CONFRONTING THE

CHALLENGES OF SHIFTING TO
A BETTER CUSTOMER RELATIONS CULTURE
(CHANGE MANAGEMENT)
JIDE AOGO

 For a change to be successful it important we

consider the following carefully - The situation - Why change? - How to change or what to change - Gainers and losers

MAKING CHANGE HAPPEN

Making change happen involves moving an

organisations people and culture in line with an organisations structure, processes,strategy and system in such that change is successful and delivers long-lasting benefit to the organisation!

This is not easy and, therefore, requires a process

to assist in the management.

This is what Change Management is all about.

8/1/2012

TRANFORMING SUCCESSFULLY

EXPERT VIEWS ON SUCCESSFUL CHANGE MANAGEMENT

Rosabeth Moss Kantor is a professor at

Harvard who has carried out research into change. These are her 10 Commandments

1. Analyse the organisation and its need for change 2. Create a shared vision and common direction 3. Separate from the past 4. Create a sense of urgency 5. Support a strong leadership role 6. Line up political sponsorship 7. Craft an implementation plan 8. Develop enabling structures 9. Communicate and involve people 10. Reinforce and institutionalise change Put in place a structure for implementing it Finally, make people live and breathe change

IMPLICATIONS OF THE 10 COMMANDMENTS Look at what you have got Obtain buy-in at all levels Plan the change, and Put in place a structure for implementing it Finally, make people live and breathe change

EXPERT VIEWS
Organisational Development Resources Inc, an American organisation established by Daryl Connor and specialising in change management, has built up an extensive database on change. Its four determinants are: Sponsor commitment Agent skills Target resistance Cultural alignment

1. 2. 3. 4.

The point here is: To make sure that there is someone championing the change who has the authority to make it happen To put people in place to make it happen To concentrate on those who resist most and To try to make the changes in accordance with usual practice, to make people feel as comfortable as possible

EXPERT VIEW
Beckhard, erstwhile professor at M.I.T. (USA), notes seven conditions for success: 1. Organisational vision and direction towards the vision 2. A clear sense of the organisations identity 3. Understanding of the organisations external relationships 4. Clear and reachable scenarios 5. Flexible structures 6. Effective use of technology 7. Rewards that harmonise people with the organisations objectives

The key points : Understand your organisation and its relationships Be flexible Have a vision, and A map to get there

Lessons from Professor P . Kotter

The change process goes through a series of
phases

Usually require a considerable length of time Skipping steps creates only the illusion of Critical mistakes in any of the phases can
have a devastating impact, slowing momentum and negating hard-won gains.

speed and never produces a satisfying result

SUMMARY OF THE EXPERT VIEWS

Each of the gurus has examined change and broadly come to the same conclusions: It is very difficult The further you go the harder it becomes The less that the change has in common with the organization's culture, the less likely success is It needs a strong, important sponsor A body of people dedicated to making it happen is essential Communication is the key

SUCCESS PRINCIPLE IN CHANGE MANAGEMENT

Make sure that your change programme is a SUCCESS by following these principles: Shared vision Understand the organisation Cultural alignment Communication Experienced help where necessary Strong leadership Stakeholder buy-in

Psychology of Change Management

Four conditions for changing mindsets

1. Employees will alter their mind-sets only if they see the point of the change and agree with it ,at least enough to give it a try. 2. The surrounding structures (reward and recognition systems, for example) must be in tune with the new behavior. 3. Employees must have the skills to do what it requires. 4. Finally, they must see people they respect modeling it actively.

 Each of these conditions is realized

independently

Put together they add up to a way of changing

the behavior of people in organizations by changing attitudes about what can and should happen at work.

Condition 1: A purpose to believe in

In 1957 the Stanford social psychologist Leon Festinger published his theory of cognitive dissonance, the distressing mental state that arises when people find that their beliefs are inconsistent with their actions .

Condition 1: A purpose to believe in

The implication of this finding for an organization

If its people believe in its overall purpose, they will be happy to change their individual behavior to serve that purpose They will suffer from cognitive dissonance if they dont. To feel comfortable about change and to carry it out with enthusiasm, people must understand the role of their actions in the unfolding drama of the companys fortunes and believe that it is worthwhile for them to play a part. Anyone leading a major change program must take the time to think through its "story" What makes it worth undertakingand to explain that story to all of the people involved in making change happen, so that their contributions make sense to them as individuals.

Condition 2: Reinforcement system

B. F. Skinner is best known for his experiments with rats during the late 1920s and the 1930s. He found that he could motivate a rat to complete the boring task of negotiating a maze by providing the right incentive corn at the mazes centerand by punishing the rat with an electric shock each time it took a wrong turn. Over time, however, Skinners rats became bored with corn and began to ignore the electric shocks.

KEY POINTS Skinners theories of conditioning and positive reinforcement were taken up by psychologists interested in what motivates people in organizations. Organizational designers broadly agree that reporting structures, management and operational processes, and measurement proceduressetting targets, measuring performance, and granting financial and nonfinancial rewardsmust be consistent with the behavior that people are asked to embrace. When a companys goals for new behavior are not reinforced, employees are less likely to adopt it consistently; if managers are urged to spend more time coaching junior staff, for instance, but coaching doesnt figure in the performance scorecards of managers, they are not likely to bother. Structures and processes that initially reinforce or condition the new behavior do not guarantee that it will endure. They need to be supported by changes that complement the other three conditions for changing mind-sets.

Condition 3: Skills
During the 1980s, David Kolb, a specialist in adult learning, developed his four- phase adult-learning cycle which include the following: Listening to instructions Absorb the new information Use it experimentally Integrate it with existing knowledge.

Condition 3: Skills
Another organizational psychologist Chris

Argyris also showed that people assimilate information more thoroughly if they go on to describe to others how they will apply what they have learned to their own circumstances. The reason, in part, is that human beings use different areas of the brain for learning and for teaching.

Condition 3: Skills
In practice, this means that you cant teach
everything there is to know about a subject in one session. Change needs time to be imbibed Much better to break down the formal teaching into chunks, with time in between for the learners to reflect, experiment, and apply the new principles. Large-scale change happens only in steps.

 In any organization, people model their behavior on "significant others":

those they see in positions of influence. Within a single organization, people in different functions or levels choose different role models So to change behavior consistently throughout an organization, role models at every level must "walk the talk. The way role models deal with their tasks can vary, but the underlying values informing their behavior must be consistent. Behavior in organizations is deeply affected not only by role models but also by the groups with which people identify. Role modeling by individuals must therefore be confirmed by the groups that surround them

Condition 4: Role models