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Beckhard and Harris’s Change

UNITAR – Afghan Management Process


Fellowship Program
Initial Organizational Analysis

Determine the need for change


Develop change vision

Define the desired Gap Analysis Describe the present state


future state

W. Duffie VanBalkom &


Fazal Malik Qasimi Action planning and implementation

November 2009, Hiroshima, Japan Measure the change

Framework for Linear Model of the Change


Understanding Change Process
Transitional Period

OBSTACLES
Endings Beginnings
Desired (‘forgetting’) (‘accepting’)
Present Strategies to achieve change Future
Situation
Situation
RESISTANCE
Let go FLOAT Start anew

All real change involves loss, anxiety, and struggle.


How are you feeling?
Michael Fullan: (2001) The New Meaning of Educational Change (Third Edition); Teachers College Press, Teachers College, Columbia University.

New York and London (page 30)


• Comfortable Uncomfortable
Activity 3: If that is indeed so, what were our feelings, when we: • Uncertain Certain
a) prepared for our journey to Hiroshima? • Insecure Secure
• Relaxed Anxious
b) learned that the Presidential Decree No. 33, the Priority
Reform and Restructuring (PRR) program had arrived at
our workplace?
• Other?

1
Supporters and Resisters Denial of Change
People’s transition times will vary
Bell Curve Standard distribution
• Where there is denial of change, it is
usually because:

Fast Followers
The Resisters

– Other promised changes never actually


happened…
Non-survivors

The Leaders
– A belief that the power of individuals and
FOLLOWERS
groups within the organization is sufficient to
block the change
Transition Time

slow fast

Resistance to Change Resistance to Change


• Resistance is a normal reaction of many of ACTIVE PASSIVE
us
9 Opposition/hostility/confl ƒ Procrastination
• Where there is resistance to change, it is ict
usually as a result of: ƒ Withholding
9 Blaming others information
– The conservative impulse – Preserving
continuity 9 Demanding perfection ƒ Becoming a “victim”
– Fear of the unknown
– Concern for personal loss
9 Reduced performance ƒ Reduced
performance
9 Others?
ƒ Others?

Types of Loss • Loss of Security


– Employees may no longer feel in control or
• When a major shift or change occurs know what the future holds, or where they
stand in their jobs.
within an organization, employees
normally experience several types of loss: • Loss of Competency
– Security – Employees may not feel comfortable in new
– Competency positions or new responsibilities
– Relationships – People sometimes become embarrassed
– Sense of Direction when they are faced with new tasks and they
may be uncertain about their skill base.
– Territory

2
• Loss of Relationships Methods to overcome
– The familiar contact with co-workers and managers
can disappear. resistance to change
– People thus can feel a loss of belonging to a team or • Education and Communication
a group.
– Participation and Involvement
• Loss of Direction
– Training and Support
– Employees lose an understanding of where they are
going and why they are going there. – Political Power
– The mission and purpose may often become unclear. • Provide Opportunities for Exploration
• Loss of Territory – Trying it in a safe environment
– Includes psychological space as well as physical – Providing coaching for success
space
– This can be in the form of work space or job • Developing a Critical Mass of Supporters
assignment. – Show leaders embracing change

Qualities of Successful Change


Competence Trust
Leaders
• Balance insight with passion for action. • Respect people’s knowledge, skills and
• Sensitive to external forces.
• Understand the organizational systems & operations.
abilities
• Understand themselves, particularly in relation to the • Respect people’s judgment
organization.
• Individual characteristics including tolerance, maturity, • Involve others and seek their input
self confidence, sense of risk assessment, reasoned • Help people learn skills
optimism, and tenacity.
• Develop trust in the goals and the process to get there.

Adapted from: Cawsey, T. & Deszca, G. (2007). Toolkit for organizational change. Thousand Oaks: Sage

Contractual Trust Communication Trust


• Manage expectations • Share information
• Establish boundaries • Tell the truth
• Delegate appropriately • Admit mistakes
• Encourage mutually serving intentions • Give and receive constructive feedback
• Honor agreements • Maintaining confidentiality
• Be consistent • Speak with good purpose

Reina & Reina, 1999, p.82


Michael Fullan (2003). P. 66.

3
Collaboration for Change Paradoxes of Change
• Top down change doesn’t work Requires a leader to balance:
• Bottom up change doesn’t work, either • Driving & enabling change.
• Both top down and bottom up lack the power to • Resistance to change as a problem and an
affect change alone opportunity.
• Either top or bottom can block effective change, • Focus on outcomes, while attention to
alone
process.
• Top down and bottom up need to work together
• Moving ahead with changing directions.
to affect significant, permanent systemic change
• Top and bottom collaboration requires getting • Patience and impatience.
“buy-in” and there are no short cuts around this • Others?
necessity

Activity 4: Framework for


Understanding Change
Transitional Period

OBSTACLES

Desired
Present Strategies to achieve change Future
Situation
Situation
RESISTANCE

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