Change Management

EXECUTIVE SUMMARY
Change management is the process oI developing a planned approach to change in an organization.
Typically the objective is to maximize the collective beneIits Ior all people involved in the change and
minimize the risk oI Iailure oI implementing the change. Change management can be either reactive`,
in which case management is responding to changes in the macro-environment (that is, the source oI
the change is external), or proactive`, in which case management is initiating the change in order to
achieve a desired goal (that is, the source oI the change is internal).
To be eIIective, change management should be multi-disciplinary, touching all aspects oI the
organization. It`s most common uses are in inIormation technology management, strategic
management, and process management. Change management can take many Iorms and include many
change environments. The most common usage to the term reIers to organizational change
management, which is the process oI developing a planned approach to change in an organization.
The discipline oI change management deals primarily with the human aspect oI change, and is
thereIore related to pure and industrial psychology. Change management can be approached Irom a
number oI angles and applied to numerous organizational processes. It`s most common uses are in
inIormation technology management, strategic management, and process management. However, at
its core, implementing new procedures, technologies, and overcoming resistance to change are
Iundamentally human resource management issues.
Attitudes towards change result Irom a complex interplay oI emotions and cognitive processes.
Because oI this complexity everyone reacts to change diIIerently. On the positive side, change is seen
as akin to opportunity, rejuvenation, progress, innovation, and growth. But just as legitimately, change
can also be seen as akin to instability, upheaval, unpredictability, threat, and disorientation. Whether
employees perceive change with Iear, anxiety and demoralization, or with excitement and conIidence
or somewhere in between, depends partially on the individual`s psychological makeup, partially on
management`s actions, and partially on the speciIic nature oI the change.

An individual`s attitude toward a change tends to evolve as they become more Iamiliar with it. The
stages a person goes through can consist oI: apprehension, denial, anger, resentment, depression,
cognitive dissonance, compliance, acceptance, and internalization. It is management`s job to create an
environment in which people can go through these stages as quickly as possible and even skip some
oI them. EIIective change management programs are Irequently sequential, with early measures
directed at overcoming the initial apprehension, denial, anger, and resentment, but gradually evolving
into a program that supports compliance, acceptance, and internalization.
Management`s Iirst responsibility is to detect trends in the macro-environment so as to be able to
identiIy changes and initiate programs. It is also important to estimate what impact a change will
likely have on employee behaviour patterns, work processes, technological requirements, and
motivation. Management must assess what employee reactions will be and craIt a change program
that will provide support as workers go through the process oI accepting change. The program must
then be implemented, disseminated throughout the organization, monitored Ior eIIectiveness, and
adjusted where necessary.

Introduction

The dictionary meaning oI change as a noun is making or becoming diIIerent, diIIerence
Irom previous state, substitution oI one Ior another, variation` etc. Change is also a verb
meaning to undergo, show or subject to change, to make or become diIIerent`. We are
experiencing changes in all spheres oI our lives Iood, drinks, clothing, relationships,
ambitions, living standard, work, tools, techniques. The changes are occurring so Iast that
people say in this rapidly changing world change is the only constant.` There are numerous
visible and invisible Iorces , which are constantly aIIecting changes in organizations, a Iew oI
them may be enumerated as Iollows:
Technology Tools, techniques, instruments, methods, procedures.
Work Iorce Knowledge, skills, ambitions, expectations, needs.
Economy Liberalisation, globalisation, privatisation, breaking the barriers resource
imbalance.
Competition Mergers, acquisitions, entry oI new organizations, new products, lowering
prices, better services.
Social trends Nuclear Iamilies, working couples, late marriages, one child norm.
Political Warning ideologies, new equations, transitory relationships, coalition Govts etc.,
single superpower.
Financial New types oI Finances and Financial Institutions

All changes are not similar in nature. Some changes keep on happening on their own and
some are planned. There are three types oI changes.
O Evolution
O #evolution
O Planned change
When people are not willing or / and not prepared Ior Iacing the change, change comes
gradually as a natural process, in small adjustments or shiIts in response to emerging
problems this type oI change has been called Evolution.

When people reach a state oI readiness to resolve conIlicts by applying Iorce on others to
comply through coercion or suppression, revolution takes place.

When eIIorts are made to make others experience the need oI change and determine the ideal
or desired situation and striving to achieve the ideal or desired state through planned actions,
planned change takes place.
Social and Behavioral scientists have made diverse approaches to understand explain change
process.

Marilyn Ferguson has described Iour types oI change in his 'Aquarian conspiracy
Exceptional Change
A particular change is accepted as an exception; there is no change in ongoing aspects. The
existing belieIs are not changed but speciIic change is introduced separately, as an exception.
In THE # division oI a large organization Ilexitime was introduced as an exception all
other divisions were continuing the ongoing system.
Incremental Change
A gradual change, those who are aIIected do not experience it initially. Computerization in
oIIices has been introduced as an incremental change in most oI the organizations.

Pendulum Change
Change Irom one extreme point oI view to the opposite pendulum change. In a Company
elaborate procedures oI open tender was in practice Ior engaging Consultants; suddenly they
decided to go Ior single tender on negotiation basis.
Paradigm change
The new inIormation about an event, object, behaviour, image is integrated and the picture
shiIts` or enlarges, emergence oI a new belieI such a change is called paradigm change. A
paradigm`, in simple words may be understood as a cognitive model oI how things are or a
standard Ior how things should be.

For example,the consideration Ior the success oI a PSU today in comparison to those in the
seventies.
Change also has been explained as a continuum the two extremes being


o Change Position
The no change` position indicates the 0` condition oI inertia` sticking to traditional
view, valuing the past conservative thinking that new` is deIinitely bad. Any change or
deviation Irom the past is perceived as a threat a threat to belieIs, habits, preIerences,
norms and prevailing order. An example is evolving a perIormance management system,
constantly sticking to the previous method where boss does it alone. The major beneIit
Irom this position is stability`, less eIIorts, comIort, less risk but it also brings no growth,
boredom, dissatisIaction, conIormity and stagnation.

Constant Change
The extreme right` indicates the state oI constant change` and presents a dynamic approach
having a constant Iocus on Iuture. It considers the new` as always good. Any change is seen
as positive and resistance is seen as bad not moving with times and an opposition to the
norms and values and progress. A restlessness Ior knowing what is new and adapting the
same without our objective assessment oI the strong and positive aspects oI what is the past
or the present, not even the existing capabilities. In order to convince or implement the
changes not much regard to the aIIected people is given, and eIIort to convince has much
jargon and Iorce and excitement. Sometimes, the Iocus on what is important and crucial is
lost. This state provides energy, excitement and zeal to go ahead oI the traditions.

Productive (pragmatic) Change
Between the two extremes is another approach the Pragmatic approach` oI change which
is Iocused on the existing state (what is happening) and change seen as inevitable. The
emphasis is on explaining the need Ior change and making a conscious choice without having
a Iascination or inertia Ior the past, not a compulsion Ior a rapid change.


DRIVERS OF CHAE I BUSIESS

There are many visible and invisible Iactors, which may compel a business organization, how
to eIIect changes oI various types. A Iew general change drivers are increased
competition, Price cuts, Technology, Laws, Customer / user demand.

Change Targets
There could be a Variety oI possible targets oI change in an organization.
A Iew are :
O Vision, mission task, and goal
O Structure
O Strategy
O Systems, procedures, technology
O Organizational Values
O Management styles
O Culture
O Human resource : knowledge, skills, attitudes, values





The PESTLE environment of three different industries as different factors
looms larger in the different industries.


PROCESS OF CHAE
Change is process oI moving Irom the current state to the desired state (vision) oI Iuture.
Making a change involves, moving the organizations people and culture in line with the
strategies, structure, processes and systems to achieve desired state (vision).

The existing situation is the status, which is prevailing at the moment, what the organizations
looks like now. The desired situation is the status which one desires to prevail; it is also
called vision. A vision helps in clariIying
O What do we want to become?
O How much needs to change?
O What the Organization should look like when the change is completed?
The transition state may be deIined by ascertaining the activities and processes necessary to
transIorm the organizations Irom its current state to the desired state a road map Ior
speciIying the activities, crucial interventions and events during the transition period. For
making an organization move Irom the existing state to desired state some Iorce` is to be
applied. Some Iorces applied by the individual(s) undergoing the change oppose the Iorce
applied Ior moving to the desired state this is called resistance. This also supports
Newton`s third law oI motion- 'Every action / Iorce creates an opposition (resistance).
Successful changethe three stage model
According to Lewin`s three step model, successIul change in organizations should Iollow
three steps :

i) Unfreezing
Newton`s Iirst law oI motion states 'Every object remains in state oI rest or uniIorm motion
in a straight line unless and until an external Iorce is applied to it. In the organizations also
similar situations exist. When a product, service or proIit is at a deteriorating stage but with
the rapid changes there maintaining a steady state` is not possible as the situations are
bringing many types oI Iorces, usually inhibiting Iorces which block the pace. For example,
Ior a stagnant product, every product will remain stagnant and non-competitive leading to
decay vertically down unless and until an external, innovative and relevant technology is
proposed to cause its growth vertically upwards. Thus Ior making any change some thing has
to be done in a planned way to disturb the status quo: this is called de Ireezing (unIreezing).
This stage aims at disturbing the existing equilibrium and creates motivation to change using
mechanisms like (a) lack oI conIirmation or disconIirmation (b) sharing one`s concerns
and perceptions openly, looking in to Ieelings, removal oI barriers oI communications,
induction oI guilt and anxiety and creations oI threats by reduction oI psychological saIety,
presentation oI alternative scenarios etc. In case oI any change, the eIIort is going to Iace
individual resistance and group conIormity. These change eIIorts Ior overcoming the
pressures oI both individual resistance and group conIormity.
Two types oI Iorces emerge and at the status quo, both are in balance-
a) Forces prompting the change Iorces that direct the behaviour away
Irom the status quo 'riving Iorces
b) Forces hindering the movement away Irom the status quo #estraining
Iorces.


For aIIecting the change :
O The riving Iorces should be identiIied, assessed and intensiIied / added.
O The #estraining Iorces should be identiIied, assessed and weakened / removed.
O Both strategies are Iollowed simultaneously.
The technique described is called Force Iield analysis`. The method includes the Iollowing
steps:
1) IdentiIy the problem, which you want to work and describe it.
2) eIine the problem clearly indicating the present situation.
3) eIine the situation desired aIter the problem is solved.
4) IdentiIy the Iorces working Ior the change i.e. driving Iorce by way oI individual listing,
brainstorming or any other means.
5) IdentiIy and list Iorces likely to work against the desired change (restraining Iorces). These
Iorces can be related to human resource, time, money, technology, customer requirements or
any other internal, external Iactors.
) From the list oI driving Iorces and restraining Iorces, prioritise the Iorces and identiIy 3-4
most signiIicant Iorces under each oI the both categories.
7) Make a Iorce Iield diagram showing both types oI Iorces aIter prioritization. The arrows
should be proportional to their priority / strength.
8) iscuss and list possible action steps Ior reducing or eliminating the eIIect oI the
restraining Iorces and add or increase the eIIect oI the driving Iorces.
9) etermine the most eIIective steps under both the categories oI Iorces and outside which
once to implement.
10) Examine the resources available Ior carrying out each action steps.
11) evelop a comprehensive action plan, sequence oI activities and assign responsibilities
Ior implementation.
12) Implement the plan.
13) Evaluate.

ii) Moving / Intervening
The steps to be taken Ior making the desired change should be planned considering all
aspects Tasks, Technology, Structure and Human #esource. Since any organization is
composed oI these Iour inter-related and interdependent components, the impact oI the
changes should be anticipated and examined. Since the organizational environment is a
resultant oI three or Iour components and any organization exist in environment analysis
oI internal and external environment is essential. This step aims at developing new responses
by providing new inIormation. Cognitive redeIinition is a mechanism, which is achieved by
identiIication (inIormation) through a single source and scanning (inIormation through
multiple sources).

Refreezing
The change interventions start making the desired status in due course. These are to be
stabilised. #eIreezing stabilises a change intervention by balancing the Iorces which have
created the desired (driving Iorces) and those, which are inhibiting the changes to occur
(restraining Iorces). Here also, Newton`s Second Law is quite helpIul in understanding
'The rate oI change oI momentum is proportional to Iorce applied and change takes place in
the direction in which the Iorce acts. Hence, Ior rapid and deep change, Iorces applied
should be strong, direction should be clear and Iorce applied in the right direction. This stage
helps stabilising and integrating the changes. This is gained by integrating new responses into
persons and into signiIicant ongoing relationships through reconIirmation.

CHAE MODELS
1) C.D.S. Model
This is a very simple 3 stage model developed using the work oI Bechhard and Horns (1987).
The three stages are:
i) Assessment oI current state (scenario)
ii) eveloping the desired State (scenario)
iii) Formulating the strategy / plan to move the organization (or system) Irom current state to
the desired state.

Assessment of Current State
At this stage, eIIorts are made to explore, analyse and identiIy the problems and unused
opportunities, understanding the causes visualizing the eIIects. For this, a climate is to be
created where people share their views, opinions experiences openly and the management is
willing to admit the gaps, slippages, wastages and other problems. Normally, a long list is
generated and it is essential to prioritize and identiIy points oI leverages` problems,
which have high priority.
Developing the Desired State (Preferred Scenario)
At this stage, eIIorts are made to determine how the organization or organizational unit,
project or the programme would look like aIter making the changes. For preparing the
scenario, alternative possibilities or preIerred scenario are developed by using techniques like
brainstorming, Iantasy or a variety oI structured exercises. EIIorts are made to stimulate both
right brain type thinking and leIt-brain type oI thinking so that both conventional and
nonconventional ideas are captured. A Iew indicators or criteria are also developed to indicate
the achievement oI desired state. These criteria would help in Iuture to determine to what
extent the desired scenario has been arrived at. Evaluate each oI the scenarios by using
diIIerent evaluation methods and select the most visible one. At this stage, leIt-brain type oI
thinking will be quite useIul. Anticipate the diIIiculties likely to be experienced while making
action steps to reach the desired scenario. Examine iI appropriate steps can be taken and
resources will be adequately available. Otherwise, examine the Ieasibility oI implementation
oI the next preIerence. #e-work on the selected preIerred scenario to make it more explicit
and inspiring. Getting the commitment Ior the change initiatives and resources, the
commitment oI the key persons in the organization and outside should be assured.
Formulating the strategy action plan to move the organization Irom the current state to the
desired state These states deal with how the movement Irom the existing to the desired state
would be accomplished. Thus, this stage would indicate how the results would be
accomplished. For this, a wide range oI strategies to reach the new stage or preIerred scenario
would be identiIied. Using the right brain type thinking, the alternative strategies are
identiIied, then evaluation oI each oI the alternative strategies would be made and that
appropriate strategy would be selected which would help in achieving the desired outcome.
These strategies would next be translated in the Iorm oI workable plans.

. ADPI Model
This Model is based on the work oI N# Jones. It consists oI the Iollowing stages.

ADPI Model








Organizational Analysis
This phase aims at developing an understanding about the organization, its culture and
readiness Ior change. EIIorts are made to understand the tasks, structure, strategies, systems,
procedures and management practices, morale, motivation and internal and external
environment. iIIerent research techniques, interviews, brainstorming and workshops are
used.
Designing Change Intervention
At this stage, vision or the desired state oI the organization is prepared. Active involvement
oI Top management and a wide agreement on the interventions are essential. The key
resource persons and other team members must be identiIied and some team building
initiatives are taken to ensure shared vision and commitment to change. #ole oI each member
CrganlsaLlonal
Analysls
lmplemenLaLlon
ueslgnlng
Change
lnLervenLlon
lannlng Lhe
Change
should be clariIied. A number oI workshops, training sessions, meeting and presentations are
usually held at this stage.
Planning for the Change
The objective oI this stage is to plan Ior eIIecting the desired changes Ior achieving the
vision. An action plan is prepared indicating the activities, responsibilities, time Irame,
counting huge measures and required resources.
Implementation
This is the most crucial stage. The action plan has to be implemented. The involved persons
are to be educated and convinced about the gains. Extensive communication is required and
high orders oI leadership skills especially persuading skills are required. A number oI
presentations, meetings, workshops are to be held. The success depends on the internal
resource persons or Iacilitates who would work in tandem with the change agent / consultant.
It is diIIicult to get successIul implementation without Project Management skills.

3) Action Research
A change process based on systematic collection and analysis oI data is called action
research. In this approach, data is collected to diagnose the problem and action steps are
identiIied on the basis oI the analysis oI the data. It is a Iive step process. These steps have
been enumerated as Iollows.
Diagnosis
Under the guidance oI a change agent / consultant, data is gathered about the problems,
perceptions, concerns and the expected changes Irom the employees oI the organization.
Questions, interviews, secondary records and a variety oI techniques are used Ior collection
oI data.
Analysis
At this stage, analysis oI the data collected in the previous step is carried out to identiIy the
problems, patterns oI behaviours etc. The change agent or consultant draws inIerences and
identiIy the primary concerns, problem areas and expectations.
Feedback
Action research is a collaborative process and thereIore emphasises deep involvement oI the
employees likely to be involved. ThereIore, the highlights oI the analysis in terms oI concerns
and problem areas are shared with the employees specially those cross sections Irom where
data had been collected. With the help oI representatives oI employees, action plan Ior
bringing about needed change in the speciIic areas is carried out.
Action
Actions planned in the action plan mentioned above are set to motion in line with an
explicitly prepared implementation plan.
Evaluation
At the planned intervals, an evaluation is carried out to know to what extent implementation
has taken place and desired changes have been arrived at. Necessary steps may be taken Ior
collection, modiIication or Iurther work.

PHASES OF PLAED CHAE
For getting the enduring results, change cannot be leIt to choice; rather planned eIIorts will
have to be made. Consolidating various models, a general approach oI making planned
change may be evolved
Creating awareness and disturbance.
Feeling the need oI change
Exploring the readiness
iagnosis
esigning and planning interventions
Intervening managing the transition
Evaluation and
Follow-up

Creating and Communicating Awareness
It is a well-known Iact to many that Irogs are amphibious creatures having tremendous
adaptability. They have survived all ages because oI this they can survive in all climates,
in all situations, all temperatures. Some experiments carried on Irogs in laboratories are
highly shocking. In a Iew shallow pans, Irogs were kept in water at normal temperature. The
pans were kept on Bunsen burners which were heating the water in pans very slowly. Even iI
the water became very hot the Irogs did not jump out oI the pans quite surprising. The
water started boiling the Irogs got boiled! Pans with room temperature water once again
put on the bunsen burners. When the water became quite hot (but not boiling) around 0 - 70
egree C temperatures Irogs were dropped in the pans. Within Ilash oI moment Irogs
jumped out and save themselves. Many oI us are like the Irogs we develop tolerance and
adaptability and ignore the 'temperature and end up boiling. Awareness` thereIore is the
Iirst stage. A process oI enhancing the awareness oI selI by considering the aims, goals,
vision, mission and the state oI their achievement, Iuture environmental scenarios,
extrapolations and Iorecast is useIul Ior enhancing awareness. Bench marking and competitor
intelligence are two other triggers oI enhancing awareness. The awareness creates anxiety to
create Iuture scenarios, likely gains and problems and thereIore generates energy in
those who become aware. For example, in BHEL in 1983, the H# Manager was trying to
project the role oI Personnel Iunction in achieving the Corporate objectives (1985-90) and
could realise that iI the manpower strength and turnover/sales keeps on increasing at the
previous rate, then in 1990 the company will be in red only because oI Manpower strength.
He got alarmed and made a series oI presentations in diIIerent Iora. AIter initial reaction, the
top Management also became aware and alarmed oI the impeding situation. This created
planned eIIorts oI Manpower Planning in the leadership oI the H# Manager. AIter 2 years,
the Manpower strength started decreasing today the strength is 43,000 against the strength
oI 78,000 in 1983-84. The turnover during the period has increased Irom #s. 800 crores to
8000 crores. A variety oI strategies, such as presentation, publications in Newsletters,
workshops, Quiz, sessions and presentations in Management evelopment programmes may
be used Ior enhancing awareness. This awareness creates an imbalance and disturbs the status
quo. People become uncomIortable and respond in diIIerent ways. Usually energy level
increases Ior denial and opposition oI the issues.



Feeling the eed
Once the awareness spreads and increases, the involved people start Ieeling the need oI the
change oI elimination oI the unhealthy situations. They start thinking about ways and means
to avoid this undesired situation. People start thinking about the consequences iI no change is
made. When the actual / projected results are not in line with expectations, needs are intense
ly Ielt. Any person at any level can Ieel the need, but sharing will help enhance the clarity.

Exploring Readiness for Change
In spite oI the strongly Ielt need, it is essential to explore the readiness oI the organization to
change. A process Iacilitator may call a meeting / workshop oI senior people and on the basis
oI observations on the interaction, he can get an idea oI the readiness to change. When too
much Iascination Ior the status quo is sensed, Iear and apprehensions are strongly expressed,
case oI Iailure are cited more than success stories, resource scarcity is repeatedly presented
resistance to change eIIorts is likely to be high. O should not be initiated in a hurry. Some
consultants conduct a Iew workshops Ior assessing the readiness. Instruments / questionnaires
are also used by some consultant. An approach developed by J William PIeiIIer and John E
Jones may be suggested. This approach is based on 15 indicators, which they have developed
in the Iorm oI a check list (instrument). The indicators are being enumerated below under
three broad classes.

eneral Considerations
O Size oI the organization
O Growth rate
O Crisis (situation)
O Macro economics
O O history
O Culture
Resources
O Time commitment
O Money
O Access to people
O Labour Contract limitations
O Structural Ilexibility

People Variables
O Interpersonal skills
O Management development
O Flexibility at the top
O Internal change agents
This instrument / check list can be served to a number oI people in the organization,
including the top management and the Iindings should be discussed. This will not only give
an idea about the readiness, but also raise the awareness towards some oI the crucial pre-
requisites.

Intervening - Managing the Transition
Preparing the Team
For carrying out the interventions, a team oI internal resource persons is prepared. Ideally,
this is a multi-disciplinary team which would make the interventions and help in its
successIul implementation. The internal resource persons should be skilled in Human Process
Iacilitation and should have undergone intensive training programmes.

Conducting the Activities
Whatever interventions have been planned, are to be implemented. In many areas, employees
would pose resistance which is to be overcome. II the approach appears to be inadequate or
inappropriate amendments are to be made. The experiences are to be documented
highlighting both process and content aspects. #egular interaction with the committee / task
Iorce members and Consultants is very essential.

Mid Course Evaluation
AIter interventions have been made, periodic evaluation is required Ior ascertaining whether
the interventions are bringing desired results. II yes, then Iurther Iollow up is required. II not,
it must Iirst be examined whether interventions have been made as per the plan. II
interventions have been made as per the plan but are not giving the desired results, the causes
must be examined and iI needed, alternative interventions should be designed and introduced.
BeIore making the interventions, the management / Iacilitators should be clear about.
a) What is the change going to be made?
b) What are the reasons Ior beneIits oI the organization?
c) How will change aIIect the individuals who experience it?
d) What supports and tools are needed to manage transition?
While making interventions the involved persons Iorce diIIerent types oI problems.
The processes at the transition stage are quite important. Whenever managers suspect that the
change is likely to come their initial reaction is that oI 'shock. Their perIormance starts
receding and they give diIIerent negative comments. This shock starts spreading. In a multi
unit public sector undertaking, when the Top Management decided to introduce a K#A based
PerIormance Management System, there was an initial reaction oI shock. It aIIected their
sense oI well-being and perIorm adversely. Soon aIter, a strong tendency to deny that there is
anything wrong in the prevailing system emerged and managers tried to show an enhanced
competence (ability) to protect the existing status. They started showing that the present
system was quite good. Very soon, there was a realisation that the average is imminent and
they have to bear the pangs oI change. This realisation was spread and managed positively Ior
enhancing the readiness oI change by introducing planned eIIorts by introducing mechanisms
Ior awareness generation, training, involvement oI users, interest and support oI senior and
top level managers. All these created strong emotions at one side Iear oI unknown on
the other side beneIits oI the new system, pressure on roles, Iuture possibilities, beneIits,
losses, implications etc. The pressure Ior unlearning the existing ways and learning the new
ways created diIIerent types oI Iears and anxieties. The ensuring uncertainty created
Irustration in many leading to sliding down sense oI well-being and perIormance level. The
intensiIied training sessions, realization oI possible losses and beneIits, envisioning oI Iuture
gradually led executives toward acceptance oI the system. The sense oI conIidence, well
being and perIormances started climbing upward. The desire and eIIort oI experimentation
started getting reinIorced. They accepted the challenges and started eIIorts Ior adopting the
new system. There were slippages and mistakes which got rectiIied. Communication
enhanced and people started sharing their experiences Ieelings, hopes, successes, Iailures.
The leadership helped people to get a better understanding. The evaluation oI the emerging
situation, Ieedback amendments and enhanced communication, helped integration oI the
eIIorts and the system got implemented.

Evaluation / Follow up
The results oI the change initiatives should be measured periodically the gap between the
planned and desired. For this, a beIitting Ieedback mechanism is to be set up to gather
inIormation by survey, Iocus groups, interviews etc. Usually, it has been Iound that even iI
encouraging results are obtained in the beginning, with the passage oI time, it starts
deteriorating. Managers intervene by way oI providing support, appreciation and training etc.
Special meetings, celebrations, support groups and certain types oI reinIorcements are needed
Ior sustaining and enhancing the results.

Paradigms oI change
de Caluwe and Vermaak (2004) have categorized approaches to change in a somewhat
diIIerent way. #eviewing the literature they have identiIied Iive diIIerent ways in which we
can conceptualize what happens when we want to make change interventions. They have
given colors to each oI these approaches. Some oI them relate to the Iour organizational
models and indeed to the three-ball model oI outputs, interests, and emotions and culture that
we met in the introduction.
Blue change through design is most oIten the one we see occurring in organizations.
It is the project management approach to change and involves careIul planning and detailed
analysis beIore the change happens. It links quite well with the machine metaphor oI
organizations and leading outcomes in the three-ball model. It is very much about the rational
way to enact change. II we have done the initial analysis well enough and can plan the steps
and stages comprehensively enough then the inputs that we make will produce the outputs
that we want.
Yellow change through addressing interests addresses the political aspect oI
organizations, recognizing that there are winners and losers in all change situations and that
directly addressing the diIIerent wants and needs oI the various stakeholders is a necessary
element in getting positive movement Iorward in the driving Iorces Ior change and a useIul
way oI attending to those Iorces that are restraining or against the change. This is most
closely aligned to the political metaphor and also leading interests in the three-ball model.
Red change through people recognizes that change in an organization is predominately
done through people, and Ior the outcome oI any change initiative to be successIul it will not
only need to have addressed the concerns oI the organization`s people but to have engaged
with them in order Ior new attitudes, skills and behaviors to have been acquired or learnt and
certainly demonstrated.
White change through emergence is about creating the conditions Ior change to occur
without speciIying the exact nature oI the changes. rawing on the Ilux and transIormation
metaphor it suggests that we cannot logically and rationally design, plan and manage change
in a linear way. What is required is an enabling environment, people to make sense oI what is
happening, and to spot where the organizational energy is and take steps to removing
hindrances and obstacles. Perhaps requiring a leap oI Iaith, this approach is based around the
belieI that systems will selI-organize and, even in the midst oI chaos, order and evolution will
occur.


Five Approaches to Change
reen change through learning is concerned with change happening as a direct result oI
learning. Here we are talking about individual and team learning and also the concept oI the
learning organization. The key Iocus is on creating the environment necessary Ior individuals
and teams to acquire the necessary knowledge, skills and experience to step into the new state
and also how collectively the organization can embed any new knowledge Ior sustained
perIormance. This also covers the single-loop and double-loop learning oI Argyris and ways
in which the organization can monitor and evaluate itselI throughout the changes.

RESISTACE TO CHAE
According to Newtons third Law oI Motion 'to every action there is an equal and opposite
reaction. #esistance to change, is thereIore, bound to be there. #eal change will be eIIective
only when -
riving Iorces ~ #estraining Iorces
#esistance is ability to avoid what one does not want Irom the environment. #esistance to
change is a behaviour designed to discredit, delay or prevent the implementation oI a change.
#esistance is oI two types Individual resistance and Organizational resistance. #esistance
is not always harmIul. An individual poses resistance to all those eIIorts, which are against
his/her SelI Concept` a response to protect one habits, belieIs, values. #esistance prevents
Irom getting hurt, guards one`s eIIectiveness, heightens one`s awareness to oneselI and keeps
one Irom becoming distracted. It provides stability and predictability oI ones behaviour. II
there is no resistance, there will be a chaotic randomness` in organizations. #esistance
stimulates discussions and re-examination. In organizations resistance helps in diIIerentiating
talents, providing new inIormation, producing energy and making the work environment saIe
(HB Karp). #esistance, thus, gives both beneIits as well as problems.
Individual Resistance
#esistance in diIIerent situations has varying intensity. The idea itselI generates the Iirst level
oI intensity it is the initial or the Iirst response when a person comes to know about the
proposed change. This is primarily because oI the natural liking Ior the status-quo`. This is
also due to lack oI awareness about the desired change its importance, impact, costs and
beneIits, their own concept and view oI the changes. Some times even iI the change is
derived, there is a dislike Ior the timing, the change agent, the cost Iactor or the extra eIIorts
required. There are some issues, which are not observed or experienced initially. These are
the deeper issues. The issues may not be Iound to cause resistance initially, but it is
experienced and becomes visible while discussing or working on the issues. These appear in
diIIerent ways:
O Mistrust
O Punishments
O #ewards
O Need Ior respect, reward, recognition
O Fear oI loss (monetary or status)
O Lack oI resilience.
The level 3 issues are deeply imbedded entrenched. This is caused by conIlicting values,
visions, liIe goals, historical animosity etc. This may be as a result oI the combination oI
some Iactors described at previous two levels. #esistance to change does not always becomes
explicit or observable. Mostly these are hidden and come out indirectly, thereIore, it is not
easy to observe and anticipate.
Some causes oI individual resistance:
- Increased work load loss oI comIort
- Loss oI security (the unknown)
- Loss oI belongingness (with new people)
- Failure (loss oI esteem)
- Loss oI interest (boredom)
- Change in habits (loosing ease and spontaneity)
- Loss oI income (economic Iacts)
- Loss oI change in perceptions inner disturbance and lack oI communication.
The resistance oI change is oI diIIerent types:
O Logical,
O Attitudinal and
O Sociological.
Logical resistance is based on rational gaps or disagreements with Iacts, reasoning and
conceptual diIIerences. Attitudinal resistance is due to emotional or psychological reasons
like Iears, lack oI trust etc. Sociological resistance is due to group / social aspects like
politics, vested interests, sharing oI beneIits oI a particular group, presentation oI groups
identity, value report etc. To summarise, individuals resistance to change is due to one or
more oI the Iollowing reasons as enumerated by #. Likert and others:
O Selective Perception
Employees perceive same events / things diIIerently as such the change
objective and outcomes are not perceived exactly in the same way. Also
persons are more interested in seeing how they would be aIIected personally,
rather than seeing the big picture.
O Fear of Unknown
People preIer Iamiliar actions and events; change brings in new patterns, which
disturb the habits.

O Lack of Information
Lack oI knowledge or inIormation about what is expected or why the change is important or
how change will eIIect and whom results in resistance.
O Hostility towards Change Initiator
The image / relationships with the change initiatives causes some resistance.

Organizational Resistance
Organizations, by nature, are conservative and resist change. A Iew sources oI organizational
resistance have been enumerated below :
Inertia
Threats to Power
roup norms
Resource Threat to Limited
allocation expertise focus
Figure 3 : Organisational Resistance

Inertia
ue to the Task, Structure, Strategy, Technology, Systems, Procedures and Iamiliar people,
organizations get Irozen or are in a steady state. The idea oI bringing in charge creates the
Ieeling oI disturbance in the equilibriam. Hence resistance.
Limited Focus
All organizational systems are inter-related, thereIore change in one causes stress and strain
on others. ThereIore, iI a change is carried out in one system/ sub-system, there is a natural
tendency in the other components to resist the ensuing changes as these do not want to get
disturbed.
roup orms
By way oI the past interactions working, a group norm settles in. Change questions these
norms and seeks establishment oI other norms hence resistance.
Threat to Expertise
People have acquired a degree oI expertise and specialisations which make them comIortable
and selI esteem is high due to change in organizations there is a danger oI getting some
oI the expertise obsolete and acquisitions oI new expertise /specializations. This needs a lot
oI personal / group eIIort as such resistance.
Threat to Power
Change may bring in new structure, new technology, new systems, procedures, new
delegation oI powers, new relationships that may cause a threat to some oI the sources oI
power, hence resistance

Resource Pressure
All the above-mentioned changes may create pressure on various types oI resources including
manpower resources. This perception causes resistance. Many Scholars and ProIessionals
have conducted research Ior understanding causes oI resistance in organizations. Some oI the
important causes oI resistance to changes have been enumerated as Iollowing :
O The proposed change has not been described through documents, written down
description not available.
O Lack oI clarity on the purpose oI the change.
O Lack oI involvement oI the people aIIected by the change.
O Change eIIorts initiated on the basis oI a personal appeal.
O Group norms and organizational culture have not been considered.
O Lack oI inIormation to employees about the change
O Sharp increase in workload during implementation.
O Non-additional and resolution oI the worries and concerns and Iears oI the aIIected
persons.
O Non-clariIication / resolution oI the issues and anxieties relating to job security,
transIers redeployment etc.

OVERCOMI RESISTACE TO CHAE
As mentioned earlier, resistance is a positive Iorce and provides opportunities Ior having a
thorough understanding oI contextual Iactors as well as issue directing and emerging out oI
the interventions. Some managers use strategies to break the resistance using coercion or
emotional appeals which prove to be dysIunctional. Some managers try to avoid or bypass
the resistance by ignoring the opposition views, opinions and Ieeble signals. They dont
conIront the issues or do some thing to deIlect the resistance by some gimmicks and tactics
ultimately Iail to deliver results and create a number oI dysIunctional processes in the
organization. Other dysIunctional strategies used by managers Ior overcoming resistance are
the eIIorts oI minimising the resistance by calling on traditions, attributing the cause oI
change to group or Top Management and hiding the emerging issues highlighting some thing
oI the past or Iuture. Overcoming resistance to change calls Ior a positive approach towards
resistance. One may try to agree to the assumption #esistance is a positive Iorce and needs
to be honored rather than suppressed, avoided or minimised.` Another assumption is
encourage the Iree expression oI resistance and capture the key ideas`. The positive approach
suggests that the #esistance should be encouraged to be brought to surIace, it should be
honored rather than showing reaction or deIensiveness. The issues (resistance) should be
explored and emotional and tangible issues should be separated. Then the issues and
understandings should be reviewed and real issues identiIied and clariIied. The cause and
eIIect diagram will be useIul.

REDUCI RESISTACE TO CHAE : FEW SUESTIOS
To reduce resistance to change in the key steps, Iew suggestions are discussed below:

i) Initiation of Change
O #esistance will be low iI the persons involved perceive the change project as their
own, rather than imposed on them by others.
O #esistance will be low iI the whole hearted support Irom Top Management is
available.

ii) Type of Change
O #esistance will be low iI the involved persons are convinced that the diIIiculties
experienced in their job would come down aIter implementation.
O #esistance will reduce iI the change is likely to bring interesting and satisIying
experience, to the concerned individuals.
O #esistance will be less iI the change is congruent and supports the values and ideals
oI the concerned individual.
The perception that the power autonomy, and security will not be adversely aIIected.

iii) Process of Change
O II the persons likely to be aIIected have taken part in diagnosis, and have agreement
on the basic change problems and Ielt its importance resistance will be less.
O #esistance will become low iI the change makers (or sponsors)
(i) see the opponents viewpoints empathize with them and
(ii) take steps to remove their perceived Iears.
O #esistance will be reduced iI Ieedback is taken Irom the aIIected persons and they are
apprised oI the steps to be taken.
O II there is enough change Ilexibility and project is kept open to revision and
amendment on the basis oI evaluation and Ieedback.

COMMOLY USED ITERVETIOS FOR MAAI CHAE

It is very diIIicult to enumerate and explain all interventions Ior managing change eIIectively.
However, a Iew important techniques commonly used are enumerated below :

Communication
Authentic and complete communication on the objective, coverage, timing, costs, individual
and organizational implications and change methods and the consequences oI not going Ior
change and post change beneIits is most essential Ior managing change. At the Corporate
oIIice oI a large organization, as prelude to making change, it was diagnosed that the
executives numbering 15 were not communicating with each other. The communication
climate was hostile and top management was perceived as autocratic. Enhancing
Communication climate emerged as one oI the major concerns. As one intervention, the
executives were asked to sit together Ior 15 minutes in the conIerence hall around the round
table. Initially executives resented it but gradually they started sharing some oI the
operational problems they were Iacing and others started responding by giving their
comments and solutions. They started opening up and sharing their Ieelings, concerns,
agreements and disagreements etc. Within a Iew weeks, this meeting became the most liked
Iorum oI communication and sharing. OIten they had to extend the timing. This Iorum
became the initiating and Iacilitating platIorm Ior the major changes the Iunction made Ior
next Iew years. There is no standard plan Ior communication, but pre intervention diagnosis
should attempt to understand the communication climate, styles and barriers. Creation oI a
supportive communication climate is highly useIul in making change interventions.

Education and Training
All involved persons may not have the desired environmental, organizational, Iunctional,
technical, Iinancial, strategic, behavioural knowledge and skills. Education and training is
very essential at all stages. In the pursuit oI designing and commissioning a comprehensive
PerIormance Management system in a large PSU, almost two years were spent in educating
and training the senior management personnel and users to make them understand the
concept, realize the need, express their satisIaction and dissatisIaction Irom the existing
system, deIine their expectations Irom the proposed system. Even the design oI the proposed
system was prepared in training and developments programs using Behavioral Science based
interventions. AIter the program was approved Ior implementation, a series oI training
programs were conducted Ior the users. Background support was provided through internet
and publication oI literature. Over 200 PerIormance Management Systems trained separately
or ensuring smooth implementation could multiply the eIIorts. Even an interactive website
was installed Ior resolving the doubts on line. All this helped in covering a large section oI
widely prevalent executives in a short time and Iear oI change could be almost eliminated.

Participation and Involvement
The persons likely to be aIIected need to be involved right since the initial stage. Their active
involvement in all stages oI the processes not only will provide valuable ideas at every stage;
rather it will inculcate a sense oI ownership. In installing an incentive scheme in a medium
size Engineering company, the line managers and worker representatives were involved right
since beginning i.e. Irom the stage oI Ieeling the need, identiIying the beneIits and problems,
collecting and analysis oI data and designing the system and developing the earning table.

Facilitation and Support
The change initiatives are to be Iacilitated by skilled Facilitators (change agents). This helps
in surIacing the issues, proposal resolution oI conIlict, team building and development oI a
conducive change climate. Facilitation is a process in which a person, acceptable to all
members oI the group, substantially neutral and having no decision making authority
intervenes to help a group improve the way it deIines and solves problems and makes
decisions in order to enhance the eIIectiveness oI the group. To intervene, according to Chris
Argyris, means to enter in to an ongoing system Ior the purpose oI helping those in the
system. The main task oI a Facilitator is to help the group increase its eIIectiveness by
improving its processes. A process reIers to how a group works together and includes how
members talk to each other, how they identiIy and solve problems, how they make decisions
and how they handle conIlicts etc. Normally in a group, without a Facilitator, members Iocus
on contents and ignore the processes. Content reIers to what a group is working on, what is
the subject matter, task, methods, procedures, cost, time, controls etc. Facilitation is oI two
broad types- basic Iacilitation and developmental Iacilitation. In basic Iacilitation, it is
expected that the Facilitator would guide the group using the principles oI eIIective group
processes -observing both contents and processes. In developmental Iacilitation, group
members expect the Facilitator to monitor and guide the groups processes and teach them
how to accomplish this goal.

egotiation
In dealing the resistance, negotiation is quite useIul as the change agent has to exchange
something oI value Ior reducing the resistance. This also is useIul when resistance comes
Irom a powerIul person. Three basic types oI Negotiating Styles have been described
Tough battler, the Supportive Facilitator and Cognitive #easoner. A negotiator should
understand these styles and should be well versed in using all the three styles as each style is
eIIective in a particular situation. There are a Iew other models also describing diIIerent
styles oI negotiation. Although Collaboration is the most desirable strategy, other strategies -
avoidance, accommodation, Competition Iorcing and compromise also have their limitations
and beneIits.

Co-opting
Assigning a key individual member a desirable role is quite eIIective in managing change.
The co-opted person becomes a Key #esource Person in charge oI project and by way oI his
power base, is able to inIluence others. His involvement and contribution helps the change
process. Two other interventions mentioned below are not positive interventions, however, in
critical situation, these interventions are also useIul.

Manipulation
It is a covert inIluencing tactics which uses twisting and distortion oI Iacts to make them
appear more attractive and potent. This also includes hiding or withholding undesirable
inIormation, and creating rumors. Cooptation also sometimes is used as manipulative tactics.

Coercion -Implicit and Explicit
This involves application oI direct threats or Iorce on those who are resisting or are likely to
resist. In situation oI crisis it is oIten successIul, otherwise not so eIIective.

Formula for Change
A Formula Ior Change was developed by #ichard Beckhard and avid Gleicher and is
sometimes reIerred to as leichers Formula. The Formula illustrates that the combination oI
organizational dissatisIaction, vision Ior the Iuture and the possibility oI immediate, tactical
action must be stronger than the resistance within the organization in order Ior meaningIul
changes to occur.

PCI (People Centered Implementation)
PCI is a change management methodology developed by ChangeIirst, which has been
continuously improved since the 1990s. It has been applied in the Iield oI people change
management by organizations and their change agents in over 35 countries around the world.
PCI describes the six critical success Iactors that must be managed to build commitment to
change initiatives and create behavior change.
1. Shared Change Purpose - create and share a powerIul case Ior change in the
organization
2. Effective Change Leadership - develop strong change leadership Ior the initiative
3. Powerful Engagement Processes - build and deliver plans to engage people in the
change
4. Committed Local Sponsors - build understanding and commitment oI middle and
Iront-line managers
5. Strong Personal Connection - create commitment and behavior changing actions Ior
Iront-line people
. Sustained Personal Performance - support people as they learn to adapt, managing
their resistance sensitively and empathetically.


COCLUSIO
It can sometimes be hard to separate out 'the change', project management, and change
management. In practice, these three components are intertwined in order to deliver a positive
outcome to the organization. However, there is value in separating out the components. First,
thinking about the three components separately makes it easier to deIine and help others
understand these distinct elements. Second, separating out these three components is a solid
Iirst step when troubleshooting on a particular project that may not be moving ahead as
expected. For instance, are our challenges coming Irom issues around designing 'the change'?
Are the issues related to the technical steps, activities or resources (project management)? Or
are concerns coming Irom how individuals are accepting or resisting the change (change
management)? It`s a truism that change is constant, and in business continuous change and
evolution is usually necessary to be competitive. So to a certain degree, good
change management practice simply means practicing good management, and outside
assistance is oIten desirable when true objectivity is required. In the Iinal analysis, the most
eIIective change management is all about articulating and sharing a vision, so that the people
being aIIected believe that adapting to change is the right thing to do.




#EFE#ENCES

1. www.12manage.com/methods_.,30_2,3,02039_iceberg.html
2. ww.sensepublishers.com/catalog/files/90-8790-013-9.pdf
3. ww.accenture.com/.../,30.../default.htm - United States
4. books.google.com.my/books?isbn=1930885180
5. www.valuebased2,3,02039.net/methods_.,30_2,3,02039_iceb
erg.html