“A GREAT IDEA WON’T MATTER IF YOU CAN’T
CARRY IT THROUGH”
A presentation by Mark Casey
CHANGE MANAGEMENT
Change management is a structured approach to
transitioning individuals, teams, and
organisations from a current state to a desired
future state, to fulfill or implement a vision and
strategy.
KURT LEWIN
1890 - 1947
Change Theory – 3 Stage Process
UNFREEZE
CHANGE
REFREEZE
UNFREEZING
What ever assists people to accept that change
is needed because the existing situation is not
adequate
CHANGING
Involves rearranging of current work practices
and procedures to meet new needs
REFREEZING
Reinforces the changes made so that the new
practices of behaving become established.
FORCE FIELD ANALYSIS
Process of analysing the forces that drive
change and the forces that restrain it
DRIVING FORCES
Factors that push towards the new, more
desirable status
RESTRAINING FORCES
Factors that exert pressure to continue past
behaviour or resist new actions
ORGANISATIONAL CHANGE
Three options to bring about change:
1.
2.
3.
Increase the driving forces
Decrease the restraining forces
Do a combination of the two approaches
JOHN P KOTTER 1947 1.
2.
3.
4.
5.
6.
7.
8.
CHANGE MODEL
Create Urgency
Form a Powerful Coalition
Create a Vision for Change
Communicate the Vision
Remove Obstacles
Create Short-term Wins
Build on the Change
Anchor the Changes in Corporate
Culture
INDIVIDUAL CHANGE
“Everyone thinks of changing the world, but no
one thinks of changing himself”
Leo Tolstoy
ADKAR MODEL – PROSCI 1994
ADKAR describes the required phases that an
individual will go through when faced with
change.
ADKAR is a foundational tool for understanding
“how, why and when” to use different change
management tools.
FIVE BUILDING BLOCKS OF CHANGE
Awareness
Desire
Knowledge
of the need for change
to participate & support change
on how to change
Ability
to implement skills & behaviours
Reinforcement
to sustain the change
PROCHASKA STAGES OF CHANGE MODEL
The stages of change are:
Pre-contemplation (Not yet acknowledging that there is a
problem behavior that needs to be changed)
Contemplation (Acknowledging that there is a problem but not
yet ready or sure of wanting to make a change)
Preparation/Determination (Getting ready to change)
Action/Willpower (Changing behavior)
Maintenance (Maintaining the behavior change) and
Relapse (Returning to older behaviors and abandoning the new
changes)
CHANGE MANAGEMENT
Four key areas of successful change management.
They are:
Understanding change.
Planning change.
Managing resistance to change.
Implementing change.
UNDERSTANDING CHANGE
Before you manage a project that involves changing the
way that people work, you must first understand how
people react to change.
Reactions can range from "shock and denial," when
business as usual is first disrupted, to "acceptance" and
"commitment," as the change is implemented.
Levels of performance may fall as they learn how to use
new systems and processes.
“Unfreeze-Change-Refreeze" highlights why you need to
build sufficient time into the process for people to
adjust.
PLANNING CHANGE
Conducting an impact analysis/ will assist you to
understand the possible positive and negative
consequences of change, so that you can
develop contingency plans to deal with any
issues that may arise [driving forces/restraining
forces].
MANAGING RESISTENCE TO CHANGE
For people to be motivated to change, they must
be dissatisfied with the current situation, and
must think that the proposed solution is
desirable and practical. Use this equation to
assess readiness for change, so you can
ensure that a change is actually needed, and
that your planned changes will result in
significant benefits.
IMPLEMENTING CHANGE
When you implement change, communication is
crucial – you'll almost certainly have problems
at some point, and if you aren't regularly talking
about the plan and communicating your
successes, people may go back to the
preferred ways of doing things.
CHANGE EXAMPLE
One particular example of my direction and facilitation of
change management was with a manufacturing company
based in Queensland. My role as project manager was to
address issues of a declining market share due to a lack of
coordination of production processing, quality and the
delivery of product. As an established business the practices
and procedures had become stale and complacent.
Fundamental to this business was the performance of the
management team and the approach they presented which
can only be best described as “management by department
silos”. This fragmentation of the business was evident in the
raw product ordering, production area, manufacture /
quality as well as the sales and marketing of the product.
CHANGE EXAMPLE - CONTINUED
Change Tools Applied:
1.
2.
3.
4.
5.
6.
7.
Structure analysis – fit for purpose
Key stake-holder interviews
Social Network / Stake holder analysis
Meeting/s analysis – effective representation
Planned vs. actual analysis
Operations monitoring / reporting
Supervisor development
RESISTANCE TO CHANGE
Identifying resistance
- Lack of participation
- Openly expressing emotion
- Lack of attendance and absenteeism
- Reverting to old ways
- A decrease in productivity and missed
deadlines
RESISTANCE TO CHANGE
Ineffective methods for dealing with resistance
- Ignoring resistance and expecting it to go away on
its own
- Not listening to and understanding the concerns
of those impacted
- Not gaining input from those impacted
- Underestimating the resistance
- Poor communication
RESISTANCE TO CHANGE
Employee resistance
- Lack of understanding around the vision and
need for change.
- Comfort with the status quo and fear of the
unknown.
- Corporate history and culture.
- Opposition to the new technologies, requirements
and processes introduced by the change.
- Fear of job loss.
RESISTANCE TO CHANGE
Manager resistance
- Loss of power and control.
- Overload of current tasks, pressures of daily
activities and limited resources.
- Lack of skills and experience needed to manage
the change effectively.
- Fear of job loss.
- Disagreement with the new way.
- Scepticism about the need for change.