Managing change

What is change management?

Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of change are achieved. The focus is on the wider impacts of change, particularly on people and how they, as individuals and teams, move from the current situation to the new one. The change in question could range from a simple process change, to major changes in policy or strategy needed if the organization is to achieve its potential.
The change process It is vital to first appreciate how change occurs so as to manage it effectively. Various models & theories of the change process exist include: 1. Elisabeth Kubler-Ross Model/Change curve 2. Kurt Lewins change cycle/Model The Change curve

The human reaction to change

Adapted from Kuch Khaas Hai Tuesday, February 15, 2011 There is a very close relationship between change and human attitudes. Every individual reacts to the change according to their individual attitude. Human reaction to change does not depend upon logic The employees reaction to organization change any occur in any of the following forms, 1. Acceptance Acceptance of the change depends on the perception of the employees towards the change. So, all the changes are not necessarily restricted. If an employee perceives that the change will affect his/her favorably, then he/she will accept the change 2. Resistance All the changes are not necessarily resisted. Resistance to change arises due to deferring perception, personalities and needs. If the employee perceives the change is unfavorable to them, they resist to the change Human resistance to change may be in any of following forms,

Hostility or Aggression. Hostility or aggression is the immediate reaction if an individual to change. Hostility can be expressed verbally, but the combined form of hostility and aggression is of a more intense character and can also take physical forms. The individual may develop lack of interest towards has work. If individual do not like the change it may result to spoilage of materials, idling of time and decline in performance. This will alternately decrease this efficiency in work. Employee remains absent in their work as well slow performance in their work. Employees find themselves uncomfortable, shaky and tensed on the job. Resistance develops anxiety and tension in the employee. Strikes are usual symptoms of the group resistance.

3. Indifference In some cases changes in the organization or environment fails to bring the reaction of the employee. There are two reaction to change, acceptance & resistance, but in some cases there is no reaction. This is because sometimes employee fails to realize the impact of change or some people feel that they will not be affected by the change. In both these cases there is no reaction to the change, so they will remain indifferent to change. 4. Forced Acceptance Employee or the people may resist to the change in initial state but if he changes force are stronger the resistance force, then they have to accept the change. This is known as forced acceptance of the change. This is known as forced acceptance of the change. KEITH DAVIS absorbed that People develop an established set of relations with their environment. They learn how to deal with each other, how to perform their job and what to expect next.

Equilibrium exists, individuals are adjusted when change comes along, and it requires individuals to make new adjustments, as the employee seeks a new equilibrium. When employees are unable to make adequate adjustment to change which occur, the organization is a state of imbalance or disequilibrium. Managements general human relations objective regarding change is to restore and maintain the group equilibrium and personal adjustment which change upsets.

The common causes of resistance in managing change Self-interest: individuals who have achieved status, privileged or self-esteem through effective use of an old system will often see new plans as a threat. Fear of the unknown: people may be uncertain of their abilities to learn new skills, their aptitude with new systems or their ability to take on new roles Conscientious objection or differing perceptions: people believe that the plan is wrong. They have a different viewpoint or may have aspirations for themselves or the organisation that are fundamentally opposed to the forthcoming change Suspicion: some people may not trust the change plan, or the people who have created it Conservatism: organisations or people may simply be opposed to change. This can result from loss of touch with customers, from lack of exposure to better ways of doing things or from slowness of decision making. Politics: different interest groups may occur within the organisation, and the alliances involved may militate against change. Competing crises that distract attention Insufficient capabilities and skills of those involved in the implementation Inadequate training given to change implementers

Dealing with resistance There are multiple ways to handle resistance as a manager the last resort should be the use of force. Below are the basic strategies to use while dealing with resistance; Effective communication & Education For change to be fully understood there must be thorough communication about the change, its benefits and the potential downside to it. If the change involves technological enhancements or new methods of doing work then a detailed training of all affected staff must be done in a timely manner Gradual Method of introducing strategic changes For change to be appreciated and accepted then the introduction must be gradual; The manager must come up with steps to introduce the change and the whole team must be aware of this change. This is a little difficult in larger organisation where time is valued and new changes need to be in place rapidly Facilitation & Support (counselling & other security concerns) Throughout the whole process f change the manager must ensure that the HR department is fully available for any additional support this might come in form of counselling and the provision of technical services like professional movers in case one s relocating. Involvement, agreement & participation Managers should be aware that for change to be accepted then there has to be a degree of employee involvement in the decisions and the planning of change; their ideas are invaluable to his process. Developing a comprehensive strategy for change

Sometimes in business and elsewhere change is necessary. It is better to plan out your change rather than face the resistance that might unfold due to poor planning. Below are the main ideas that should be included at the change strategy to reduce the employee resistance against change in Bank of America, these same principles can be applicable in many organisations in Uganda : Communicate the decisions as they are known so that employees who are in the future picture are at ease and can "get on with it" without constantly speculating if they are going to be around. Involve employees in the improvement process of the platform which will incline employees to own the change and encourage them to make it happen. Hear employees concerns, dislikes about the platform and modify the change to meet the needs of employees. Approach employees ahead of time and inform them that they will be trained on any change so you can help to alleviate the fear of being disqualified. Provide clear incentives to employees in order to support the change. This point is KEY, too often the incentives are not clear or the "plan" is not well established, understood and shared with employees. Championing change is more about sharing the vision of change with each and every person involved