Implementation
Effective Change Management Organization members are the key source of energy for change
Effective Change Management
Effective Change Management
Key members recognize the need for change and are attracted by the positive outcomes of change
•Willingness to change norms and procedures
Employee Readiness for Change Perceived Personal Risk from Change
High Low
Dissatisfaction with Current Situation
Low
High
High
Moderate to indeterminate
Moderate to indeterminate
Low
Why do people resist change?
1
Fear…I stand to lose a lot.
Why change?
This will hurt too much….
HE’s pushing through this change?
It wasn’t my idea, so why should I be concerned?
This will just make my life more difficult!
2
No one else thinks it’s a good idea, so ….
I don’t think so! Make me!
Why do people accept change?
I’m going to get promoted!
It’s about time! We’ve been needing this for some time now!
This will solve a lot of problems!
3
If he thinks it’s a good idea then I’m all for it!
I’m excited to see that some of my ideas made a difference.
This will make my life so much easier!
This is going to give me some great experience and I’ll be able to work with some important people!
Negative Behavioral Reactions to Change Every one I’ve talked to is excited about it!
4
Disengagement
Withdrawal Lose interest in job No commitment
Confront employees
Disidentification
Draw them out so they can identify concerns that need to be addressed
Identify threatened Feel vulnerable Cling to past procedures
Encourage employees to explore their feelings & transfer positive feelings into new situation.
5
Disenchantment
Anger!
This will never work!
Sabatoge
Move negative, emotionally charged state to neutral state
Acknowledge anger as normal -don’t hold it against them
6
Disorientation
Lost & confused
Waste time trying to figure out what do to instead of how to do things.
Ask lots of questions Becomes too detail oriented
Elements of Successful Change
Explain change in a way that minimizes the ambiguity that is present.
7
Why do implementations fail? Desire to change Ability to change Permission to change
Design flaws
Unrealistic expectations
Lack of support from upper management
No implementation strategy
8
Politics of implementation
High levels of conflict
=
High levels of failure
Force Field Analysis Driving forces
Resisting forces
High performance goals
Group norms for output
New equipment
Familiarity with present equipment Complacency
Competition
Need to learn new skills
Employees with new skills Desire for increased influence and rewards
Fear of reduced influence and rewards Current level of group performance
Deflect Goals
Counterimplementers
Desired level of group performance
Divert Resources Piling on The fifth column
The easy life Play money
9
Dissipate Energy
We’ll do it our way
When political problems are likely, ask yourself . . . What resources do I need to overcome the most probable games?
Not our job Odd man out
When political problems are likely, ask yourself . . .
When political problems are likely, ask yourself . . .
Who controls the resources, directly or indirectly?
Will the resource owners cooperate? If not, how will I work around them or buy them off?
When political problems are likely, ask yourself . . .
When political problems are likely, ask yourself . . .
Can I redesign my option to thwart the counter-implementers?
Can I fix the game?
10
When political problems are likely, ask yourself . . .
When political problems are likely, ask yourself . . .
Can I find a senior person who can help me overcome the obstacles?
Why should someone fix the game for me?
When political problems are likely, ask yourself . . . Can I build a coalition to fix the game?
Keys to Successful Change
Empathy
Communication
11
Participation
Support
Effective Change Management
Motivate change
Create a shared vision
Develop political support
12
Manage the transition
Sustain momentum
Are You ready to change?
13