasons overtly
known to others. That way they will not automatically assume that you have fallen back
into the “old” command and control mode you are espousing that your are changing.

Most of the time people understand and accept an autocratic decision-making process
when the leader overtly owns it and announces it in advance. But they resent it greatly
when they have been told that “we are moving toward a participative culture,” then
decisions are consistently made without input.

Tip #5: Be Conscious of Your Habitual Decision-Making Style and What Prevents
You From Changing It

The “tell” mode is by far the default decision-making style in today’s organizations. It
simply fits how most traditional leaders think, especially when reinforced by the
command and control cultures that prevail in organizations. If you find yourself using the
“tell” mode often, then realize that your style will likely keep your transformation from
succeeding because your people will see the gap between your walk and talk as
significant, and will stop believing and positively participating in the change.

The key is to become consciously aware of your habitual style so you can catch yourself
whenever you fall unconsciously into a tell or sell mode, without first assessing its
effectiveness and impacts. Being consciously aware, you will be better able to
consciously choose the best process for the situation. You will even be able to step
outside your comfort zone and use decision-making options that might seem awkward.
If you are habitually a “tell” decision maker, when considering a more participatory
approach, you might hear your mind saying things such as: 1) “Involving others will take
too much time,” 2) “They don’t have enough information…experience…skill to make this
decision,” or 3) “If I involve them in this decision, then they will expect to participate in all
decisions.”

Set 2

Q.1 Elaborate Different Stage of Organizational Change .

Organizational change occurs when a company makes a transition from its current state
to some desired future state. Managing organizational change is the process of
planning and implementing change in organizations in such a way as to minimize
employee resistance and cost to the organization, while also maximizing the
effectiveness of the change effort.

Stages of Organizational Change

Organizational change can be conceptualized in 4 broad stages:

Awareness
Adoption
Implementation
Institutionalization

Each stage is important in the development, implementation and maintenance of a

palliative care program. Once the program has been institutionalized (stage 4), change
continues within the program and the organization through an ongoing cyclic process of
assessment and innovation.

Stage Components Operationalization

1. Awareness · Identify Needs · Conduct Needs
Assessment
· Search For Possible
Solutions · Brainstorm / Research
Ways To Meet Needs
· Create Tension For
Change · Communicate Needs To
Key Leaders
2. Adoption · Decide Upon A · Develop A Proposal
Course Of Action
· Present The Proposal To
· Formulate Key Stakeholders
Policy/Procedure For
Implementing Change · Key Personnel Have
Time And Resources To
· Allocate Initial Plan
Resources
3. Implementation · Resources Allocated · Obtain Resources To
For Implementation Launch Program (Money,
Staffing, Physical Space,
· Carry Out Innovation Etc.)

· Observe Reaction Of · Begin Palliative Care

Organization Members Practice And Observe
 · Define Roles Response.

· Market Palliative Care

Program.

· Form Clear Roles Among

Program Staff
4. · Integrate Innovation · Referrals To Palliative
Institutionalization Into Routine Care Program Become
Organization Regular
Operations
· Policies And Procedures
· Internalize Goals And Guide Care
Values Surrounding
Innovation · Palliative Care
Throughout Institution
Improves

· Evaluation Leads To
Improved Care

Q.2 Mr. Bali is working in “United India”, a public sector company, for the last 15 years.
The organization is facing competition from various private and multinational
companies. To meet the challenges, management has decided to update their
information system by integrating information technology in every sphere of functioning.
Mr. Bali is accustomed to a manual working system. He finds the new technology
difficult to cope with. To him, the new technology is a threat to his job performance. His
professional and personal life is badly affected due to his new found job stress. After
listening to his problem, his friend suggests that he develops self mastery.
 What is the nature of the problem that Mr. Bali is facing?
 What is self mastery?
 Explain the various spheres of self mastery that Bali should follow, in order to cope
with the situation.

What is Self Mastery?

Humans are multi-dimensional creatures. We are physical, emotional, mental, and

spiritual beings. Self mastery is the intentional pursuit of growth and development in
each of these areas. The physical aspects of self mastery pertain to maximizing your
body’s health and vitality, including strength, flexibility, and cardio vascular training, as
well as getting adequate rest and eating a healthy diet.
On the emotional level, self mastery includes: 1) developing your ability to identify and
accept your emotions, 2) being authentic, 3) releasing negative emotions in healthy and
constructive ways, 4) being sensitive to others, 5) expressing emotional vulnerability,
and 6) fostering close and meaningful relationships.

The mental aspects of developing greater self mastery focus on your mindset, in
particular, your fundamental assumptions and beliefs. This is a key component of self
mastery because mindset is causative and determines your potential for success. Here
is how: your beliefs and assumptions determine your perceptions and judgments, which
then trigger your emotions and behaviors, which in turn determine your performance
and results. In other words, the seed of each of your successes and failures is always
your mindset.

Spiritually, in the context of change leadership, self mastery pertains to knowing who
you are, pursuing your purpose in your work, being connected to your higher self, and
living in integrity with your core values. Being in touch with these deeper aspects of
yourself shapes your change leadership strategies and behaviors, and unleashes your
creativity, passion and energy.

Behavior is the fifth area of self mastery. Behavior is the external manifestation of
deeper internal processes. When you identify a behavior you seek to change, you will
need to also discover the beliefs and emotional reactions that drive that behavior.
Behavior change in its complete form touches all four other areas of self mastery.

Explain the various spheres of self mastery that Bali should follow, in order to cope with
the situation?

1. You cannot control transformational change processes. They emerge as you proceed.
Consequently, you cannot pre-plan far in advance and expect to actually follow your plan. You
will need to constantly course correct. This will require extreme flexibility on your part, an ability
to let go of control, involve more people, and remain calm and comfortable amid chaos and
uncertainty. Each of these is contrary to the old leadership model that says leaders should know
the answers and be in control.

2. Command and control does not work well for transformation. First, you cannot control an
emergent process, and trying to do so only makes it that much more unpredictable. Second, you
need people to take responsibility and contribute, not wait for your direction. They need to be
empowered. Otherwise, your change process will move too slowly and you will not be able to alter
course as new information arises. The chain of command will bog things down. For most leaders,
this fundamental change in how they lead is profound.

3. You will need to co-create with others across boundary lines. Transformation is seldom
isolated to only one aspect of the organization. Its success almost always requires working across
functional, process, hierarchical, or geographic boundaries. This requires a well-developed
capacity to collaborate, to engage in joint decision-making and consensus building, and working
with others, not against them. Not all leaders have these skills.
4. You will need to focus first on enterprise-wide goals, and secondly on your own turf’s needs.
Transformation is always in support of some larger enterprise-wide goal, and since it must be run
with attention to cross boundary interfaces, it requires all leaders to orient first to the bridge-
building common goals of the enterprise. This is a challenge for most leaders because they have
been promoted based on their ability to deliver results in their function, region, or process.
Sacrificing their own agenda for the needs of the larger system is a difficult transition to make.

5. Transformation requires far more sophisticated ways of dealing with people and their
reactions. Marching into the unknown territory of transformation can be scary. People will not just
resist, they will be genuinely frightened. Their core needs will be triggered. They will worry about
their job security, competence to excel in the new organization, and whether they will gain or
lose power as a result of the change effort. People’s stress will skyrocket, and you will need to do
more than simply communicate better. You will need to learn about deeper aspects of human
dynamics such as core beliefs, human needs, and emotional reactions in order to build strategies
to deal with them. Making a real study of human dynamics is usually uncomfortable for most
pragmatic, results-oriented leaders. This is exacerbated by the fact that the only way leaders can
really learn about human dynamics is to explore their own. In other words, you will need to pursue
your own self mastery to really learn about other people’s reactions.

6. You will need to find ways to support people and your culture to change. Likely, your culture
will need to evolve to support your organization’s transformation. Certainly, many of your people
will need to change to succeed in the new state. We do not mean simply learn new skills. People
will need to alter their behaviors (e.g., more risk-taking, greater span of authority, increased
empowerment and responsibility), which will call for deeper introspection into their own beliefs
and emotional reactions. This will require you to develop a new depth to your coaching and
mentoring. You will need to ensure that you are walking your own talk, and are engaged in similar
changes as you are asking of them. They will expect you to lead the way. You cannot ask others to
pursue self mastery if you are not doing so.

7. You will need to engage many more people in ways other than top down. Transformation is
most successful when the entire organization works together on the same team pulling for the
same enterprise goals. This requires far different involvement strategies than normal. Top down
cannot be the knee-jerk way you implement communications, visioning, new state design, or any
of the other key change activities. You will need to think out of the box and find ways to engage
people beyond the standard project team. This can produce anxiety in leaders as they wrestle
with their internal drive for speed and their assumptions that people should follow their orders
without needing to be involved.

8. You will need to re-orient your need for speed and following a timeline. Un-predictable,
emergent processes that depend on people who are emotionally triggered and needing to change
themselves while still performing cannot be placed on a rigid timeline. Best guesses are as good as
you are going to get. You can support your organization’s transformation to go as fast as possible,
but no faster. It will take the time it takes. Trying to force more speed only makes change go
slower. This is a very tough fact for most leaders to swallow.

Q.3 What are the characteristics of effective change leaders?

Effective Change Leaders

According to Jon Katzenbach, and the other patrons of "Real Change Leaders", the
most effective change agents within businesses share seven common characteristics.
This is probably the case for those who apply themselves to improving the businesses’
performance in social responsibility just as they are in every other field.

The characteristics are:

1. Commitment to a better way. They share a seemingly inexhaustible and visible

commitment to a better way, and believe deeply that the company’s future is dependent
upon the change – particularly their part of it – being successfully executed. They see
the change target as exciting, worthwhile and essential to the future success of the
institution, as well as to their own personal satisfaction.

2. Courage to challenge existing power bases and norms. They develop the
personal courage needed to sustain their commitment in the face of opposition, failure,
uncertainty, and personal risk. While they do not welcome failure, they do not fear it.
Above all, they demonstrate the ability to rise again, and thereby build courage in those
around them.

3. Personal initiative to go beyond defined boundaries. They consistently take the

initiative to work with others to solve unexpected problems, break bottlenecks,
challenge the status quo, and think outside the box. Setbacks do not discourage them
from trying again – and again. Certainly they are responsive to top leadership’s
inspiration, but they do not wait around for it to move them to action.

4. Motivation of themselves and others. Not only are they highly motivated
themselves, but they have the power to motivate, if not inspire, others around them.
They create excitement and momentum in others and provide opportunities for people
around them to follow their example and take personal responsibility for changing.

5. Caring about how people are treated and enabled to perform. They really care
about other people, but not to the extent of blind self-sacrifice. While certainly not the
corporate equivalent of Mother Theresa, they are fair minded and sensitive to helping
other people succeed. They are also intent on enabling the performance of others as
well as their own. They do not knowingly manipulate or take advantage of others.

6. Staying undercover. They attribute part of their effectiveness to keeping a low

profile; grandstanding, strident crusading, and self promotion are viewed as sure ways
to undermine their credibility and acceptance as change leaders.

7. A sense of humour about themselves and their situations. Not a trivial trait. A
sense of humour is often what gets them through when those around them are losing
heart.