2014.12.

12- HRDM 108

Leading and Managing Change

5 Key Elements for Effective Change
Management:
1. Motivating Change (2)

Create Readiness For Change

Sensitize the organization to pressures for
change
Identify gaps between actual & desired
states
Convey credible positive expectations for
change

Minimize (Overcome) Resistance To Change

Provide empathy & support
Communicate
Involve members in planning & decision
making
Sources of Resistance to Change
Organizational Resistance
Threat to established resource allocations
Threat to established power relationships
Threat to expertise
Limited focus of change
Group inertia
Structural inertia
Individual Resistance
Selective information processing
Fear of the unknown
Economic factors
Security
Habit
Creating Vision (3)
(why & what of the planned change)

Establish (discover &describe the

organizations) core values
What are the core values that inform
members what is important in the
organization?
(Example: Team Spirit, Trust,
Entrepreneurship)

Establish purpose (What is the organizations

core purpose or reason for being?)
Examples:
Discovery.. Apple, Sony, 3m
Making People Happy Disney
Excellence Toyota

Create (construct) envisioned future

What are the bold & valued outcomes?
What is the desired future state?
3. Developing Political Support (3)
(individuals who can either block or promote
change)

Assess power of the change agent

Knowledge expertise, control of important
info
Personality charisma, reputation,
credibility
Others Support indirectly thru access,
networking

Identify the stakeholders (who stands to gain

or lose from the change; what or how useful
is their influence?)
Internal stakeholders - top level
executives, dept. heads, union officers ;
staff groups
External stakeholders customers,
government agencies, suppliers, local
community
Influence stakeholders

Sources of Power & Power Strategies for Change

Agents
Individual Sources of
Power Strategies
Power
Knowledge
Playing it Straight
Others Support
Using Social Networks
Going Around the
Personality
Formal System
4.

Managing the Transition (3)

(period during which the organization learns
how to implement the conditions needed to
reach the desired future)

Current State

Transition
State

Desired
Future State

Steps:
Activity Planning
Whats the roadmap for change?
Cite specific activities that must occur if
transition is to be successful
Should have top management approval,
cost effective & adaptable as necessary
Celebrate midpoints (desirable
organizational conditions attained
between status quo & the desirable
future)

Commitment Planning
Whos support is needed; individuals or
groups (tap the political support)
Where do they stand
How to influence their behavior

Establish change management structures

2.

5.

Sustaining Momentum (5)

Provide Resources For Change
(Training, Feedback, Consultation, Change
Budget)

Build Support System For Change Agents

(Emotional as well as Organizational
Network)

Develop New Competencies & Skills

(Leadership Styles, Problem Solving, Social &
Technical Skills)

Reinforce New Behaviors

(Link new behaviors w/formal extrinsic
financial & intrinsic reward)
Stay The Course
(Stay focused; do not be in a hurry for the
next)