By

Prof. (Dr.) Vijay Kr Khurana

Change Management
Building Culture and Climate for
Change

How organization structure & culture

affect the technology absorption? Suggest
any one approach of building culture for
change.
In the context of innovations & change
management discuss the following:
a. Ability to create options; b. Capability to
move from one options to another; c.
Empowerment to decide

Change management refers to the task of

managing change.
Managing change refers to the making of
changes in a planned and managed or
systematic fashion.

Following principles:
At all times involve and seek support from
people within system (system = environment,
processes, culture, relationships, behaviours,
etc., whether personal or organisational).
Understand where you are / the organisation
is at the moment.

Contd principles:
Understand where you / organization want to
be, when, why, and what the measures will be
required for reaching / getting there.
Plan development towards above step in
appropriate achievable measurable stages.
Communicate, involve, enable and facilitate
involvement of people, as early and openly
and as fully as possible.

Successful / proper change management may provide

following advantages to business firms :
Lower or neglible staff dissatisfaction
Lower or negligible resistance to change process
Lesser time and efforts are required for implementing
change
Lower costs associated with change
Participation of majority in change, thus leading to
increased motivation
Successful implementation of change
Sustainable change with very less probability of rollback

Contd
May help the organization to adapt to changes at a faster
rate and thus help the organization to survive in the
ever-changing environment
Easy integration in the case of merger or amalgamation
with lesser time, efforts and costs
May lead to increased efficiency, increased productivity
May lead to lower cost of operations i.e. cost reduction
May lead to improvement in quality
May help in gaining technological leadership
May lead to more profitability

What can happen if change is EFFECTIVELY managed?

Employees will have a solid understanding of why change is

happening.
Employees engage in both the solution and the change.
Training is used to build knowledge after employees have
made the personal decision to support the change.
Resistance is identified and dealt with early in the process.
Communications are segmented and customized for different
audiences, answering the questions that they care about.
Momentum is built throughout different areas and levels within
the organization.
Changes are less painful to the organization and to the
employees.
Probability of meeting objectives is increased.
The organization begins to build a history of successful
change, creating a better 'backdrop' for the next change
initiative.

What can happen if change is NOT managed properly?

Productivity declines as people become more consumed with the

change being introduced.
Valued employees leave the organization, a very costly proposition
in terms of the lost contribution and the cost to replace them.
Employees become disinterested in the current state and the future
state.
People are left to wonder why the change is happening.
More people begin taking leaves or not showing up for work.
People find excuses to avoid implementing the new way of doing
things.
Changes are not fully implemented and are scrapped and cancelled
due to the lack of support throughout the organization.
Divides are created in the organization between 'us' and 'them'.
The organization will build a history of failed and painful changes.
Many types of risk are created - risk to the project, to the
organization, to the employees involved and to the individuals
supporting or opposing the change.

Change management comprises process

six main activities. These activities are as
under:
Identify potential change
Assess
Plan change
Implement change
Review and
Close change.

The biggest challange to any change comes through

resistance to change. Change disturbs existing equilibrium,
existing procedures, power structures etc within the system
or organization, which may not be liked by many persons,
thus leading to resistance to change.
1. The resistance to change could be
(a) Overt or Implicit resistances to change
(b) Immediate or Deferred resistances to change
2. Resistance to change can come from employees
as well as employers or management.
3. Resistance to change can occur at any level i.e.
individual level, group level and organization
level.

Building culture for change is a time

consuming exercise and involves lot of
efforts.
????

In general terms, the change program should:

Describe the change process to all people
involved and explain the reasons why the
changes are occurring. The information should
be complete, unbiased, reliable, transparent,
and timely.
Be designed to effectively implement the
change while being aligned with organizational
objectives, macro environmental trends, and
employee perceptions and feelings.

. contd.the change program should:

Provide support to employees as they deal
with the change, and wherever possible
involve the employees directly in the change
process itself
Be consistently monitored and reviewed for
effectiveness. A successful change
management program is typically also a
flexible project

The ADKAR model developed by Jeff Hiatt

(1998, 2006) can be highly helpful for change
management.
The model presents five building blocks which
must be obtained / implemented to realize
change successfully.
It is management's job to create an
environment in which people can go through
these five stages as quickly as possible, which
include:

 contd .ADKAR model 5 stages .

Building AWARENESS as to why the change
is needed
Creating DESIRE to support and participate
in the change
Developing KNOWLEDGE as to how to
change
Fostering ABILITY to implement new skills
and behaviours
Providing REINFORCEMENTS to sustain
the change

Organizations examine following factors

for formulating strategies:
Degree of Resistance
Target Population
The Stakes Involved in the change
project
The Time Frame
Degree of Expertise Involved
Dependency on the change project

Strategies are based on 4 basic approaches

on the perception about human beings
Empirical-Rational
Normative-Reductive
Power-Coercive
Environmental-Adaptive

Organizations do not pursue a single

strategy.
They adopt a suitable mix of strategies.

Some of the strategies are discussed as below :

Proper timing / tact

Education & communication

Seeking participation

Facilitation & support

Introducing incentives / rewards

Negotiation

Manipulation & Co-optation

Coercion

Alternatively John P Kotter's eight step change

model may be used for effective change
management.
1. Create / Increase urgency
2. Build the guiding team - form a powerful
coalition
3. Get the vision right - create the vision for
change
4. Communicate (very often) for buy-in
5. Empower action - remove obstacles
6. Create short-term wins
7. Don't let up - build on the change
8. Make change stick - anchor it