Notes - VAD-104 –

Certification course on
Managing change in
organization
Unit – Four
Prepared & presented by
Prof. Amita Jain
 Change manager image in implementation process
coach Organization development, These theories and approaches
appreciative focus on identifying and building on
inquiry, positive organizational what is working best in the
scholarship organization

interpreter Sense-making This approach as it alerts managers to

the different influence that
interpretations of change can have.

Director Change management They focus on strategic and planned

Contingency theories organizational change. Intentional
change outcomes can be achieved
through a series of planned steps.
There is certainty that it can be
achieved
navigator Processual approach The outcomes are the result of a
complex interplay of different
interests. Both internal and external
to the organization
 Organization development approach to
change
• Application of social science techniques to plan change in organizational
settings for the purpose of enhancing organizational effectiveness and the
development of individuals.
• Outcomes are focused on the improved effectiveness of the organization
• Long term focus to achieve its action oriented goals
• Focus on changing the attitudes and behaviors of employees
• Top-down focus
 Steps after diagnosis
Feeding back the information
Choosing intervention
Managing change
Institutionalizing change
 OD effectiveness
• More impact on organizational than individual outcomes
• Works better for white collars than blue collars
• Works better if multiple techniques are used
• Technological change shows more positive outcome
 Appreciative inquiry
• Philosophical origins emerge from the discipline of positive psychology.
• Definition :- A method of organizational development that focuses on what organizations do well.
• Five principles of A.I.
 constructionist: The way we know is fateful
 Simultaneity: change begins the moment you ask the question
 Poetic: organizations are an open book
 Anticipatory: deep changes= change in active images of the future
 Positive: The more positive the question=greater/long lasting change
 4D Cycle
• Discover: The identification of organizational process that work well
• Dream: the envisioning of processes that would work well in the future
• Design: planning and prioritizing process that work well
• Destiny: The implementation of the proposed design
 Action Research
• It was conceptualized by Kurt lewin and later elaborated on by other behavioral
scientists.
• Concerned with social change and, more particularly, with effective, permanent social
change
• Lewin believed that the motivation to change was strongly related to action.
• If people are active in decisions affecting them,they are more likely to adopt new ways.
• “rational social management”, proceeds in a spiral of steps, each of which is composed
of a circle of planning, action, and fact – finding about the result of action”.
The positive organizational scholarship
• Focus on human strengths and potential as a way to prevent mental and
behavioral problems and to improve the general quality of life.
• Positive organizational behavior (POB)
 The study and application of positively oriented human resource strengths
and psychological capacities
 That can be measured, developed, and effectively managed for
performance improvement in today’s workplace.
 Positive organizational behavior states
• Several important positive psychology states are emerging to help in both the better understanding
and effective application of organizational behavior:
o Optimism
o Resilience
o Hope
o Confidence
o Emotional intelligence
o Psychological well-being
o Positive psychological capital (psycap)
 Positive Psychological Capital

An individual’s positive psychological state of development that is characterized by:

(1) having confidence (self-efficacy) to take on and put in the necessary, effort to
succeed at challenging tasks;
(2)making a positive attribution (optimism) about succeeding now and in the future;
(3) persevering toward goals and, when necessary, redirecting paths to goals
(hope) in order to succeed;
(4)when beset by problems and adversity, sustaining and bouncing back and even beyond
(resiliency) to attain success (Luthans, Youssef, et al., 2007).
 Sense making approach to change
management- by Karl weick
• A process through which people work to understand issues or events that are
ambiguous, confusing, or in some other way violate expectations
• It challenges three key assumptions of change
Inertia : assumes that organizations reach a point in which there is a gap between
environmental change and organizational adaption
The need for a standardized change program
Unfreezing: as organizations are in a constant state of flux, they require freezing
to analyze change- not unfreezing to begin the process of change.
 Change Management Approach

• Focuses on strategic, intentional and usually

large-scale change.
• Entails following a variety of steps; the exact
steps vary depending upon the model used.
• Belief that achieving organizational change
is possible through a coordinated and
planned approach.
 The Ten Keys to Successful Change Management
Key 1 – defining the vision: establishing the overall objective of change and outlining the way in which it
will be implemented.
Key 2 – Mobilising: creating a dynamic for change among employees, evaluating the issues raised by the
vision and specifying the main directions for improvement as a consequence.
Key 3 – Catalysing: : defining the project structure and how it will work in supporting, facilitating
and accelerating change.
Key 4 – Steering: defining and carrying out the set of actions which will guide the process of
change and keep it on course.
Key 5 – Delivering: implementing the changes by realising the vision in terms of the day-to- day
operation of the business, in other words altering structures, methods, attitudes and culture in order to
produce the anticipated quantitative and qualitative results.
Key 6 - Obtaining participation: ensuring that all employees affected by change participate, in order both
to enhance the vision and to ease its implementation.
Key 7 - Handling the emotional dimension: overcoming resistance and mental blockages, so
that change can be delivered.
Key 8 - Handling the power issues: redirecting power relations to bring them into line with the vision so
that they contribute positively to the process of change.
Key 9 - Training and coaching: providing training in both technical and interpersonal skills, to help
employees maximize their contribution to the process of change and subsequently incorporate the vision
into their everyday life
Key 10: Communicating actively: initiating and coordinating a communication explosion, to encourage
universal participation and involvement and hence promote change
IMPLEMENTATI
ON OF CHANGE
 Managing the implementation phase

 Change can disrupt normal work practices and undermine the

existing system.
 In order to move from A to a more desirable state B it is often necessary
to move through a transition stage C where people have to keep the old
system operating while developing the new one.
 Navigating the transition stage

A common problem in this transition stage is that people

give more attention to ‘keeping the show on the road’ and
maintaining operations
and
Less attention to planning and implementing the change.
 Appoint a transition manager
The change manager might be:
The person in charge of the pre-change state
The person who will be in charge of the post-change state
A temporary change manager (a project manager or an external ‘expert’).

The change manager requires:

Sufficient power to ensure resources are allocated as required (rather than
being concentrated on maintaining current operations)
Respect of both existing operations leadership and those working to develop
the new system/state
Ability to win support and commitment rather than provoke
resistance and compliance
 Provide needed resources
There is always a cost associated with change

 In an emergency and over the short term existing employees

may be able to cope with the resources currently available,
 Where change requires sustained attention (or is a more constant
feature) it will need to be properly resourced
 Resource include money , material, support from top
management, HR support, etc.
 Beckhard and Harris identify
seven characteristics of effective
transition plans
 Purposeful – activities linked to change goal
. Task specific – avoid vague generalisations
 Integrated – interdependencies factored in
 Temporal – everything is timetabled
 Adaptable – contingency plans to cope with surprises
 Agreed – with key stakeholders
 Cost-effective to avoid waste

some of these points receive more attention later

 Example of Successful Change Management Plan

Nokia
Nokia was one of the world’s largest suppliers of mobile devices before smartphone mania
swept the world.

After 2010 profit declined and Apple beat Nokia to market with its iPhones.

In 2017,Nokia has reinvented itself time and hired a new CEO to take the reins.

The new management team decided to sell the company’s struggling phone division to
Microsoft.

Nokia has changed the focus of its operations once more. and building network and mapping
technologies, among other initiatives.
 Example of Successful Change Management Plan
Amazon
Amazon went online in 1995, has undergone a slew of changes —led by Jeff Bezos, during the last two-plus
decades.

First it sold was books and expanded to include things like CDs and DVDs.

Bezos wanted Amazon to become the world’s largest, offering new products, launching Amazon Prime, launching
Amazon Instant Video ... the list goes on, and today, Amazon sells more than 200 million products to customers
all over the world.

Bezos hopes Amazon can produce as many as 16 feature films each year. In 2017, Bezos & his team took home
three Oscars.

It appears as though Amazon is a company that can be characterized as changing constantly.

To date, they’ve been successful, by putting its customers first.