change management

In order to achieve success, it is vital for the organization to develop communication

processes, motivation processes and a working environment that will help to ensure

that individuals will deliver results in accordance with expectations of management.

1. To study the components of resistance to organizational change viewed from the

workforce.

2. To study the motivational factors to implement change successfully.

3. What are the critical motivational factors in implementing change?

• Organizational Behavior.•Organizational development.

•Communications. •Leadership.

As means to improve motivation, productivity, employee job satisfaction

and commitment.

1. What are the components of resistance to organizational

change?

2. What are the critical motivational factors in implementing

change?

3. Is communication the most critical factor in implementing

change?

Q: The impact of change can be prevented because most

factors associated with change are within the control of

employees.

A. False B. True

Before implementing change in an organization, it is very important for the

leader to understand the difference between the change and the transition

process

People perception about change.

Consider the following topics:

• Economic insecurity;

• Fear to Unknown;

• Threats to social relationship;

• Habits;

• Failure to recognize need for change;

• Structural inertia;

• Work group inertia;

• Threat to existing balance of power;

• Previously unsuccessful change efforts.

• Job satisfaction;

• Status;

• Independence;

• Sense of control;

• Sense of purpose;

• Sense of making a contribution;

• Sense of being appreciated;

• Reputation;

• Social life at work;

• Place in society;

• Dignity.

Managing Transitions. Keystone AAHAM December 8, 2012

Managing Transitions. Keystone AAHAM December 8, 2012

20 Reasons for Organizational Change and

Change Management

1. A more fulfilling and attractive workplace. 11. A track record of successful change.

2. A better employee experience. 12. A more desirable workplace culture.

3. Better project outcomes. 13. Technology that is more digital and modern.

4. Lower project costs. 14. More effective training solutions.

5. Decreased employee resistance. 15. The ability to adapt to change.

6. Greater employee satisfaction. 16. More relevant organizational strategy.

7. More efficient business processes. 17. A greater alignment between organizational strategy and change projects.

8. Higher profit margins. 18. Speed.

9. A competitive edge. 19. More advanced enterprise change management.

10. Better customer experiences. 20. More modern change management practices and strategies.

First, an individual perspective (how people experience and transition through

change).

Second, a team perspective (how a team can be managed through a change

process).

Managing change effectively means helping people and organizations

transition from the ‘current state’ to the ‘future state’ in a way that minimizes

productivity losses, customer impact, change resistance, and employee

turnover.

It also means the speedy adoption and utilization of the change throughout the

organization.

Managing change requires people

leaders to take two perspectives

Managing Transitions. Keystone AAHAM December 8, 2012

Stages of change

The change process is a journey. As people progress through this

journey they move from endings, through transitions to new

beginnings.

Bridges/Lewin/Kluber-Ross

Stages of change

Endings:

When a change occurs, some things come to an end or things are

done differently. These endings can be painful and confusing. People

must come to terms with these feelings before they can move on.

If people are not able to let go of the past, they will take unnecessary

points of resistance into the new situation.

Stages of change

Transitions (call this the ambiguous zone):

These are the periods when people separate themselves from the old

on their way towards the new. It’s a time of keen awareness of what is

ending and what is beginning.

People are vulnerable and need support networks to help them move

forward. This is the time for sorting out and getting the right emotional

and attitudinal responses for success in the new situation.

Stages of change

Beginnings:

People are now feeling good about the change and positive about the

future.

True acceptance of the change can take place because uncertainty

should have ended, people are now comfortable with new surroundings.

Q: There always tends to be a decline in productivity as people

adapt to change being introduced.

A. False B. True

Stages of change

Stages of change

Motivating others to change

Points to remember….

People don't have to go through the stages in sequence.

The path isn't necessarily linear - your people will bounce around the phases until

everyone has reached a state of peace and equilibrium with the "new thing".

People can go through phases over different time periods – a few minutes to

months.

The intensity and duration of the reaction depends on how significant the loss is

perceived as a result of the change.

If you are a leader, manager, director or coach…

1. Understand how motivation affects creativity;

2. Get better work out of creative workers;

3. Avoid (inadvertently) crushing people’s motivation;

4. Use rewards effectively;

5. Understand and influence many different types of personality;

6. Facilitate collaboration.

Once people are on your team, ask yourself two basic questions:

1. How do I tap into their core motivations and amplify them?

2. How do I avoid blocking these motivations?

Motivating others to change

Four Kinds of Motivation

1. Intrinsic motivation – the attraction of the work itself;

2. Extrinsic motivation – rewards for doing the work;

3. Personal motivation – individual values;

4. Interpersonal motivation – social influences.

To answer the two questions above:

The basic levers of influence available to you as a leader or manager.

Motivating others to change

Types of Intrinsic Motivation

Challenge.

Interest.

Learning.

Meaning.

Purpose.

Creative flow.

Managing Intrinsic Motivation

Do something inspiring.

Set them a challenge.

Define the goal clearly.

Eliminate distractions and interruptions.

Match the work to the worker.

Let them get on with it.

Reward behaviours, not results.

Coach creative flow.

Motivating others to change

Types of Extrinsic Motivation Managing Extrinsic Motivation

Money.

Fame and recognition.

Awards.

Praise and appreciation.

Status and privilege.

Opportunities.

Obligations and deadlines.

Threats.

Don’t rely on extrinsic motivations.

Get the balance right.

Calibrate

Notice what has the biggest impact

Motivating others to change

Q: Successful implementation of change only requires full

knowledge and ownership by the leadership of the organization.

A. False B. True

Personality Motivators

1-The Achiever. Ones value achievement, hard work and discipline. They are perfectionists.

2-The Helper. Twos value generosity, and appreciation. They are happy to provide help and support.

3-The Performer. Threes value success, competition, with winners and losers. They are very focused on achieving their goals.

4-The Romantic. Fours value authenticity, to be true to yourself. They have a highly original style and don’t mind being perceived as outsiders.

5-The Observer. Fives value knowledge. They believe knowledge is power. They are avid readers and lifelong learners.

6-The Guardian. Sixes value security. They believe there is safety in numbers. They are excellent team players and fiercely loyal to the group.

Motivating others to change

Identifyng personalities

Personality Motivators

7-The Optimist.

Sevens value pleasure and possibilities. They believe life is for living to the full, enjoying every moment. They can be relied on to look on the bright side, suggest new options and jolly everyone along.

8-The Leader. Eights value power. They believe you have to fight for what you want in life. They make excellent leaders or formidable opponents, depending on how they perceive you.

9-The Peacemake.

Nines value peace and harmony. They believe life would be much easier if we could all learn to get on better together. They are self-effacing, but skilful diplomats, intervening where needed to restore harmony within a group.

https://personalitypath.com/free-enneagram-personality-test/

Motivating others to change

Identifyng personalities

Peer Pressures - Interpersonal Motivation

Most of our behaviour is … the result of the influence of other people because we

are a super social species. A herd animal, if you like.

Mark Earls.

Types of Interpersonal Motivation

Copying Rebellion Competition Collaboration Identity

Commitment Encouragement Support Contribution Recognition

Facilitating Interpersonal Motivation

Two things that turn a group of people into a tribe are:

• A shared interest;

• A way to communicate.

Motivating others to change

Sources of Motivation

The most important two things a leader can do are:

• Transforming the shared interests into a passionate goal and desire for change;

• Providing tools to allow members to tighten their communications.

Facilitating Interpersonal Motivation

A few ideas for doing this.

1. Turn common interests into common goals.

2. Tell a story.

3. Environment.

4. Promote diversity.

5. Think about the team beyond the team.

6. Provide communication tools.

7. Use feedback loops.

8. Mediate.

Motivating others to change

Analytical Skills

Proactive

Listening Skills

Emotional Intelligence

Detail Oriented

Process Orientation

Baptized in the Real World

OD (Organizational Development)

Background

Communications (Engaging)

Adaptability

Low Ego

Curiosity

1. Strategic thinking: The ability to keep the ‘big picture’ in mind

and focus on the end-game.

2. Analytical thinking: The ability to make sense of huge

amounts of financial, employee and performance data.

3. Commercial thinking: The ability to understand the wider

context within which your organisation is operating and the

opportunities the change presents.

4. Planning and organising: The ability to ensure you and

whoever else you’re working with on the change get the right

things done at the right time.

5. Handling complexity: The ability to negotiate your way

through various organisational systems, particularly where other

organisations are affected by the change.

6. Communication: The ability to speak and write in ways that

are easy-to-understand and compelling.

7. Influence, persuasion and negotiation: The ability to get the

majority of people on board, adopting a ‘win-win’ approach.

8. Resilience: The ability to handle whatever is thrown at you

(but not be a pushover), bounce back and not take things

personally.

9. Managing relationships: The ability to build and maintain

relationships with a wide range of people from all levels and all

parts of the organisation and its partners.

10. Handling ambiguity: The ability to make sense of (and help

others make sense of) what is going on when there is little or no

information.

Change Management Competency Profile

73

Organizacional Level Estrategical vs Táctica

Dimension Behavioral Focus

Leadership and Management Processes

Leadership and Management Competencies

Whole Organization

Estrategic Person Creating a compeling

vision for change Vision & Alignment

Developing a competitive strategy

Strategic Thinking Task

Person Generating an integrated network

Networking

Operations Movilizing and Leveranging resources

Resources Management Task

Person Building motivated teams Teamwork

Groups Defining and implementing core

processes Process Excellence

Task

Person Maximizing individual performance

Performance Development

Individual

Reaching critical goals Goal setting

Tactic Task

Competency Profile

The Tanennbaum & Schmidt Continuum

Management Strategies

The Tannenbaum and Schmidt Continuum of Leadership depicts seven

different styles of management differentiated by the degree of control exerted

by the manager over their team.

It can also be read as a continuum of team autonomy, with more collaborative

approaches on the right-hand side, and individual role-based work, with tasks

set by managers, on the left.

The Tanennbaum & Schmidt Continuum

Robert K. Tannenbaum was Professor

at the UCLA Anderson School of

Management, and an organisational

psychologist.

Warren H. Schmidt, a Doctor of

Psychology, who also taught at UCLA

A Theoretical Model

It’s important to note that the continuum is designed to incorporate the whole

theoretical spectrum of decision-making behaviour, from total top-down control to

complete abdication of responsibility. In reality, of course, very few effective

leaders inhabit the extremes to the left and right of this mode.

Leadership theories and models

http://www.free-management-ebooks.com/

Leadership theories and models

http://www.free-management-ebooks.com/

THE 11 PARADOXES OF LEADERSHIP THAT HANG ON THE WALL OF

EVERY LEGO MANAGER

• To be able to build a close relationship with one’s staff, and to keep a

suitable distance.

• To be able to lead, and to hold oneself in the background.

• To trust one’s staff, and to keep an eye on what is happening.

• To be tolerant, and to know how you want things to function.

• To keep the goals of one’s department in mind, and at the same time to be

loyal to the whole firm.

• To do a good job of planning your own time, and to be flexible with your

schedule.

• To freely express your view, and to be diplomatic.

• To be a visionary, and to keep one’s feet on the ground.

• To try to win consensus, and to be able to cut through.

• To be dynamic, and to be reflective.

• To be sure of yourself, and to be humble.

Source: Evans (2000)

The End