Change Management

Models
Types of Change in Organizations

Evolutionary change: change that is gradual,

incremental, and narrowly focused
Revolutionary change: change that is sudden,
drastic, and broadly focused

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 Developments in
Evolutionary Change
Sociotechnical systems theory: a theory that proposes the
importance of changing role and task or technical
relationships to increase organizational effectiveness
Total quality management (TQM): an ongoing and
constant effort by all of an organizations functions to find
new ways to improve the quality of the organizations
goods and services

Flexible workers and Flexible work teams

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Developments in Revolutionary
Change
Reengineering: the process by which managers
redesign how tasks are bundled into roles and
functions to improve organizational effectiveness
Focuses on business processes versus functions
Deliberately ignores the existing arrangement of tasks,
roles, and work activities

E-engineering: refers to companies attempts to

use information systems to improve their
performance
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Developments in Revolutionary
Change
Restructuring: changing task and authority relationships
and redesigning organizational structure and culture to
improve organizational effectiveness
Downsizing: the process of streamlining the
organizational hierarchy and laying off managers and
workers to reduce bureaucratic costs
Innovation: the process by which organizations use their
skills and resources to:
Create new technologies
Develop new goods and services
Better respond to the needs of their customers
One of the most difficult instruments of change to manage

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Levin's Force-Field
Theory of Change
Argues that two sets of opposing forces within an
organization determine how change will take place
Forces for change and forces making organizations resistant to
change
When forces for and against change are equal, the organization is in
a state of inertia
To change an organization, managers must increase forces for
change and/or decrease forces resisting change

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Levin's Force-Field Theory of Change

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Levin's Three-Step Change Process

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 Levin's Three-Step Change Process
1. Unfreeze Most people make an active effort to resist
change. In order to overcome this tendency, a period of
thawing or unfreezing must be initiated through
motivation.
2. Transition Once change is initiated, the company
moves into a transition period, which may last for some
time. Adequate leadership and reassurance is necessary for
the process to be successful.
3. Refreeze After change has been accepted and
successfully implemented, the company becomes stable
again, and staff refreezes as they operate under the new
guidelines.
Kotters 8 Step Change Model
1. Increase the urgency for change.
2. Build a team dedicated to change.
3. Create the vision for change.
4. Communicate the need for change.
5. Empower staff with the ability to change.
6. Create short term goals.
7. Stay persistent.
8. Make the change permanent.
Kotters Eights Steps to Change
John Kotters (1996) eight steps to transforming organizations are based upon analysis of 100 different
organizations going through change. His research highlighted eight key lessons which he converted into a
practical eight-step model. Although represented by Kotter in a linear fashion, experience suggests that it is
better to think of the steps as a continuous cycle to ensure that the momentum of the change is maintained.

Establish a Sense Form a powerful, Develop a vision Communicate the

of Urgency guiding coalition & Strategy vision

Remove
Plan and create Anchor in the
Obstacles & Consolidate gains
short-term wins culture
empower action

Benefits Limitations
1. Focus on buy-in of employees as 1. The model is clearly top-down, it
the focus for success gives no room for co-creation or
2. Clear steps which can give a other forms of true participation.
guidance for the process 2. Can lead to frustrations among
3. Fits well into the culture of employees if the stages of
classical hierarchies grief and individual needs are
not taken into consideration.

More at :http://www.kotterinternational.com/our-principles/changesteps/changesteps
McKinsey 7-S Model
1. Strategy
2. Structure
3. Systems
4. Shared values
5. Style
6. Staff
7. Skills
 Proscis ADKAR Model
Developed in 1998 by Prosci, after research with more than 300 companies undergoing major change
projects. ADKAR is a goal-oriented change management model that allows change management teams to
focus their activities on specific business results. The model was initially used as a tool for determining if
change management activities like communications and training were having the desired results during
organizational change.

Benefits
1. It encapsulates the
business/process dimension of
change and the individual
dimension of change
2. Provides a clear management
checklist to manage change

Limitations
1. Misses out on the role of
Leadership and principles of
programme management to
create clarity and provide
direction to chnage
ADKAR model
Awareness of the need and requirement for
change
Desire to bring about change and be a participant
in it
Knowledge of how to bring about this change
Ability to incorporate the change on a regular
basis
Reinforcement to keep it implemented and
reinforced later on as well.
Managing Change:
Action Research
Action research: a strategy
for generating and
acquiring knowledge that
managers can use to
define an organizations
desired future state
Used to plan a change
program that allows the
organization to reach that
state
Helps in the unfreezing,
changing, and refreezing
process

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Organizational Development (OD)
Organizational development (OD): a series of
techniques and methods that managers can use in
their action research program to increase the
adaptability of their organization
Goal is to improve organizational effectiveness and to
help people in organizations reach their potential and
realize their goals and objectives
Can be used to unfreeze, change, and refreeze attitudes
and behaviors

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Organizational Development (cont.)
OD techniques to deal with resistance to change
Education and communication: inform workers about
change and how they will be affected
Participation and empowerment: involve workers in
change
Facilitation: help employees with change
Bargaining and negotiation
Manipulation: change the situation to secure acceptance
Coercion: force workers to accept change

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Organizational Development (cont.)
OD techniques to promote change
Counseling, Sensitivity training, and
Process consultation
Team building, Intergroup training, and
Organizational mirroring
Total organizational interventions
Organizational confrontation meeting

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