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INTRODUCTION

Change Management is not a singular concept; rather it includes a set of best practicesand experiences, which are used to handle both internal as well as external changes.Change Management includes effective management of new methods and systems in anongoing organization. Change from an existing setup to a new environment has its ownset of inherent problems and the problems become multifold when applied in a service

institution. It is a continuous, often contradictory process, which brings difficultchallenges as well as opportunities. Change is no longer a choice. So organizations

cannot avoid change. Managers, leaders have to be aware of change and take active rolein anticipating, planning, facilitating and implementing organizational change through

effective change management strategies. Competencies in managing change can helpthem to be more effective in moving the organization from the present towards thefuture.

Change management is not a stand-alone process for designing a business solution. It isthe processes, tools and techniques for managing the people-side of change. It is not aprocess improvement method. Change management is a method for reducing and

managing resistance to change when implementing process, technology or organizationalchange. Change management is not a stand-alone technique for improving

organizational performance. Change management is a necessary component for anyorganizational performance improvement process to succeed, including programs like:Six Sigma, Business Process Reengineering, Total Quality Management, OrganizationalDevelopment, Restructuring and continuous process improvement. Change managementis about managing change to realize business results.

DEFINITION

Change management can be defined as "the process of managing changes that occur because of an event".

Karen Kaiser Clark states "Life is change. Growth is optional. Choose wisely" .Management when defined simply is nothing but making wise choices at the correcttime.

Change Management includes the changes that lie within and are controlled by theorganization and those that come to terms with the changes occurring in the surroundingenvironment i.e. the events originating outside the organization and the response to

them.

The basic definition of Change management has following 3 important aspects:

• The task of ongoing change.

• An area of professional practice.

• A body of knowledge.

WHY IS CHANGE MANAGEMENT IMPORTANT?

'Managing change' refers to making of changes in a planned and managed or systematicfashion where the aim is to implement new methods and systems in an ongoingorganization in a more effective manner. The content or subject matter of change

management consists chiefly of the models, methods and techniques, tools, skills andother forms of knowledge that go into making up any practice. The subject matter of

change management is drawn from psychology, sociology, business administration,



economics, industrial engineering, systems engineering and the study of human andorganizational behavior.

The rate of organizational change has not slowed in recent years, and may even beincreasing. The rapid and continual innovation in technology is driving changes toorganizational systems and processes. Witness the startling growth of the Internet,which is enabling much faster and easier access to knowledge; add to this the increased

expectations of employees as they move more freely between organizations. And, of course, globalization has seen the tearing down of previous international market

barriers. It is no wonder that relentless change has become a fact of organizational life.

While management design and implement strategies that deliver improvement inperformance, they often neglect one key area for success - "Managing the change".Change management is important because understanding this change and its effect onthe organization and its people minimizes disruptive aspects and enhances positiveopportunities in the change process. These opportunities can include containing costs,realigning resources and respond more quickly to customer demands.

In spite of the importance and permanence of change, most change initiatives fail to

deliver the expected organizational benefits. This failure occurs for a number of reasons.One might recognize one or more of these in an organization which are as follows:

• Absence of a change champion or one who is too junior in the organization

• Poor executive sponsorship or senior management support

• Poor project management skills

• Hope rested on a one-dimensional solution

• Political infighting and tough wars

• Poorly defined organizational objectives

• Changing the team through diverting to other projects

Failed change initiatives leave burned out employees, making the next change objectiveeven more difficult to accomplish. It should come as no surprise that the fear of managing change and its impact is a leading cause of anxiety in managers.

Change management helps people to deal with change. Three key benefits are:

• Change management can help people to recognize how powerful the human

dynamics are in any change effort, how they dramatically affect the final resultand how management can use that knowledge to attain the best possible out

come.

• A change management strategy can act as a map for guiding action.

•Change management ideas and tactics can help the management to develop therelationship needed to maximize the effectiveness of a change.

TYPES OF CHANGE

Change can be better managed if categorized . Changes can be broadly categorized as:

• Provoked by pressure or necessity

• Induced by gentle persuasion rather than force

• Enforced change

• Motivation by example and evidences

• Designed according to individual needs and requirements



REASONS FOR CHANGE

Many things cause organizational change. These include:

• challenges of growth, especially global markets

•

changes in strategy• technological changes

• competitive pressures

• customer pressure, particularly shifting markets

• to learn new organizational behaviour and skills

• government legislation/initiatives.

Research indicates that organizations are undergoing major change approximately oncein every three years, whilst smaller changes are occurring almost continuously. There

are no signs that this pace of change will slow down.

CHANGE MANAGEMENT STRATEGIES

There are different strategies and procedures that are used to categorize the changeenvironment. The relevance of different change strategies is that they build upondifferent assumptions about human motivation and hence willingness to engage inchange at a particular point in time. These strategies are not intended to be mutuallyexclusive. Rather they may each be appropriate at a different stage of a particularchange process. Once the environment is identified, an effective implementation plan

can be composed. Five differing views are presented below.

Normative-re-educative strategy

This approach believes that changing the norms, attitudes and values of individuals will

lead to changes in their behaviours. It is based upon core beliefs, values and attitudes.So change will occur as individuals change their attitudes and this leads them to want tobehave differently. People are social beings and will adhere to cultural norms and values.Change is based on redefining and reinterpreting existing norms and values, anddeveloping commitments to new ones.

Rational-empirical strategy

This strategy is based on persuasion, and assumes that individuals are rational and as

such they will follow their own self-interest once this is made clear to them. The benefitsof a change therefore need to be highlighted and sold to the individuals as being of personal benefit to them. People are rational and will follow their self-interest — once it

is revealed to them. Change is based on the communication of information and theproffering of incentives.

Power-coercive strategy

This strategy is based on the application of power, with the belief that most people arecompliant to those who have greater power. A potential issue with this process is that

once the power is removed, individuals may revert to previous behaviours. People arebasically compliant and will generally do what they are told or can be made to do.Change is based on the exercise of authority and the imposition of sanctions.



Action-centred strategy

This focuses on the actions which include problem solving, looking at problems andfocusing on remedial actions.

Environmental – Adaptive Strategy

People oppose loss and disruption but they adapt readily to new circumstances. Changeis based on building a new organization and gradually transferring people from the old

one to the new one.

FACTORS IN SELECTING THE CHANGE STRATEGY

Generally speaking, there is no single change strategy. An organization can adopt ageneral strategy for any given situation. It can also adopt mix of strategies in specialcases. The following are the factors which influence the strategy chosen to changemanagement:

• Degree of change

Radical space in an organization argues for an environmental-adaptive strategy. It willchange the existing on an organization and build a new one instead of trying totransform the old one.

• Degree of resistance

Strong resistance argues for a coupling of power-coercive and environmental- adaptivestrategy. Weak resistance or concurrence argues for a combination of empirical-rationaland normative- reductive strategies.

• Target population

Large population argues for the mix of all four strategies. Diverse population also callsfor mix of all strategies. This implies that, there should be a careful segmentation.

• The stakes

High stakes argue for a mix of all strategy. When stakes are high, nothing can be left tochance. Moderate stakes calls for a power-coercive strategy.

•

The time-frame

Short-time frames argue for a power-coercive strategy. Longer time frames argue formix of empirical-rational, normative-re educative and environmental-adaptive

strategies.

• Expertise

Adequate expertise at making change in an organization argues for some mix of strategies



• Dependency

This is a classic double-edged sword. If the organization is dependent on its people,management's ability to command or demand is limited. Conversely, if people aredependent upon the organization, their ability to oppose or resist is limited.

THREE PHASES OF CHANGE STRATEGY

a) Definition phase

This phase accurately define the change. It involves,

o Problem specification

o Formulation of success criteria

o Identification of performance indicators

b) Evaluation phase

This phase helps to,

o Generate the options

o Selection of appropriate techniques

c) Implementation phase

o Development of implementation strategies

o Consolidation

TEAM WORK AS A STRUCTURE FOR CHANGE STRATEGY

Teamwork is the integrating element in allowing organization members to influence and

manage change through an interactive and co-operative network. The process involvesthe following steps:

o A clear sense of mission or purpose is essential.

o Build a team.

o Clarify roles, goals and expectations of each member.

o Increase overall organizational competency.

o Improve communication and cooperation.

o Collect and analyze data to develop new action.

o Link planning and implementation.

o Encourage feedback.

o Connect the organization to its environment.

CRITICAL ELEMENTS FOR MANAGING CHANGE

For change management organization will need to build knowledge and abilities in thefollowing areas:

o Change management team structures

o Change management roles

o Critical barriers to implementing changeo Change management planning and strategies



o Managing employee resistance

o Organizational change management methodologies

o Building executive sponsorship

o Creating communication plans

o Creating training and educational programs

o

Incentive and recognition programs

STEPS INVOLVED IN CHANGE MANAGEMENT

Three important principles are central to the change management approach which are:

• Change management is not the goal in itself: it is a means to an end, and the end

is an improvement in an organization's performance. It is about effectivelymanaging a process that will lead to an environment where an improvement inperformance can be realized.

• The "targets" of change must play an active role in realizing the change:Successful Change projects will identify and communicate the vision, letting the

employees know that they are expected and empowered to play an active role inrealizing the planned benefits.

• An organization's employees are their greatest asset: potentially, they are alsothe greatest challenge. For a vision to become reality, those at the "coal-face"must believe in the project and have the desire to achieve it.

STEP I: Change Management Planning

Before launching a project, the team should conduct the following:

• Benefit Identification: The early identification and agreement to theorganizational, functional and personal benefits to be produced from any change

programme is essential.• Executive Sponsorship: The programmes must show alignment with senior

management's business objectives. Gaining executive sponsorship and leadershipis the first step to verify that the change to be implemented aligns with the

business objectives.

• Readiness Assessment: An assessment of the readiness of the organization toadopt the changes required will enable a realistic implementation plan to be

developed.

• Benefits Planning: Having identified the benefits of the programme, it isimportant to structure the plan in a way that demonstrates when and how these

benefits will be delivered.

• Resistance Management: A major obstacle to successful Change Management

is employee resistance at all levels, typically due to lack of awareness about thechange, comfort with the ways things are, fear of losing control or overload of current responsibilities. A strategy will be developed to reduce resistance.

STEP II: Change Management Execution

Once the project has been launched, the project should conduct the following 4 key

execution steps.

• Communications Plan: If employees know "what" the change is and "why" it'sbeing implemented, then "how" to implement the change becomes far less

challenging. We will develop a carefully structured communications plan to inform

the employees about the Change Management programme and how the changewill affect them.



• Implement the Change Management Plan: The execution of the actions

within the Change Management plan can be supported by continuously assessingprogress and if necessary revising the plan accordingly where the aim is to equipthe employees in the organization with the skills, tools & techniques required forthem.

• Education and Training Plan: A key element of the Change Management plan

is the Education and Training plan, to perform an effective role within theorganization once the changes have been implemented.

• Resistance Management: By actively listening, feedback on the changes can beconstantly monitored during implementation, to identify any areas whereresistance is being encountered.

STEP III: Change Management Reinforcement

Once the project is complete, PMIS (Personnel Management Information System) cansupport clients' through 3 further steps focused upon sustaining the change. They are:

•

Measuring Benefits: Measuring the benefits delivered by the programmeassessing the progress achieved against the objectives identified at the outset.

• Identify Gaps and Manage Resistance: If the some of the anticipated benefitshave not been realized this may be because of gaps in the actions undertaken orunexpected resistance. The identification of these gaps and resistance will enablethe implementation of corrective actions to reinforce the change.

• Reinforcing Change: Having achieved the new behaviors, process, practicesetc, it is all too common for organizations to slip back to operating and behaving

along the original familiar lines.

On a regular basis, monitor the organizational performance relative to the goals of the

Change Management project, developing where appropriate corrective actions toreinforce the desired changes.

HOW TO MANAGE CHANGE?

The honest answer is that you manage it pretty much the same way you'd manage

anything else of a turbulent, messy, chaotic nature, that is, you don't really manage it,and you grapple with it. It's more a matter of leadership ability than management skill.

• The first thing to do is jump in. You can't do anything about it from the outside.

• A clear sense of mission or purpose is essential. The simpler the mission

statement the better. "Kick ass in the market place" is a whole lot moremeaningful than "Respond to market needs with a range of products.

•Build a team. "Lone wolves" have their uses, but managing change isn't one of them. On the other hand, the right kind of lone wolf makes an excellenttemporary team leader.

• Maintain a flat organizational team structure and rely on minimal and informalreporting requirements.

• Pick people with relevant skills and high energy levels. You'll need both.

• Toss out the rulebook. Change, by definition, calls for a configured response, notadherence to prefigured routines.

• Shift to an action-feedback model. Plan and act in short intervals. Do youranalysis on the fly. No lengthy up-front studies. Remember the hare and thetortoise.

• Set flexible priorities. You must have the ability to drop what you're doing and

tend to something more important.• Treat everything as a temporary measure. Don't "lock in" until the last minute,

and then insist on the right to change your mind.



Change management is a structured approach to shifting/transitioning

individuals, teams, and organizations from a current state to a desired future

state. It is an organizational process aimed at empowering employees to acceptand embrace changes in their current business environment.[1]. In project

management, change management

refers to a project management process where changes to a project are formally

introduced and approved

Examples for org change

1. Missionary changes

2. Strategic changes

3. Operational changes (including Structural changes)

4. Technological changes

5. Changing the attitudes and behaviors of personnel

As a multidisciplinary practice that has evolved as a result of scholarly research,

Organizational Change Management should begin with a systematic diagnosis of the current

situation in order to determine both the need for change and the capability to change. The

objectives, content, and process of change should all be specified as part of a Change

Management plan.

Change Management processes may include creative marketing to enable communication

between change audiences, but also deep social understanding about leadership’s styles and

group dynamics. As a visible track on transformation projects, Organizational Change

Management aligns groups’ expectations, communicates, integrates teams and manages

people training. It makes use of performance metrics, such as financial results, operational

efficiency, leadership commitment, communication effectiveness, and the perceived need for

change to design appropriate strategies, in order to avoid change failures or solve troubled

change projects.

Successful change management is more likely to occur if the following are included:

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1. Benefits management and realization to define measurable stakeholder

aims, create a business case for their achievement (which should be

continuously updated), and monitor assumptions, risks, dependencies,

costs, return on investment, dis-benefits and cultural issues affecting the

progress of the associated work.

2. Effective Communications that informs various stakeholders of the

reasons for the change (why?), the benefits of successful implementation

(what is in it for us, and you) as well as the details of the change (when?

where? who is involved? how much will it cost? etc).

3. Devise an effective education, training and/or skills upgrading scheme for

the organization.

4. Counter resistance from the employees of companies and align them to

overall strategic direction of the organization.

5. Provide personal counseling (if required) to alleviate any change related

fears.

6. Monitoring of the implementation and fine-tuning as required

responsibility for managing change

The employee does not have a responsibility to manage change - the employee's

responsibility is no other than to do their best, which is different for every person

and depends on a wide variety of factors (health, maturity, stability, experience,

personality, motivation, etc). Responsibility for managing change is with

management and executives of the organisation - they must manage the change

in a way that employees can cope with it. The manager has a responsibility to

facilitate and enable change, and all that is implied within that statement,

especially to understand the situation from an objective standpoint (to 'step

back', and be non-judgemental), and then to help people understand reasons,

aims, and ways of responding positively according to employees' own situations

and capabilities. Increasingly the manager's role is to interpret, communicate

and enable - not to instruct and impose, which nobody really responds to well.

change must involve the people - change

must not be imposed upon the people

Be wary of expressions like 'mindset change', and 'changing people's mindsets'

or 'changing attitudes', because this language often indicates a tendency

towards imposed or enforced change (theory x), and it implies strongly that the

organization believes that its people currently have the 'wrong' mindset, which is

never, ever, the case. If people are not approaching their tasks or the

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organization effectively, then the organization has the wrong mindset, not the

people. Change such as new structures, policies, targets, acquisitions, disposals,

re-locations, etc., all create new systems and environments, which need to be

explained to people as early as possible, so that people's involvement in

validating and refining the changes themselves can be obtained.

Whenever an organization imposes new things on people there will be

difficulties. Participation, involvement and open, early, full communication are

the important factors.

Workshops are very useful processes to develop collective understanding,

approaches, policies, methods, systems, ideas, etc. See the section on

workshops on the website.

Staff surveys are a helpful way to repair damage and mistrust among staff -

provided you allow allow people to complete them anonymously, and provided

you publish and act on the findings.

Management training, empathy and facilitative capability are priority areas -

managers are crucial to the change process - they must enable and facilitate, not

merely convey and implement policy from above, which does not work.

You cannot impose change - people and teams need to be empowered to find

their own solutions and responses, with facilitation and support from managers,

and tolerance and compassion from the leaders and executives. Management

and leadership style and behaviour are more important than clever process and

policy. Employees need to be able to trust the organization.

The leader must agree and work with these ideas, or change is likely to be very

painful, and the best people will be lost in the process.

change management principles

1. At all times involve and agreesupport from people within system(system = environment, processes,culture, relationships, behaviours, etc.,whether personal or organisational).2. Understand where you/theorganisation is at the moment.3. Understand where you want to be,when, why, and what the measures willbe for having got there.4. Plan development towards aboveNo.3 in appropriate achievablemeasurable stages.

5. Communicate, involve, enable andfacilitate involvement from people, as

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early and openly and as fully as ispossible.

John P Kotter's 'eight steps to successful

change'American John P Kotter (b 1947) is a Harvard Business School professor and

leading thinker and author on organizational change management. Kotter's

highly regarded books 'Leading Change' (1995) and the follow-up 'The Heart Of

Change' (2002) describe a helpful model for understanding and managing

change. Each stage acknowledges a key principle identified by Kotter relating to

people's response and approach to change, in which people see, feel and then

change.

Kotter's eight step change model can be summarised as:

1. Increase urgency - inspire peopleto move, make objectives real andrelevant.2. Build the guiding team - get theright people in place with the rightemotional commitment, and the rightmix of skills and levels.3. Get the vision right - get theteam to establish a simple vision andstrategy, focus on emotional and

creative aspects necessary to driveservice and efficiency.4. Communicate for buy-in -Involve as many people as possible,communicate the essentials, simply, andto appeal and respond to people'sneeds. De-clutter communications -make technology work for you ratherthan against.5. Empower action - Removeobstacles, enable constructive feedbackand lots of support from leaders - reward

and recognise progress andachievements.



You cannot impose change - people and teams need to be empowered to find

their own solutions and responses, with facilitation and support from managers,

and tolerance and compassion from the leaders and executives. Management

and leadership style and behaviour are more important than clever process andpolicy. Employees need to be able to trust the organization.

The leader must agree and work with these ideas, or change is likely to be very

painful, and the best people will be lost in the process.

change management principles

1. At all times involveand agree support frompeople within system (system= environment, processes,culture, relationships,behaviours, etc., whetherpersonal or organisational).2. Understand whereyou/the organisation is at themoment.3. Understand where youwant to be, when, why, andwhat the measures will be forhaving got there.4. Plan developmenttowards above No.3 in

appropriate achievablemeasurable stages.5. Communicate, involve,enable and facilitateinvolvement from people, asearly and openly and as fullyas is possible.

John P Kotter's 'eight steps to successful

change'



American John P Kotter (b 1947) is a Harvard Business School professor and

leading thinker and author on organizational change management. Kotter's

highly regarded books 'Leading Change' (1995) and the follow-up 'The Heart Of

Change' (2002) describe a helpful model for understanding and managing

change. Each stage acknowledges a key principle identified by Kotter relating to

people's response and approach to change, in which people see, feel and then

change.

Kotter's eight step change model can be summarised as:

1. Increase urgency -inspire people to move, makeobjectives real and relevant.2. Build the guidingteam - get the right peoplein place with the right

emotional commitment, andthe right mix of skills andlevels.3. Get the vision right- get the team to establish asimple vision and strategy,focus on emotional andcreative aspects necessary todrive service and efficiency.4. Communicate forbuy-in - Involve as manypeople as possible,communicate the essentials,simply, and to appeal andrespond to people's needs.De-clutter communications -make technology work foryou rather than against.5. Empower action -Remove obstacles, enableconstructive feedback andlots of support from leaders -reward and recognise

progress and achievements.6. Create short-termwins - Set aims that are easyto achieve - in bite-sizechunks. Manageablenumbers of initiatives. Finishcurrent stages before startingnew ones.7. Don't let up - Fosterand encourage determinationand persistence - ongoingchange - encourage ongoingprogress reporting - highlight



achieved and futuremilestones.8. Make change stick -Reinforce the value of successful change viarecruitment, promotion, newchange leaders. Weavechange into culture.

Kotter's eight step model is explained more fully on his website

www.kotterinternational.com.

Related to Kotter's ideas, and particularly helpful in understanding the pressures

of change on people, and people's reactions to change, see a detailed

interpretation of the personal change process in John Fisher's model of the

process of personal change.

ideas on illustrating change management

issues

When people are confronted with the need or opportunity to change, especially

when it's 'enforced', as they see it, by the organization, they can become

emotional. So can the managers who try to manage the change. Diffusing the

emotional feelings, taking a step back, encouraging objectivity, are important toenabling sensible and constructive dialogue. To this end, managers and trainers

can find it helpful to use analogies to assist themselves and other staff to look at

change in a more detached way.

On this site there are several illustrations which can be used for this purpose,

depending on the type of change faced, and the aspect that is to be addressed.

Here are a few examples, useful for team meetings, presentations, one-to-one

counselling or self-reminder, particularly to help empathise with others facing

change:

On the Stories section look at 'Murphy's Plough' (negative thinking = obstacle to

change) and 'We've always done it that way' (not questioning need for change).

Both good aids for understanding and explaining why people - all of us - find it

difficult to change assumptions, conditioned thinking, habit, routine, etc.

Look also at the Monkey Story, as to how policies, practices, attitudes and even

cultures can become established, and how the tendency is to accept rather than

question.

Just as the state of 'unconscious incompetence', needs to be developed into

'conscious competence' to provide a basis for training, so a person's subjectiveemotion needs to be developed into objectivity before beginning to help them

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handle change. None of us is immune from subjectivity, ignorance or denial. The

lessons and reminders found in stories and analogies can help to show a new

clear perspective.

Aesop's Fables section has other short and beautifully simple analogies useful for

illustrating aspects of causing or dealing with change, for example (all on theAesop's Fables section):

The Crow and the Pitcher (change being provoked by pressure or necessity)

The North Wind and the Sun (gentle persuasion rather than force)

The Lion and The Ass (enforced change - might is right)

The Crab and his Mother (lead by example and evidence - or you'll not change

people)

The Miller, his Son and the Ass (no single change is likely to please everyone -

everyone wants something different)

The Oak and the Reeds (the need for tolerance - changer or 'changees')

The Rich Man and the Tanner, (time softens change - given time people get used

to things)

The Ass and the Mule (agree to reasonable change now or you can risk far worse

enforced change in the future)

job reorganization, task analysis, job

transfer due to IT development or

outsourcing etc

First see the modern principles which underpin successful change. It's not always

easy or perhaps even possible to consider matters at such depth, but try to if

you can, or try to persuade others above in their ivory towers to think about the

fundamental integrity of the situation, instead of short-term profit, or satisfying

greedy shareholders.

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There are various approaches to task analysis and job reorganization, whether

prompted by outsourcing or IT development. Generally change process of this

sort is pragmatic, and it's difficult to identify transferable processes, templates,

etc. Examples of projects don't generally find their way into the public domain,

although the likelihood is increasing of government project pdf's becoming

available on the web as this sort of information is increasingly required to be

available to the public. IT vendor case studies and trade journals of the IT and

outsourcing sectors can also provide indicators of best practice or transferable

processes. There are some useful software tools now available, which are

helpful, especially if the change involves a high level of complexity and a large

scale.

As a broad guide when managing this sort of change, these aspects are

important for the process:

•

Really understand and clarifymutual expectations about thelevel of detail and cost that theproject requires. Sometimes it'spossible to see it what you needon a table napkin. Theorganisational context, and otherstrategic drivers, personalities andpolitics are often more significantinfluences than the task analysis.

• If you are a consultant or

project manager, agreeexpectations on a pragmatic basis.Agree the templates and systemsto be used and the the level of report data required for thedecisions to be made.

• Assume that the situationcan be improved - it generally canbe, so while it's essential tocapture all activities based oncurrent jobs, many of these can be

absorbed, superseded, updated,etc., when you begin to look at theideal situation ('blank sheet of paper') possibilities, so;

• A new overview analysisenables fresh unencumbered lookat the whole, which suggests newand better ways of doing things. Aflip chart and a few creative mindsare the main pre-requisites. Itmakes a great workshop session

and is good for creating ownershipand buy-in for major change. It's a





good process also to cascadedown to departments to bring outideas for improved processes andnew ways of doing things.

• In terms of capturing all

current processes and inputs, theindividual job analysis templatesneed to enable jobs to be brokendown into sub-tasks, and elementswithin sub-tasks.

• This is a tricky one, and notpracticable in certain X-Theorycultures, nevertheless, be aware of the high probability of upsettingpeople whose jobs are threatenedby change and try to develop a

way of anticipating and reducingdamaging fall-out. Treat people atrisk with the respect they deserveand avoid keeping them in thedark - involve threatened peoplewherever possible so they can seewhat's happening and why. If possible encourage the executiveteam to take the same humaneapproach, and try to establishcounselling and support resources

if none exist already.• Analyses are more helpful if they identify critical vs essentialtask elements - this will help youto help the decision-makers to bemore pragmatic (not least becauseby applying pressure to some of the 'essential' elements will revealthem to be habitual dispensable ortraditional replaceable elements).

• Flow diagrams identify

subtask linkage (inter and intra),variation and chronology.

• Behaviour needs identifyingaside from processes.

• Standards, performancetolerance, % reliability, etc., shouldbe indicated in task analysis asapplicable to the sub-task oractivity concerned.



other points about people and change

Strong resistance to change is often rooted in deeply conditioned or historically

reinforced feelings. Patience and tolerance are required to help people in these

situations to see things differently. Bit by bit. There are examples of this sort of gradual staged change everywhere in the living world.

The Psychological Contract is a significant aspect of change, and offers helpful

models and diagrams in understanding and managing change - potentially at a

very fundamental level.

Also, certain types of people - the reliable/dependable/steady/habitual/process-

oriented types - often find change very unsettling.

People who welcome change are not generally the best at being able to work

reliably, dependably and follow processes. The reliability/dependabilitycapabilities are directly opposite character traits to mobility/adaptability

capabilities.

Certain industries and disciplines have a high concentration of staff who need a

strong reliability/dependability personality profile, for example, health services

and nursing, administration, public sector and government departments, utilities

and services; these sectors will tend to have many staff with character profiles

who find change difficult.

See the personality styles page to help understanding about different types of people.

Age is another factor. Erik Erikson's fascinating Psychosocial Theory is helpful for

understanding that people's priorities and motivations are different depending

on their stage of life.

The more you understand people's needs, the better you will be able to manage

change.

Be mindful of people's strengths and weaknesses. Not everyone welcomes

change. Take the time to understand the people you are dealing with, and howand why they feel like they do, before you take action.

business development driven change

Business development potentially includes everything involved with the quality

of the business or the organization. Business development planning first requires

establishing the business development aims, and then formulating a business

development strategy, which would comprise some or all of the following

methods of development.

http://www.businessballs.com/psychological-contracts-theory.htm

http://www.businessballs.com/psychological-contracts-theory.htm



• sales development

• new product development

• new market development

• business organization,shape, structure and processesdevelopment (eg, outsourcing, e-business, etc)

• tools, equipment, plant,logistics and supply-chaindevelopment

• people, management andcommunications (capabilities and

training) development

• strategic partnerships anddistribution routes development

• international development

• acquisitions and disposals

Generally business development is partly scientific, and partly subjective, based

on the feelings and wishes of the business owners or CEO. There are so many

ways to develop a business which achieve growth and improvement, and rarely

is just one of these a single best solution. Business development is what somepeople call a 'black art', ie., difficult to analyse, and difficult to apply a replicable

process.

fast changing environments

Planning, implementing and managing change in a fast-changing environment is

increasingly the situation in which most organizations now work.

Dynamic environments such as these require dynamic processes, people,

systems and culture, especially for managing change successfully, notably

effectively optimising organizational response to market opportunities and

threats.

Key elements for success:

• Plan long-term broadly - asound strategic vision, not aspecific detailed plan (the latter is

impossible to predict reliably).Detailed five years plans are out of



date two weeks after they arewritten. Focus on detail forestablishing and measuringdelivery of immediate actions, notmedium-to-long-term plans.

• Establish forums andcommunicating methods to enableimmediate review and decision-making. Participation of interestedpeople is essential. This enablestheir input to be gained, theirapproval and commitment to besecured, and automatically takescare of communicating the actionsand expectations.

• Empower people to make

decisions at a local operating level- delegate responsibility and poweras much as possible (or at leastencourage people to makerecommendations which can bequickly approved).

• Remove (as far as ispossible) from strategic changeand approval processes and teams(or circumvent) any ultra-cautious,ultra-autocratic or compulsively-

interfering executives. Autocracyand interference are the biggestobstacles to establishing asuccessful and sustainabledynamic culture and capability.

• Encourage, enable anddevelop capable people to beactive in other areas of theorganization via 'virtual teams' and'matrix management'.

• Scrutinise and optimise ICT(information and communicationstechnology) systems to enableeffective information managementand key activity team-working.

• Use workshops as a vehicleto review priorities, agree broadmedium-to-long-term vision andaims, and to agree short termaction plans and implementationmethod and accountabilities.

• Adjust recruitment, trainingand development to accelerate the



development of people whocontribute positively to a culture of empowered dynamism.

'troubleshooting' tips for investigating

apparent poor performance

If you are ever give the job of 'troubleshooting' or investigating (apparent) poor

performance, perhaps in another location or business belonging to your own

organisation, or perhaps as a consultancy project, here are some simple tips:

Actually 'troubleshooting' isn't a great word - it scares people. Use 'facilitator' or

'helper' instead. It sets a more helpful and cooperative tone.

On which point, you could well find that the main issue will be people's

resistance and defensiveness to someone coming in to their organisation do

what you are doing. When you overcome that challenge, then you can start

comparing what's happening with what the organisation sets out to do (mission,

values, goals, priorities, targets, key performance indicators, processes,

measures); how the people feel about things (staff turnover, retention, morale,

attitudes); and how customers and suppliers feel about things too (actually go

out and visit customers, and ex-customers particularly).

You must observe protocols very diligently - introduce yourself properly topeople and explain who you are and what you are doing. Don't assume that your

task gives you the right to be secretive, or to have access to anyone or anything

without permission. Ask for help. Ask for introductions. Ask for permission. Be

polite and courteous. Respect people more than you would do normally, because

they will be sensitive, understandably so.

And then be led by the people there as to what can be improved. You should

adopt the role of a researcher and enabler rather than a problem solver.

Plan lots of questions that will help people to tell you how they feel about things -customers and staff and suppliers - and what they think can be done to improve

things.

Avoid asking 'why' unless they're really trusting you and working with you. Used

early, 'why' puts people on the defence and you'll not find out anything.

Look at the customer relationship materials as well - customers will tell you

what's best to focus on, and will give you an early opportunity to facilitate some

improvement responses. Also look at the employee motivation survey material.

It's likely that you'll have to write a report and recommendations afterwards, inwhich case try wherever possible to involve the people in what you say about

http://www.businessballs.com/crmcustomerrelationshipmanagement.htm

http://www.businessballs.com/employeemotivation.htm

http://www.businessballs.com/crmcustomerrelationshipmanagement.htm

http://www.businessballs.com/employeemotivation.htm



Documents

change management orginal