change management - implementation
Managing the change
Preparation for change
- Environmental analysis.
- Set out the strengths and weaknesses of the organisation
– Current provisions
– Resources
– Roles and responsibilities
- Identify the change required
- Determine the major issues
- Identify and assess the key stakeholders
- Win the support of key individuals
- Identify the obstacles
- Determine the degree of risk and the cost of change
- Understand why change is resisted
- Recognize the need for change, identify current position, devise a suitable method
Building the vision
- Develop a clear vision
- Make it people clear about what a change involves and how they are involved in it
- What is involved
- What is the proposed change
- Why should we do it
- What the major effects will be
- How we can manage the change
Plan the change
• Devise appropriate strategies to introduce change
• Design the change
• Identify the significant steps in the change process
• Discuss the need for change and the full details of what is involved
• Allow people to participate in planning change
• Communicate the plan to all concerned
• Produce a policy statement
• Devise a sensible time scale
• Produce action plans for monitoring the change
• Allow people to participate in planning change
• Get all parties involved in and committed to the change
• Inspire confidence by forestalling problems and communicating regularly
• Devise a sensible time scale for implementation of change
• Anticipate the problems of implementation
• Understand why change is resisted
Implementing the change
• Check on and record progress
• Make sure that change is permanent
• Evaluate the change
• Improve on any weak areas
• Overcome resistance
• Involve all personnel affected
• Keep everyone informed
• Devise an appropriate reward system
• Be willing to compromise on detail
• Ensure that strategies are adaptable
• Select people to champion change
• Provide support and training
• Monitor and review
Two types of change
(1) Step change
- Dramatic or radical change in one fell swoop
- Radical alternation in the organisation
- Gets it over with quickly
- May require some coercion
(2) Incremental change
- Ongoing piecemeal change which takes place as part of an organisation’s evolution and development
- Tends to more inclusive
Step v incremental change
Techniques to help implement change
Teams building across units
Internal communication
Negotiation
Action planning
Change agents or champions of change
And a certain amount of compulsion manipulation and coercion
Change agents
Managers should be able to act as change agents:
- To identify need for change
- Be open to goods ideas for change
- To able to successfully implement change
Advantages of using a change agent:
- Forces trough change
- Becomes the personification of the process
- Responsibility for change is delegated thus freeing up senior managers to focus on future strategy
Helping people to accept change
- Consider how they will be affected
- Involve them in the change
- Consult and inform frequently
- Be firm but flexible
- Make controversial change as gradually as possible
- Monitor the change
- Develop a change philosophy
Six ways of overcoming resistance to change
- (1) Education and communication - if people understand the needs for change and what is involved they are more likely to co-operate.
- (2) Participation and involvement - to encourage people to feel ownership of the change.
- (3) Facilitation and support - listening to the real concerns of people affected.
- (4) Negotiation and agreement - agreement and compromise if necessary.
- (5) Manipulation - e.g. “buying off” leaders of resistance.
- (6) Explicit and implicit coercion - threats where necessary but this is a high risk strategy.
(source: Kotter and Schlesinger In HBR 1979)
Monitor and review
- Adapt as necessary
- Recording and monitor the changes
- Measure progress against targets
- Have the desired results been achieved?
- Has the process been successful?
- How do those affected feel about the new situation?
- What might have been done differently?
- How can those not responding well to the change be helped?
- Sustain the change.- prevent any back sliding
Kotter’s change phases model
- Establish a sense of urgency
- Create a coalition
- Develop a clear vision
- Share the vision
- Empower people to clear obstacles
- Secure short term wins
- Consolidate and keep moving
- Anchor the change
Change management failures
What not to do
Ways to increase resistance to change:
Managers can increase resistance by:
- Failing to specific about a change
- Failing to explain why change is needed
- Not consulting
- Keeping people in the dark
- Creating excess work pressure
- Expecting immediate results
- Not dealing with fears and anxieties
- Ignoring resistance
Reasons why change can fail
- Employees do not understand the purpose or even the need for change
- Lack of planning and preparation
- Poor communication
- Employees lack the necessary skills and/ or there is insufficient training and development offered
- Lack of necessary resources
- Inadequate/inappropriate rewards
Eight common reasons for failure of change management:
- Allowing too much complexity
- Failing to build a substantial coalition
- Failing to understand the need for a clear vision
- Failure to clearly communicate that vision
- Permitting roadblocks against that vision
- Not planning for short term results and not realising them
- Declaring victory too soon
- Failure to anchor changes in corporate culture
(John Kotter)
tutor2u is the leading global publisher of e-learning resources for Economics, Business, Politics, Enterprise, Law, Sociology, Religious Studies and related subjects. Our materials are used by over 3,500 schools and colleges in the UK and in educational institutions in over 85 other countries. tutor2u offers a range of free and subscription-based materials - designed to support teachers and inspire students. The business also runs a popular series of student revision workshops and teacher conferences. tutor2u was named Online Learning Resource of the Year at the prestigious BETT Show - the World's leading educational show.
|
Privacy & terms of Use |
Contact us |
Teacher Newsletters & Subject Blogs |
