Change Agents

Distinction between Change Initiator <<>> Change Agent Change Agent motto: expect to unexpected... Ability to deploy Backstage Activity

Change Agents main features: Builds Relationships Diagnoses problems effectively Identifies and obtains relevant resources Generates alternatives and makes a choice Builds acceptance through communication Develops the capability to internally adopt change

Machiavellian change agent

Concentrates efforts on achievable changes Knows when to fight and when to compromise Knows the history of the organization Builds coalitions Joins external constituencies Uses committees effectively Uses formal systems

What Can Change Agents Change?

Structure

Technology

Physical Settings

People

Structure, Technology, and People as Targets of Organizational Change

Structure

Technology

Organizational Change

People

Organizational Change

Unfreezing

Changing

Refreezing

Lewins Three-Step Process

Unfreezing the Status Quo

Desired State
Restraining Forces

Status Quo
Driving Forces Time

Levels of Change Leadership Skills

Level I Level II Level III

(Jim Canterucci)

Small changes with clear direction Change projects at local level Transformation of a central idea into change initiatives and organisation wide communication Generates change with a high degree of transformation Ability to revolutionize organisations

Level IV Level V

Key competencies of change agents

(Buchanan, Boddy)

Sensitivity to changes Setting clear, realistic goals Flexibility in responding to changes Team building ability Networking skills Tolerance of ambiguity Communications skills to transmit effectively the need for change Interpersonal skills (listening) Personal enthusiasm Stimulating motivation and commitment Selling plans and ideas Negotiating with key players for resources Political awareness in identifying potential coalitions Influencing skills, to gain commitment Helicopter perspective, to stand back from the immediate project

Action Research Process

One: Three:

Diagnosis

Feedback
Five:

Evaluation
Two: Four:

Analysis

Action

Survey Feedback: An Overview

Data Collection Employees complete surveys to provide information about problems in their organization

Feedback Feelings about the organization are summarized and shared with all employees

Develop Action Plans Through group discussions, specific plans for overcoming problems are identified and developed

Change Agent
Objective Identifying and reflecting the role of the change agent Contents - Defining the change agent - Relationships in the change team - Relationships to the relevant environments

Managing Change: Its Culture Bound!

Is change possible? How long will it take? Does culture influence resistance? Does culture influence implementation?