Managing Change
Programme developed and
delivered by Dr Belinda Ketel
Faranani Facilitation Services
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Programme
07h30-08h00
Registration
08h00-08h20
Fasset Welcome, Briefing and
Introduction
08h20-09h30
The context for Change
09h30-09h40
Comfort Break
09h40-10h45
Implementing Change
10h45-11h05
Tea break
11h05-12h25
Adapting to Change
12h25-12h30
Fasset closure
12h30-13h00
Lunch
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About this seminar
The seminar aims to challenge Skills
Development Facilitators (SDFs),
Human Resource Professionals and
Managers
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Context for change
• Understanding what change is
• The role of change management in the
organisation
• Drivers of change
• Effects of change
• Critical success factors in change management
• Planned vs. reactive change
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Implementing change
• Guiding principles of change management
• Change management models
• Stages in the Change Management process
• Trends in change management
• Factors in selecting a change management
strategy
• Change management strategies
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Implementing change
• Creating an organisational culture that embraces
change management
• Developing a change management plan
• The role of the change agent
• How HR/SDF can deliver change management
results
• Why change management often fails
• Measuring the impact of change processes –
results chain
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Adapting to change
• Creating resilient organizations
• Do’s and Don’ts of change management
• Consequences and mistakes in change
management
• Innovation practices to enhance change
management sustainability
• Managing risks in the change management
process
• Managing resistance to change – managing
people’s fear
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What is change?
1. The task of managing change
2. An area of professional practice
3. A body of knowledge
4. A control mechanism
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The Change Process as Problem Solving and
Problem Finding
•
The Approach taken to Change Management
Mirrors Management's Mindset
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Role of change in organisations
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What does CHANGE feel like?
Change three things……
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Own experience of CHANGE
• What change processes have you experienced in
your organisation in the last 2 years?
• Share briefly in your groups – what was more
positive / more negative about these changes?
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Change is an episodic activity
It starts at some point, proceeds through
a series of steps, and culminates in
some outcome that those involved
hope is an improvement over the
starting point……
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Thoughts on change
• Change takes time, but quick-fixes are essential
to make it happen
• You can’t expect to get every-thing right, so
expect mistakes - don’t be paralysed at the
possibility of making them
• If you wait until all the facts are in, they’ll be
useless
• The biggest risk is to avoid all risk
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Drivers of change
1. Inadequate Financial Performance
2. Change In Strategic Objectives
3. End of the Product Development Life Cycle
4. New Technology
5. Mergers and Acquisitions
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Triggers of change
• External Triggers
 Globalisation
 Major political and social events
 New laws and regulations
 New technology
 Organisational growth and expansion Fluctuations
in business cycles
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Triggers of change
• Internal triggers
 New leader with new management style
 New strategic plan
 Need to improve performance
 Need to save money or reduce debt
 Need to manage an increasingly diverse workforce
 Need to meet customer’s expectations of service
 Need to keep up with international and local trends
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Critical success factors
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Managing organisational change
Common Characteristics of
the Transition Stage
Present
State
Vision
• Confusion with roles,
decision making, authority
• Holding on to the past
• Cynicism
• Difficulty with ambiguity
• Back-sliding to old
behaviours
• Skills/knowledge gaps
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So what makes up a good
change process then?
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Change Management Matrix
Pressure
For
Change
Clear
Shared
Vision
Capacity
For
Change
Actionable
1st Steps
Successful
Change
Bottom of
the Basket
Pulling in
different
directions –
no results
Frustration
and muddled
actions
Nothing
happens
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Types of Change
Behavioural
Structural
Technical
Change Attitudes/
Values
Change Structures/
Designs
Change Production/
Methods
New Behaviours
New Relationships
New Processes
Performance
Improvement
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“Ten Commandments”
• Analyse the organisation and its need for change
• Create a shared vision and common direction
• Separate from the past
• Create a sense of urgency
• Support a strong leader role
• Line up political sponsorship
• Craft an implementation plan
• Develop enabling structures
• Communicate, involve people, and be honest
• Reinforce and institutionalize change
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Planned and reactive change
Planned Change:
• This occurs when a change results from a deliberate
decision to alter the organisation.
• A company may wish to move from one structure to
another and, thus, engage in a carefully constructed
or orchestrated approach to alter the structure or
functions of the organisation.
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Planned and reactive change
Planned change has three facets
 Incremental change: This is change of a relatively small scope,
such as making a small modification in a work procedure. It is
change involving minor improvements.
 Strategic change: This is change of a larger scale, such as the
restructuring of an organisation. In strategic change, the
organisation moves from an old state to a known new state
during a controlled period of time. Strategic change usually
involves a series of
transitional steps.
 Transformational change: This is the most massive scope of
change. With this change, the organisation moves to a radically
different, and, at times, unknown future state. In this change
process, the organisation’s mission, culture, goals, structure, and
leadership may all change dramatically.
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Planned and reactive change
Unplanned Change
• Alterations may occur as a result of imposed conditions.
Such change may be unforeseen. Unplanned changes
may be environmental, for instance, natural disasters.
Government regulations and economic conditions may
lead to abrupt and unexpected changes for
organisations.
• Whether forced or planned, but especially in the case
of the latter, change needs to be managed, especially
because it can be either disruptive or constructive
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Why are most change initiatives
not sustainable?
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Change models
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Change models
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Change models
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The learning organisation
Personal
Mastery
Team Learning
Mental Models
The Learning
Organisation
Shared Vision
Systems
Thinking
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ADKAR Model
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ADKAR Model
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Stakeholder involvement
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The “laws” of change management
systems
• Areas of the highest leverage are often least
obvious
• Behaviour grows better before it gets worse
• Cause and effect are not closely related in time
and space
• The cure can be worse than the disease
• Dividing an elephant in half does not produce two
elephants
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The “laws” of change management
systems
• The easy way out usually leads back in
• Faster is slower
• The harder you push, the harder the system pushes
back
• There is no blame
• Today’s problem come from yesterday’s solutions
• You can have your cake and eat it too - but not all
at once
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Strategies for managing change
• Directive
• Expert
• Negotiating
• Educative
• Participative
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Creating an organisational
culture that embraces change
Assessment tools:
• Organisational–type Inventory
• Organisational Climate Questionnaire
• Organisational Readiness Inventory
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Designing a change
management plan
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Change agent responsibilities
Change Agent analyses:
• Existing problem / challenge
• Current reality of team
• Desired future state
• Barrier preventing progress
• Forces of the change
• Goals of key stakeholders
• Organisation’s strategy
• Organisation’s readiness and capacity to change
• Other changes in the organisation
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Change agent roles
•
•
•
•
•
•
•
•
The Facilitator
The Designer
The Project Manager
The Educator
The Marketer
The Inspiration Agent
The Systems Integrator
The M&E expert
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Change agent skills
• Political skills
• People skills
• Systems skills
• Business skills
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Role of HR and SDF
Future/Strategic focus
Management of
strategic
human resources
Management of
transformation
and change
People
Processes
Management of
organisational
infrastructure
(HR processes
and systems)
Management of
employee
contribution
Day to day operational focus
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Why change management fails??
• Miss-starts
• Making change an option
• Focus only on process
• Focus only on results
• Not involving the people expected to implement the
changes
• Delegate to outsiders
• No change in reward system
• Leadership doesn’t walk the talk
• Wrong size
• No follow-through
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Measuring the IMPACT of change
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Indicators for measurement
• Baseline
• Input
• Output
• Outcome
• Impact
• Process
• Composite
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Measuring the IMPACT of change
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Measuring the IMPACT of change
In your groups:
• Identify take any e.g. of change from your
organisation/s;
• Plan a results chain for this change – use colour
cards provided
• Identify the IMPACT measures that are critical
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Organisational resilience
• Its NOT something you do, its something you
ARE!
• …..is the capacity for complex systems to
survive, adapt and grow in the face of turbulent
changes;
• A resilient enterprise is risk intelligent , flexible
and agile.
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Organisational resilience
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Organisational resilience
How does it help an organisation?
• Return to pre-disruption profits faster
• Uses the event as an opportunity to improve its
effectiveness
• Reduce the cost of the disruption
• Reduce exposure to unintended losses
• Negate the requirement for increased regulation to
meet expectations
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Organisational resilience
What does a resilient organisation look like?
• Pulls together to work as a team in times of adversity
• Knows what needs to be achieved
• Has supportive networks with role players
• Adapts quickly and with enthusiasm to challenges
• Foresees developing threats
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Organisational resilience
Connections
Optimism
Unity
Effective Communication
Survivor instincts
Interdependency
Understanding
Cohesion
Ability to bounce back
Shared vision
Innovation
Self reliance
Flexibility
Determination
Preparation
Strong spirit
Awareness of S & W
Strong social capital
Vigilance
Leadership
Informed View
Resourcefulness
Learning Organisation
Forward thinking approach
Intuition
Collaboration
Situational awareness
Exercises & practices
Anti-silo mentality
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Organisational resilience
Five Principles
1. Leadership
2. Culture
3. People
4. Systems
5. Settings
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Why people resist change
• Fear of the unknown
• Unaware of future dangers
• Complacent
• Unaware of benefits of change
• Unable to deal with uncertainty
• See change as a personal threat
• Afraid own “kingdom” will be toppled
• Cannot envisage future
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The human response to change
OVERT
COVERT
Unawareness
Suppression
Denial
Guilt and questioning
Projected aggression
Anger, repulsion and selfrejection
Bargaining
Fight-flight-freeze
Acceptance
Connection and pro-action
Resistance, malicious
compliance and inertia
Powerlessness, loss and
despair
Hope or resignation
Ownership
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Response to change characteristics
Acceptance
ACTIVE
Anger
E
M
O
T
I
O
N
A
L
R
E
S
P
O
N
S
E
PASSIVE
Bargaining
Testing
Stability
Denial
Immobilisation
Depression
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TIME
Typical responses to change
• Dis-engagement
• Dis-identification
• Dis-enchantment
• Dis-orientation
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Overcoming resistance
1. Mobilise commitment
2. Develop a Shared Vision
3. Foster consensus and competence
4. Spread revitalisation
5. Institutionalise revitalisation
6. Monitor and adjust strategies
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Thank you ….
Head Office (Cape Town): 206 Rosmead Ave, Wynberg, 7800,
PO Box. 457, Plumstead 7801
Gauteng: Postnet Suite 469, Private Bag X51, Bryanston
East London: Posnet Suite Number 187, Private Bag X3, Beacon Bay, 5205,
South Africa.
Ph: (021) 762 - 5742 Fax: (021) 762 – 9745
Email: marketing@farananiservices.co.za
http://www.farananiservices.co.za
(PTY) LTD 2007/019026/07 Accreditation No: Services Seta: 0866/02/11/05
Directors: Benedict Pillay, Deborah Williams, Zukiswa Mandlana
Fasset Managing Change Seminar
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