STEPHEN NJUGUNA
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Change can be defined as a transition from one
state to another with focus on being different.
Change management is the use of systematic methods to
ensure that an organization change can be guided in the
planned direction conducted in a cost effective manner and
completed within the targeted time frame and with the
desired results.
the approach to plan, design, implement,
manage, measure and sustain changes in
business process and work
Coping process of moving from a unsatisfactory
present state to a desired state
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◦ Anticipatory changes: planned changes based on
expected situations.
◦ Reactive changes: changes made in response to
unexpected situations.
◦ Incremental changes: subsystem adjustments
required to keep the organization on course.
◦ Strategic changes: altering the overall shape or
direction of the organization.
STEPHEN NJUGUNA
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Strategic change is one that involves fundamental
changes in the business of the organization and its
future direction.
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Organizations have to change to align themselves to
changes in their environments.
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Purpose of strategic change is to ensure that
organization is heading in the right direction
(effectiveness),
STEPHEN NJUGUNA
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Change in organization has two critical dimensions:
 Business dimension
 People dimension
STEPHEN NJUGUNA
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Business change elements include:
 The need for change – Why is the change
necessary?
 The change strategy (scope and objectives) –
what will it involve and how will it happen?
 Implementation – who will be involved and
what will they do?
 Post implementation – how will the change be
evaluated?
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Areas of concern:
 Scale – what aspects of the organization
is affected.
 Magnitude – how significant are the
alterations to status –quo
 Duration – how long will it last
 Strategic importance- how much will it
be a departure from the current business
STEPHEN NJUGUNA
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This involves the alignment of the organization’s
culture, values, people, and behaviours to encourage
the desired results.
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The people dimension of change is how employees
experience the change process.
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Helping employees cope with change is one of the most
critical success factors in change management.
STEPHEN NJUGUNA
People Dimension
 Change leadership must ensure that they fully address
the human side of change, otherwise their best laid
plans may fail.
 This involves addressing concerns like:
 involvement – of all levels in the organization
Ownership – ensuring all “own” the change
 Communication – right info and right timing.
 Culture – cultural diagnosis to assess
organizational readiness.
STEPHEN NJUGUNA
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Effective management of people dimension of change
requires managing five key phases:
ADKAR model
 AWARENESS
 DESIRE
 KNOWLEDGE
 ABILITY
 REINFORCEMENT
STEPHEN NJUGUNA
of the need for change (“why
change if its working?”
 Awareness
How do you go about creating the
awareness for change?
STEPHEN NJUGUNA
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Desire to participate and support the change. Once
aware, people need to know how change will affect
them, what is expected of them, how soon it will
happen etc.
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Once an individual has an understanding of why a
change is needed (Awareness), the next step in
successful change is making a personal decision
to support and participate in the change.
STEPHEN NJUGUNA
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Many practitioners say that desire is the most difficult
of the five building blocks to achieve.
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Desire is difficult because it is ultimately a personal
decision that is not under our direct control.
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The actions and words of managers and executive
leaders have a tremendous influence on an
employee’s desire to support a business change.
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While there are certainly ways to try and influence a
person's decision to get "on board" with a change, in
the end individuals must make this decision
themselves.
STEPHEN NJUGUNA
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Understanding the underlying factors that influence
an individual’s desire to change is an important first
step to achieve this element of the ADKAR model.
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What are the specific strategies that we can employ
to create the desire in people to support and
participate in the change process?
STEPHEN NJUGUNA
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Knowledge of how to change. People need to know
what’s in it for them, how they are expected to change
etc
How do you facilitate people to acquire the relevant
knowledge for them to sail through change?
STEPHEN NJUGUNA
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Ability to implement the change on a day –to-day
basis. People need to be enabled to act and behave as
expected in the new situation.
How do you empower the people to perform as
expected?
STEPHEN NJUGUNA
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Reinforcement to keep the change in place. Need
motivation to keep the newly acquired behaviour going
including rewarding performance, encouragement,
recognition etc
How do you reinforce the change?
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 Urgency
 Vision
 Empowering
 Execution
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What causes the urgency?
Changing customers
 Changing competition
 Changing environment
 Changing technology
 Benchmarks
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Characteristics of a vision
 Clear and concise
 Built around customers
 Inspirational
 Widely shared
 Linked with daily behaviour
 Created participatively
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Need to empower people in organization because:
 People need capability to do their jobs
 They need to know the consequences of their actions
and that they will be held accountable for their actions.
 Need clarity of vision.
 People need control over how they will contribute to
getting there.
STEPHEN NJUGUNA
Developing organizational capability to handle change
through:
 Technical and team skills
 Training
 Hire new skills
 Frequent re-orientation
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To execute effectively you need:
 Align systems
 Align the structures around customers
 Develop self directed work teams
 Use training as a leverage activity
STEPHEN NJUGUNA
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Urgency defines why we must do something
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Vision describes where to go
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Empowerment tells us who will be accountable
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Execution tells us how to accomplish the vision.
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Surprise
◦ Unannounced
significant
changes
threaten
employees’ sense of balance in the workplace.
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Inertia
◦ Employees have a desire to maintain a safe, secure,
and predictable status quo.
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Misunderstanding/Ignorance/Lack of Skills
◦ Without introductory or remedial training, change
may be perceived negatively.
STEPHEN NJUGUNA
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Emotional Side Effects
◦ Forced acceptance of change can create a sense of
powerlessness, anger, and passive resistance to
change.
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Lack of Trust
◦ Promises of improvement mean
employees do not trust management.
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Fear of Failure
nothing
if
◦ Employees are intimidated by change and doubt
their abilities to meet new challenges.
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Personality Conflicts
◦ Managers who are disliked by their employees are
poor conduits for change.
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Poor Timing
◦ Other events can conspire to create resentment
about a particular change.
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Lack of Tact
◦ Not showing sensitivity to feelings can create
resistance to change.
STEPHEN NJUGUNA
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Threat to Job Status/Security
◦ Employees worry that change threatens their job or
security.
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Breakup of Work Group
◦ Changes can tear apart established on-the-job
social relationships.
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Passive-Aggressive Organizational Culture
◦ The more things change, the more they stay the
same.
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Competing Commitments
◦ Change can disrupt employees in their pursuit of
other goals.
STEPHEN NJUGUNA
◦ Education and communication
◦ Participation and involvement
◦ Facilitation and support
◦ Negotiation and agreement
◦ Manipulation and co-optation
◦ Explicit and implicit coercion
STEPHEN NJUGUNA
STEPHEN NJUGUNA
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THANK YOU
STEPHEN NJUGUNA