Most Important Steps- D2
abparsley
ManagingChange-Unit2.pptxManaging Change
Unit 2
Summary
For today’s managers, change is a forgone conclusion. And, while managing change is one of the most important things managers do, it is also one of the most difficult things leaders face. Managing change requires identifying areas where change is needed, determining effective ways to change, and then guiding, encouraging, and facilitating change among the members of a group or organization. Understanding how to effectively do these things will make the difference in successfully leadings teams and/or projects.
The Changing Environment
External
Internal
Global
The Change Process
Change typically occurs as a process that happens over some period of time. That time can be very short or can occur over a long stretch. Several theories exist that help to break down the stages of the change process. The next couple of slides help to break down common stages in the change process.
The Change Process – Lewin’s Force-Field Model
Lewin’s Force-field model proposes that change can be divided into three stages: unfreezing, changing, and refreezing.
Unfreezing occurs when individuals realize the old way of doing things is no longer useful or appropriate. Occasionally, obvious signs make people aware of this need. However, most of the time, managers must help people to see the threats of continuing down the same path and the opportunities that may be realized with an effort to change.
Changing occurs when people begin to investigate new ways of doing things. It is not always easy, but one effective way to get people to “buy in” is to involve them in the generation of new ideas.
Refreezing the new approach is adopted and accepted into the group/organization’s practices.
Click here to learn more about Lewin’s model for change https :// www.change-management-coach.com/kurt_lewin.html
The Change Process – Reactions to a change
People react to change similarly. The psychological reactions often follow the model here
Note: It is important for managers to understand these stages in order to patiently help subordinates get through change effectively.
The Change Process – Reasons for Resisting Change
People often resist change (especially at first). Change is not easily accepted if people perceive:
Proposed change is not necessary
Proposed change is not feasible
It is not cost effective
Perceive it would cause personal harm/loss
It is inconsistent with their values
When leaders are not trusted
Note: In order to avoid change efforts falling flat, make sure to ask yourself whether those concerns are valid. If they are, you may reconsider. If not make sure to consider ways that you can alleviate others’ concerns and help to correct any misperceptions.
Implementing Change
Understanding how people experience change is only half of this difficult puzzle. The other is to effectively implement change. Follow some of the recommendations on the next couple slides to improve your ability to successfully implement change.
Implementing Change – Kotter’s Model
This model by Kotter describes essential steps for implementing change effectively.
Implementing Change – Overcoming Resistance
Click here to read article on overcoming resistance
