Expert answer:organizational change paper
Solved by verified expert:Attached Files: Generic Change Management.ppt (1.812 MB) Kotter-Leading-Change-Why-transformation-efforts-fail.pdf (692.857 KB) Kubler Ross.pdf (20.058 KB) Improvisationsal model for change.pdf (190.235 KB) Organizational Change Management Paper.pptx (450.805 KB) This paper will give you an
opportunity to evaluate a failed organizational change, identify a
theory that could have been used to develop the change, and aapply that
theory to the failed change. The paper must follow these standards:be 5-7 pages of content in lengthhave at least three outside professional resourcesfollow APA standardsA PowerPoint of the paper is attached as well as the PowerPoint and the document discussing organizational change.
generic_change_management_1_.ppt
kotter_leading_change_why_transformation_efforts_fail.pdf
kubler_ross.pdf
improvisationsal_model_for_change.pdf
organizational_change_management_paper_1.pptx
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Organizational
Change
Management
Dr. Charles Poplos, PMP
Organizational Change Management
• Organized, systematic application of
– Knowledge
– Tools
– Resources of change
• To provide organizations with a key process to
achieve their business strategy
Difference Between Project and
Change Management
• Project Management focus is on specific
project activities and deliverables
• Change Management focus is on the impact
the project will have on the organization
Thus
• Project Management – the change
• Change Management – getting the change
accepted
Essential Components
•
•
•
•
•
•
•
Sponsor Management
End-user Communication
Readiness
Training
Coaching
Transition Planning
Resistance Management
Sponsor Management
• Sponsor is key
• CM team works to produce
the Sponsor Roadmap
– Let the sponsor know about
expectations, and
– How the sponsor can help
achieve success
End-user Communication
• Permeate the gaining organization’s hierarchy
with change information
– Keep them informed
– Get them ready for the impact
– Make them comfortable
Readiness
• Readiness involves
• Analyzing an organization to identify
– The current state
– The future desired state,
– What is required to move from one state to the other
• Organizations need to understand
– The specific impacts the new system will have on their own internal
operations
– To prepare proactively for those impacts
Training
• Training plays a critical role in
helping the gaining organization
adapt the new processes,
hardware, software, etc. into
their operations
• CM Team performs training
needs analysis
– Determines the training strategy
– Helps manage the training plan
– Identifies the skill gaps of the
affected end-user community
Coaching
• The CM team works with
supervisors to ensure they are
aware of the
– Project or what is being changed
– Impacts
– Expectations of them
• The coaching effort can range from
– Coaching info sheets to
– Formal meetings with
managers/supervisors to advise
them on how best to coach their
staff
Transition Planning
• Transition Planning involves
– Preparing the organization to support the new system once the change is
completed
– The team
• Reviews the skills necessary to support the new system
• Works with individuals on the production side to develop transition plans
to successfully support the new application
– Users may
•
•
•
•
Require Training
Require remedial training in related skill sets
Need to acquire entirely new skill sets
Will have job reclassification issues
Resistance Management
• A resistance management plan is a proactive
approach to managing resistance
• It is important to identify potential resistance
points by defining
– What resistance may look like
– How to identify resistance
– How to mitigate the impact of resistance
In General
• Change Management
– Manages change as a process
– Recognizes that projects deal with people
– Helps people through the change with open and
honest communication
– Provides awareness of the new environment
– Ensuring readiness to function competently
Preparation For Major Change
• It is important for
organizations to
understand
– Impacts the
implementation will have
on their own internal
operations
• And to
– Prepare proactively for
those impacts
Concerns
• Organizational Change
Management is
concerned with:
– Managing change as a
process and recognizing
that people are the focus
– Providing direct,
knowledgeable, and
frequent communication
The Change Problem
• Change problem is
– Some future state to be
realized
– Some current state to be left
behind
– A some structured, organized
process for getting from the
one to the other
Change Answers Three Questions
• How do we make the change?
• What needs to be changed?
• Why is it being changed?
How Do We Make The Change?
• How do we get people to
– Be more open?
– Assume more responsibility?
– Be more creative?
What Needs To Be Changed?
•
•
•
•
•
What are we trying to accomplish?
What changes are necessary?
What indicators will signal success?
What standards apply?
What measures of performance are we trying
to affect?
Why Is It Being Changed?
• Frequently chains and networks of business
must be traced out before one finds the “true”
reason for a change effort
• CM wants to find the ultimate purposes of
functions and find new and better ways of
performing them
– Why do we do what we do?
– Why do we do it the way we do it?
The Theories
•
•
•
•
•
Satir’s Change Process Model
Kubler-Ross Stages of Change Model
Kotter’s Phases of Change Model
Lewin’s Dynamic Stability Model
Prosci Change Management Model
Satir’s Change Process Model
• Satir’s change model is one of many tools
she invented to enhance communication
and encourage growth
– “Change” is the project announcement which
leads to a period of uncertainty, chaos, and
productivity decreases
– As people learn more and receive
training/coaching, their productivity begins to
rise
– There is a period of flux until the new system
becomes the status quo.
Kubler-Ross Stages of Change Model
• Describes the process
by which people deal
with grief
– Significant changes in
the working
environment can bring
about a form of grief
Kubler-Ross Stages of Change Model
• Five stages
– Denial: The initial stage: “It can’t be happening.”
– Anger: “Why ME? It’s not fair?!” Recognition of changes in the day-today routine, perceived (or real) loss of prestige, power, knowledge,
movement to the new state where things are unfamiliar and
uncomfortable.
– Bargaining: “Just let me live to see my son graduate.” A sense of “just
leave me alone”, or “just don’t change this one particular thing too”.
Sometimes expressed as “as long as I don’t lose anything”, or “just
make sure I get the training I need”.
– Depression: “I’m so sad, why bother with anything?” When a system
first implements feelings like “this is too hard”, “this is too slow”, “this
takes too much work”, and “this is stupid” are not uncommon.
– Acceptance: “It’s going to be OK.” Once people get used to the new
system, they begin to accept it, and in time will defend it as strongly as
they defended the old system.
Kotter
• Kotter’s change
phases model
deals with the
phases of change
Lewin’s Dynamic Stability Model
• Refers to “unfreezing, changing, and
refreezing”
– It gives rise to thinking about a staged approach to
changing things. Looking before you leap is usually
sound practice.
• Using Lewin’s approach as a starting point
– Most change associated with projects comes from
the envisioning of some future state yet to be
realized
– To arrive at the “to be” state, it is important to
understand the “as is” state.
Prosci Change Management Model
• Prosci
– Is a nationally recognized research
and development company that
specializes in bench-marking change
management best practices
– Has made a significant step forward in
the integration of organizational
change management and project
management
– Released its Change Management
Process
• Following eight years of
research with over 1000
organizations
Prosci Change Management Model
• Built into the process are scalable and
flexible components for customizing OCM
activities to the specific organizational
change being implemented
– ADKAR (Awareness, Desire, Knowledge,
Ability, Reinforcement) system for
working through change
• Includes
– Tools to perform organizational analysis
– Templates which can be customized to
aid the process of preparing
organizations for change
Selecting a Change Strategy
•
•
•
•
•
•
•
•
Degree of resistance
Target population
The stakes
Time frame
Expertise
Dependency
Organizational Strategy
Funding
Basic Change Management Steps
• Provide awareness of the change that is going to occur
• Ensure there is understanding about why the change needs to happen and
the benefits of that change
• Facilitate acceptance of the change
• Act as someone who cares, listens, and responds to individual needs and
concerns
• Manage people and expectations
• Assist people to use their insights, skills, and sense of values to move
forward with organization/team efforts.
In Summary
• Organizational Change Management is an important part of any process
implementation
• Getting the people to accept the change is essential in project success
• Organizational change management is made up of seven essential
components
–
–
–
–
–
–
–
Sponsor management
End-user communication
Readiness
Coaching
Training
Transition Planning
Resistance Management
In Summary
• Change Management
– helps answer the question “how are we going to move from this
current state to the future state?”
– is drawn from the fields of psychology, sociology, business
administration, economics, industrial engineering, systems
engineering, and the study of human and organizational behavior
• Change Management and Project Management must work
together to ensure project success and acceptance of the
change brought about by new systems
Leading Change:
Why Transformation
Efforts Fail
by John P. Kotter
Harvard Business Review
Reprint 95204
HarvardBusinessReview
MARCH-APRIL 1995
Reprint Number
JOHN P. KOTTER
LEADING CHANGE: WHY TRANSFORMATION EFFORTS FAIL
95204
NOEL M. TICHY
AND RAM CHARAN
THE CEO AS COACH: AN INTERVIEW
WITH ALLIED SIGNAL’S LAWRENCE A. BOSSIDY
95201
ROBERT SIMONS
CONTROL IN AN AGE OF EMPOWERMENT
95211
JOHN POUND
THE PROMISE OF THE GOVERNED CORPORATION
95210
B. JOSEPH PINE II, DON PEPPERS,
AND MARTHA ROGERS
DO YOU WANT TO KEEP YOUR CUSTOMERS FOREVER?
95209
A. CAMPBELL, M. GOOLD,
AND M. ALEXANDER
CORPORATE STRATEGY:
THE QUEST FOR PARENTING ADVANTAGE
95202
GEOFFREY OWEN
AND TREVOR HARRISON
WHY ICI CHOSE TO DEMERGE
95207
REGINA FAZIO MARUCA
HBR CASE STUDY
HOW DO YOU GROW A PREMIUM BRAND?
95205
SIMON JOHNSON
AND GARY LOVEMAN
WORLD VIEW
STARTING OVER: POLAND AFTER COMMUNISM
95203
RICHARD O’BRIEN
BOOKS IN REVIEW
WHO RULES THE WORLD’S FINANCIAL MARKETS?
95206
PERSPECTIVES
REDRAW THE LINE BETWEEN THE BOARD AND THE CEO
JOHN G. SMALE • ALAN J. PATRICOF • DENYS HENDERSON •
BERNARD MARCUS • DAVID W. JOHNSON
95208
HBR
M A R C H – A P R I L
1 9 9 5
Leading Change:
Why Transformation Efforts Fail
by John P. Kotter
Over the past decade, I have watched more than
100 companies try to remake themselves into significantly better competitors. They have included
large organizations (Ford) and small ones (Landmark Communications), companies based in the
United States (General Motors) and elsewhere
(British Airways), corporations that were on their
knees (Eastern Airlines), and companies that were
earning good money (Bristol-Myers Squibb). These
efforts have gone under many banners: total quality
management, reengineering, right sizing, restructuring, cultural change, and turnaround. But, in almost every case, the basic goal has been the same:
to make fundamental changes in how business is
conducted in order to help cope with a new, more
challenging market environment.
A few of these corporate change efforts have been
very successful. A few have been utter failures.
Most fall somewhere in between, with a distinct
DRAWINGS BY KURT VARGO
tilt toward the lower end of the scale. The lessons
that can be drawn are interesting and will probably
be relevant to even more organizations in the increasingly competitive business environment of
the coming decade.
The most general lesson to be learned from the
more successful cases is that the change process
goes through a series of phases that, in total, usually require a considerable length of time. Skipping
steps creates only the illusion of speed and never
produces a satisfying result. A second very general
John P. Kotter is the Konosuke Matsushita Professor of
Leadership at the Harvard Business School in Boston,
Massachusetts. He is the author of The New Rules: How
to Succeed in Today’s Post-Corporate World (New York:
Free Press, 1995), Corporate Culture and Performance,
coauthored with James L. Heskett (New York: Free Press,
1992), and A Force for Change: How Leadership Differs
from Management (New York: Free Press, 1990).
Copyright © 1995 by the President and Fellows of Harvard College. All rights reserved.
LEADING CHANGE
lesson is that critical mistakes in any of the phases
can have a devastating impact, slowing momentum
and negating hard-won gains. Perhaps because we
have relatively little experience in renewing organizations, even very capable people often make at
least one big error.
Error #1: Not Establishing a Great
Enough Sense of Urgency
Most successful change efforts begin when some
individuals or some groups start to look hard at a
company’s competitive situation, market position,
technological trends, and financial performance.
They focus on the potential revenue drop when an
important patent expires, the five-year trend in declining margins in a core business, or an emerging
market that everyone seems to be ignoring. They
then find ways to communicate this information
broadly and dramatically, especially with respect to
crises, potential crises, or great opportunities that
are very timely. This first step is essential because
just getting a transformation program started requires the aggressive cooperation of many individuals. Without motivation, people won’t help and the
effort goes nowhere.
Compared with other steps in the change process, phase one can sound easy. It is not. Well
over 50% of the companies I have
watched fail in this first phase. What
are the reasons for that failure?
Sometimes executives underestimate how hard it can be to drive
people out of their comfort zones.
Sometimes they grossly overestimate how successful they have already been in increasing urgency.
Sometimes they lack patience:
“Enough with the preliminaries;
let’s get on with it.” In many cases, executives become paralyzed by the downside possibilities. They
worry that employees with seniority will become
defensive, that morale will drop, that events will
spin out of control, that short-term business results
will be jeopardized, that the stock will sink, and
that they will be blamed for creating a crisis.
A paralyzed senior management often comes
from having too many managers and not enough
leaders. Management’s mandate is to minimize risk
and to keep the current system operating. Change,
by definition, requires creating a new system,
which in turn always demands leadership. Phase
one in a renewal process typically goes nowhere until enough real leaders are promoted or hired into
senior-level jobs.
Transformations often begin, and begin well,
when an organization has a new head who is a good
leader and who sees the need for a major change. If
the renewal target is the entire company, the CEO
is key. If change is needed in a division, the division
general manager is key. When these individuals are
not new leaders, great leaders, or change champions, phase one can be a huge challenge.
Bad business results are both a blessing and a
curse in the first phase. On the positive side, losing
money does catch people’s attention. But it also
gives less maneuvering room. With good business
results, the opposite is true: convincing people of
the need for change is much harder, but you have
more resources to help make changes.
But whether the starting point is good performance or bad, in the more successful cases I have
witnessed, an individual or a group always facilitates a frank discussion of potentially unpleasant
facts: about new competition, shrinking margins,
decreasing market share, flat earnings, a lack of
revenue growth, or other relevant indices of a declining competitive position. Because there seems
to be an almost universal human tendency to shoot
the bearer of bad news, especially if the head of the
organization is not a change champion, executives
in these companies often rely on outsiders to bring
unwanted information. Wall Street analysts, custom-
One chief executive officer
deliberately engineered the
largest accounting loss in the
history of the company.
60
ers, and consultants can all be helpful in this regard. The purpose of all this activity, in the words of
one former CEO of a large European company, is
“to make the status quo seem more dangerous than
launching into the unknown.”
In a few of the most successful cases, a group has
manufactured a crisis. One CEO deliberately engineered the largest accounting loss in the company’s
history, creating huge pressures from Wall Street in
the process. One division president commissioned
first-ever customer-satisfaction surveys, knowing
full well that the results would be terrible. He then
made these findings public. On the surface, such
moves can look unduly risky. But there is also risk
in playing it too safe: when the urgency rate is not
pumped up enough, the transformation process
HARVARD BUSINESS REVIEW
March-April 1995
Eight Steps to Transforming Your Organization
Establishing a Sense of Urgency
Examining market and competitive realities
Identifying and discussing crises, potential crises, or major opportunities
Forming a Powerful Guiding Coalition
Assembling a group with enough power to lead the change effort
Encouraging the group to work together as a team
Creating a Vision
Creating a vision to help direct the change effort
Developing strategies for achieving that vision
Communicating the Vision
Using every vehicle possible to communicate the new vision and strategies
Teaching new behaviors by the example of the guiding coalition
Empowering Others to Act on the Vision
Getting rid of obstacles to change
Changing systems or structures that seriously undermine the vision
Encouraging risk taking and nontraditional ideas, activities, and actions
Planning for and Creating Short-Term Wins
Planning for visible performance improvements
Creating those improvements
Recognizing and rewarding employees involved in the improvements
Consolidating Improvements and Producing Still More Change
Using increased credibility to change systems, structures, and policies that don’t fit the vision
Hiring, promoting, and developing employees who can implement the vision
Reinvigorating the process with new projects, themes, and change agents
Institutionalizing New Approaches
Articulating the connections between the new behaviors and corporate success
Developing the means to ensure leadership development and succession
HARVARD BUSINESS REVIEW
March-April 1995
1
2
3
4
5
6
7
8
61
LEADING CHANGE
cannot succeed and the long-term future of the organization is put in jeopardy.
When is the urgency rate high enough? From
what I have seen, the answer is when about 75% of
a company’s management is honestly convinced
that business-as-usual is totally unacceptable. Anything less can produce very serious problems later
on in the process.
Error #2: Not Creating a Powerful
Enough Guiding Coalition
Major renewal programs often start with just one
or two people. In cases of successful transformation
efforts, the leadership coalition grows and grows
over time. But whenever some minimum mass is
not achieved early in the effort, nothing much
worthwhile happens.
It is often said that major change is impossible
unless the head of the organization is an active supporter. What I am talking about goes far beyond
that. In successful transformations, the chairman
or president or division general manager, plus another 5 or 15 or 50 people, come together and develop a shared commitment to excellent performance
through renewal. In my experience, this group never includes all of the company’s most senior executives because some people just won’t buy in, at least
not at firs …
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