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Semester 04Organization DevelopmentChange Management
Presented by Dr. Prabath Karunanayake
MBBS, MBA in HRM, PGDipPsych, PGDipOHS Director HR, China Harbour Engineering Company
Lead Consultant, Prabath Karunanayake Associates
[email protected]/prabath2014
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
MASTERS INHUMAN RESOURCE
MANAGEMENT
Lesson plan
• Theories and models of change• Types of planned change• Leading and managing change• Transactional and transformational change• Episodic and continuous change• Stakeholder management• Activity – Video case studies on change
managementCummings & Worley, 9e (c) 2009 South-Western College Publishing
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Lewin’s Change Model
Unfreezing
Movement
Refreezing
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Action Research Model
Feedback to ClientData gathering after
action
Problem Identification
Joint action planningConsultation with a behavioral scientist
Data gathering & preliminary diagnosis
Joint diagnosis
Action
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Appreciative Inquiry Model
Initiate inquiry
Envision a preferred future
Inquire intobest practices
Design and deliverways to create
the future
Discover themes
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Comparison of Planned Change Models
• Similarities– Change preceded by diagnosis or preparation– Apply behavioral science knowledge– Stress involvement of organization members– Recognize the role of a consultant
• Differences– General vs. specific activities– Consultant role vs. member involvement– Problem-solving vs. leveraging strengths
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
General Model of Planned Change
Evaluatingand
InstitutionalizingChange
Planningand
ImplementingChange
DiagnosingEntering
andContracting
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Different Types of Planned Change• Magnitude of Change
– Incremental– Quantum
• Degree of Organization– Overorganized– Underorganized
• Domestic vs. International Settings
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Motivating Change
Creating Vision
DevelopingPolitical Support
Managing the Transition
Sustaining Momentum
EffectiveChange
Management
Change Management Activities
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Motivating Change• Creating Readiness for Change
– Sensitize the organization to pressures for change– Identify gaps between actual and desired states– Convey credible positive expectations for change
• Overcoming Resistance to Change– Provide empathy and support– Communicate– Involve members in planning and decision
making
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Creating a Vision• Discover and Describe the Organization’s
Core Ideology– What are the core values that inform members
what is important in the organization?– What is the organization’s core purpose or
reason for being?• Construct the Envisioned Future
– What are the bold and valued outcomes?– What is the desired future state?
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Managing Political Support• Assess Change Agent Power• Identify Key Stakeholders• Assess Stakeholder Power and Interest• Influence and manage Stakeholders
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Managing the Transition
• Activity Planning– What’s the “roadmap” for change?
• Commitment Planning– Who’s support is needed, where do they stand,
and how to influence their behavior?• Management Structures
– What’s the appropriate arrangement of people and power to drive the change?
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Sustaining Momentum• Provide Resources for Change• Build a Support System for Change Agents• Develop New Competencies and Skills• Reinforce New Behaviors• Stay the Course
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Transactional and transformational change
Transactional change Transformational change
Leadership is responsive ProactiveFocus is on solving problems; delivering defined results
On setting stage for revelation; delivering innovations
Process works within the organizational culture
To change the organizational culture by implementing new ideas
Participation is by pushing employees to through reward and punishment
By pulling employees through motivational and empowerment
Motivates followers by appealing to their own self-interest
By encouraging them to transcend their own interests for those of the team
Commitment is buy-in and sign-off Built on trust; invested in process
Cummings & Worley, 9e (c) 2009 South-Western College Publishing
Episodic and continuous changeEpisodic change Continuous change
Organization is inertial Emergent and self-organizingChange is infrequent, discontinuous and intentional Constant, evolving and cumulative
Change is an occasional interruption or divergence from equilibrium
A pattern of endless modification in processes and practices
Change is driven externally Driven by organizational instability
Perspective is macro, distant, global Micro, close, local
Emphasis is short-term adaptation Long-run adaptationIntervention is Lewinian (unfreeze, move, refreeze)
Confucian (freeze, rebalance, unfreeze)
Role is prime mover who creates change Sense maker who redirects change
FB/prabath2014FB/mindbody2014
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Cummings & Worley, 9e (c) 2009 South-Western College Publishing
