* Team
Change Management
Joyce Osland
Executive Director, Global Leadership
Advancement Center
College of Business
San Jose State University
How many change programs
succeed?
Only 30%!
How many of you made a
New Year’s Resolution?
How many of you are
succeeding at it?
Myth #1
CRISIS IS A POWERFUL
IMPETUS FOR CHANGE
REALITY:
Ninety percent of patients who’ve had
coronary bypasses don’t change
their unhealthy lifestyles even though
they know their lives are threatened.
Myth #2
CHANGE IS MOTIVATED
BY FEAR
REALITY:
It’s too easy for people to go into
denial of the bad things that might
happen to them. Compelling,
positive visions of the future are a
much stronger inspiration for
change.
Myth #3
THE FACTS WILL SET US
FREE
REALITY:
Our thinking is guided by narratives, not
facts. When a fact doesn’t fit our
conceptual “frames” (the metaphors we
use to make sense of the world) we reject
it. Change is inspired best by emotional
appeals rather than factual statements.
Myth #4
SMALL, GRADUAL CHANGES
ARE ALWAYS EASIER TO
MAKE AND SUSTAIN
REALITY:
Radical sweeping changes are often easier
because they quickly yield benefits.
Myth #5
WE CAN’T CHANGE BECAUSE
OUR BRAINS BECOME
“HARDWIRED”EARLY IN LIFE
REALITY:
Our brains have extraordinary “plasticity,”
meaning that we can continue learning
complex new things throughout our
lives—assuming we remain truly active
and engaged.
What have you learned about
change from your own
experience in organizations?
What questions do you
have about managing
change?
Nature of Organizational
Change
Means reexamining basic assumptions
Involves a mourning period for old ways
New behavior leads to new attitudes
Process of unfreezing, moving,
refreezing
Too much change is disturbing
Unpredictable; may result in
unanticipated consequences
Difficult but not impossible
Four Basic Conditions Needed for
Change
Compelling story – buy-in
Role modeling – lead by example
Reinforcing mechanisms – aligned
systems, processes, incentives
Capability building – training/buying the
skills needed to make the change
Compelling Story – How Human
Nature Gets in the Way
1. What motivates you doesn’t motivate
most of your employees
You’re better off letting them write their
own story
It takes a story with both + and – to
motivate them
Role Modeling – How Human
Nature Gets in the Way
Leaders mistakenly believe that they
already “are the change”
Influence leaders aren’t a panacea for
making change happen
Reinforcing Mechanisms – How
Human Nature Gets in the Way
Money is the most expensive way to
motivate people
The process and the outcome have to be
fair
Capability Building – How Human
Nature Gets in the Way
Employees are what they think, feel, and
believe in
Good intentions aren’t enough
Conditions Favorable for
Change
C=(D X S X P) > X
Where...
C = change
D = dissatisfaction with status quo
S = an identifiable and desired end state
P = practical plan for achieving the desired
end state
X = the cost of change to the organization
Change is a process, not an
edict.
Goal/
Solution
Process
Stages in the Change Process
Increase Urgency
Make Change
Stick
Build the
Guiding Team
Don’t Let Up
Get the Vision
Right
Create ShortTerm Wins
Communicate
for Buy-In
Empower Action