A WORKSHOP ON “ TRANSFORMATION “

STRICTLY CONFIDENTIAL
 Session Objectives

At the end of this session, you will be able to understand :



v
v Nature of Change
v Source of Change
v Scope of Change
v Level of Change
v Organization Change Management Process


TOOLS USED :


v Theory/Concepts
v Real life Examples
v Activities
v Case Study

Activity
 Awareness of Change

Let’s have some of your views about change


qWhat is change?
q
qWhy do we need change?
q
qWhat are the consequences of not changing?
q
 Defining Change

CHANGE


q Transition
q
q The Process of becoming different


 CHANGE MANANGEMENT


 Structured approach to transitioning individuals, teams,

and organizations from a current state to a desired future
state
Defining Change

Organizational change is about making



alterations to the organization's purpose,

culture, structure, and processes in
response to seen or anticipated changes
in the environment.


Strategic management of change is all



about identifying and embedding in the

organization those changes that will
ensure the long-term survival of the
organization.
 Change Formula C = D * V * F > R

Change (C) will occur



q When sufficient dissatisfaction (D) with the current

state exists,
q When everyone has a clear vision (V) of the future,
and
q When people commit to taking the first steps (F) to
move in the direction of the vision
q And must be greater than the resistance to change
(R)


 The Formula was created by Richard Beckhard and David Gleicher and is sometimes called Gleicher’s
Formula


Change Management Formula

Need change = [ DMREV ] > X

Explanation:

D = Dissatisfaction with the current

situation
M = Motivation
R = Realistic
E = Est. increased efficiency
V = Est. increased revenue
X = Est. resources to complete and
support the change
“ Times are a ’
changing ….”
Are we Prepared…?

q How have the organization’s customers changed?

q
Ø Better Access to services – Huge Market
Ø More Knowledge of services
Ø Greater Expectations
Ø
q Have we anticipated any further change in the customer needs
within our organization?

Organization Change
 Change happens on two dimensions: the business
dimension (vertical axis) and the people dimension
(horizontal axis). Successful change happens when both
dimensions of change occur simultaneously
Framework for Change

An aid to understanding organizational change:




Why is Change necessary What needs to be
?


1.Diagnosing the present
condition and
problem(s)
2.Identifying whether there
is a need for change
3.Determining change
goals and the new state
or condition after the
change
4.
Changed ?
4. Specifying which
components need to be
change to achieve the
new state
5. Identifying the
impediments to change
 Framework for Change
An aid to understanding organizational change :


How should Change occur ?

6. Selecting a change strategy

7. Implementing the change strategy
8. Establishing systems and processes to maintain the
new situation
9. Evaluating the change effort

1.

INSTITUTIONALIZE

CHANGE
When you say Change, they say ….

 “This is a waste of time.”

 “Why change if it was working just fine before?”
 “If it isn't broken, don't fix it.”
 “They never tell us what’s going on!”
 “How soon will this happen?”
 “How will this impact me?”
 “Will I receive new training?”
 “What’s in it for me.”
 “I doubt they are really serious about this.”

Cycle Of Change

Change Introduction Change Enhancement

Acceptance
Shock

“EFFECT
Denial
ON
PRODUCTIVTY “
Anger

Bargaining

Depression
 Barriers to Change

 Individual Resistance Organizational Resistance

v Habit vUndefined Goals/Objectives
v Security vFinancial and Environmental
v Economic Factors vLimited Resources
v Fear of the unknown vGroup/Structural Inertia
v Selective Information
vLack of Leadership
Processing

vCommunication Gap


v Cultural Issues
Force – Field Analysis
  “Changing the Face” can change Nothing;
 But
 “Facing the Change” can change Everything
We will analyze Change in four different dimensions

Analyzing Change
Nature of Change

Four Different Approaches to understand the nature of



change:


1. Survival –
q “ Darwin” (1876) described change as “survival”
q Survival - Ability to adapt to change in the
environment
q For Organizations – to adopt or to die
q
§ Dinosaurs became extinct due to inadaptability to the environmental
conditions
§ Titan is a popular brand as it changed as per market requirement,
however, HMT is not popular as it could not change.

 Nature of Change
2. Behavior –


q Organization – Create suitable environment and

formulate functional intervention strategies


q Change Agents – Understand behavior, perception

and attitude of people


q Managers – Concentrate on improving

communications, group behaviors, organizational
culture, organizational learning and motivation


 Make the participants change their seats as per a particular

order and ask them about their initial reaction on this.
q
 3. Process of Change

Nature of Change
 Lewin’s Three Step Change Process


Unfreezing Changing Refreezing

Process of Solidifying or
Alteration of
letting go of crystallizing the
self-conceptions
certain changes into a
and ways of
restricting new, permanent
thinking during
attitudes form for the
the experience
towards change individual
 Lewin’s Three Step Change Process

UNFREEZING CHANGING REFREEZING

TECHNIQUES TECHNIQUES TECHNIQUES

v Burning Platform v Coaching v Burning Bridges

v v v
v Challenge v Facilitation v Evidence Stream
v v v
v Evidence v First Steps v Institutionalization
v v v
v Education v Involvement v Reward Alignment
v v
v Visioning v Open Space v Socializing
v v
v MBO v Step Wise Change
 3. Process of Change


Nature of Change 
 Process of Change

1. Diagnosing –
2.
q Drivers of Change – external or internal
q Resistance to Change – possible sources
q
2.
 Selecting Change Agents –


q Depending upon type of Change – select Change agents to

implement Change program
q Internal or External ( hired consultants )
q Should be compatible to manage resistance
Process of Change

3. Strategy Building – A Proper plan for change, which

 will transform organization from its existing situation to a
desired position


4. Strategy Implementation –


q Necessitates Managerial and Leadership Skills

q Time, Cost, Responsibility and Ethical Issues to be
considered
q
5. Evaluation – Overall progress and effective
 Implementation of Change program to be evaluated


6. Institutionalize Change



 Activity
 Understanding Change


Small group activity: Changes in real life



v Ask the participants to make three groups of equal size

v Ask the below mentioned questions from them and tell
them to discuss the answers.
v Tell them to present the responses to the class
v
The questions are as follows:


v What changes have you faced in real life?

v Which change incident left a major impact on you?
v
 Nature of Change


4. Systems & Structure – Changing these to support the
Change :


q Staffing: Acquiring / Placing Talent

q
q Development: Building Competence / Capability
q
q Measures and Rewards
q
q Effective Communication


q Information system (technology, MIS)

q
q Resource allocation systems (e.g. budget, finance, strategy)



Sources of Change

 External Drivers  Internal Drivers

 

q Customer Requirement q Improving Operational

q Efficiency
q Demand from other q
stakeholders q Need to improve the
q quality of the products
q Government and services
q q
q Process Improvement
q Regulatory Demand
q
q Market Competition

INTER-CONNECTED
Sources of Change

Shifting
Demograp
hics
World Technolo
Politics gy
Forces
for Change
Globaliz Economic
ation Shocks
Competit
ion
 Scope of Change – Type of Changes

Organizatio
nal
Change

Planned Changes Accidental Changes

vChanges in products and vChanging employee

services demographics
vChanges in administrative vPerformance gaps
systems vGovernmental regulations
vChanges in organizational size vEconomic competition in the
or structure global arena
vIntroduction of new technologies
vAdvances in information
processing and communication
v •
Scope of Change – Type of Changes

CHANGE

EXPECTED UNEXPECTED

Incremental TUNING ADAPTATION

( e.g. New policies, ( e.g. New products or

technologies ) new feature )

Radical REORIENTATION RE-CREATION

( e.g. Organizational Re- ( e.g. New culture or total

design or Re-engineering ) Strategic Change )
Level of Change

Change can occur at three levels:



q Individual Level
q
q Team Level
q
q Organization Level
Handling Change

At Individual Level: Handle Positively and respond



appropriately by –


q Assessing your reaction

q
q Getting Informed
q
q Understanding the Impact
q
q Being Proactive



Activity
 Response to Change
Activity: Identify changes made by your partner


1. Ask the participants to pair up with a partner and stand face-to-
face.
2. When everyone has found a partner, ask participants to

observe each other for 30 seconds. (Keep track of the time)

3. At the end of 30 seconds, ask the participants to turn so that

they are back-to-back with their partners.

4. When everyone is ready, ask each participant to make three

changes to his or her appearance.

(Examples: take off watch, move ring to another finger, turn up
collar, take off glasses, and so on)

Activity

 Ask the participants to raise their hands when the task is

complete so that you can move on to the next phase.


5. When everyone is ready, instruct the participants to turn and



face their partners. Each pair should now point out the change
in each other’s appearance.


6. After everyone has had a chance to talk, quickly check with



each pair to see how they fared.



 Provide praise for their wonderful observation skills, and

encourage them to continue improving.

Activity

 Repeat this activity by reducing the observing and answering

time. Also, tell participants to change more number of things.


 Repeat this activity for the third time and the moment they turn
back and start making changes, tell them to guess the number
or rings their partner is wearing.

Response to Change

Four typical responses to change are:



q Criticize
q Cry
q Carry-on
q Champion

Handling Change

At Individual Level : We need to understand that Change:



q Is a part of life – Facilitates Learning

q Is Inevitable

q Necessary for survival and growth

q Keeps happening in our day-to-day life. Sometimes, we are

the agents of the change, but at other times, it can be
unexpected
q Clue to handling – Respond Positively

 Handling Change

At Team Level – Change Acceleration Process



 GRPI Model of Team Work



DESCRIPTION: A model of successful team work elements



USES:


q When initiating a team and planning the first steps

q When the team isn't working well and you're not sure what's
wrong



GRPI Model of Team Work

q G – Goals
q
 Are the mission and goals of the team clear and accepted

by all members ? Are they in tune with the team's

environment ?
q
q R - Roles and Responsibilities
q
 Are the roles and responsibilities clearly described and
understood ? Do the defined roles support the team goals
fully ? Do the team members have the right competence
and resources to fulfill their responsibilities?
q
 GRPI Model of Team Work
q P - Process and Procedures


 Are there processes and procedures operating in the group (such

as problem solving methods, communication procedures,
decision making processes, resource allocations) that are :
§ understood and acceptable ?
§ supportive to the group goals and roles ?


q I - Interpersonal Relationships
q
 Are the relationships among the team members healthy and
support of good team work ? Is there a healthy level of trust,
openness and acceptance in the group ?
q
 Handling Change – At Organizational Level
Change Acceleration Process
42

Leading Change
Creating A Shared Need

Shaping A Vision

Mobilizing Commitment

Current Transition Improved

State State State
Making Change Last

Mentoring Progress

Changing System & Structures

 Change Acceleration Process
A Model For Organizational Change
Leading Change :
Having a Champion who sponsors the change. S
43 y
Creating A Shared Need
s
L The reason to change, whether driven by that or opportunity, is instilled within the t
organization and widely shared through datrea, demonstration, demand or diagnosis.
e The need for change must exceed its resistance. e
a m
Shaping A Vision :
d s
I The desired outcome of change is clear, legitimate, widely understood
and shared.
n &
g Mobilizing Commitment :

There is strong commitment from key constituents to invest in the change, make it S
C work, and demand and receive management attention.
t
h Making Change Last : r
a u
Once change is started, it endures, flourishes and learning are transferred throughout
n the organization. c
g t
Monitoring Progress :
e u
Progress is real ; benchmarks set and realized ; indicators established to guarantee
accountability. r
Changing Systems and Structures : e
Making sure that the management practices are used to s
complement and reinforce change.
Making Change Last

Key to making change last :



q Prioritization
q
q Integration
q
q Operationalization
q
q Recalibration
q
q Determination
Making Change Last

Early
Successes
Learn from Commitmen
Experience t

Making
Change
Last

Integration Excitement

Resources
Effective Approach to Change

Resistance
Low High

Low Extensive
Persuasive
Participation
Urgency

Focused
High Coercive
Participation
Change Management Matrix
American John P Kotter's eight step change
model can be summarised as:

1.Increase urgency - inspire people to move, make objectives real and relevant.
2.Build the guiding team - get the right people in place with the right emotional
commitment, and the right mix of skills and levels.
3.Get the vision right - get the team to establish a simple vision and strategy, focus on
emotional and creative aspects necessary to drive service and efficiency.
4.Communicate for buy-in - Involve as many people as possible, communicate the
essentials, simply, and to appeal and respond to people's needs. De-clutter
communications - make technology work for you rather than against.
5.Empower action - Remove obstacles, enable constructive feedback and lots of support
from leaders - reward and recognise progress and achievements.
6.Create short-term wins - Set aims that are easy to achieve - in bite-size chunks.
Manageable numbers of initiatives. Finish current stages before starting new ones.
7.Don't let up - Foster and encourage determination and persistence - ongoing change -
encourage ongoing progress reporting - highlight achieved and future milestones.
8.Make change stick - Reinforce the value of successful change via recruitment,
promotion, new change leaders. Weave change into culture.
Understanding a Successful Change Program
( A real life case )

 Managing Crime at Trichy , Tamil Nadu



 Shifting Policing Paradigms



 Trichy Police brought down crime by 40%,nipped extremism

and terrorism in the bud with a total force of just 260
constables.


 How did the transformation happen?

Case Study

 Analyzing Framework for Change

q
Why is Change necessary?


q
q In 1999 – community was an unusual mix of Hindu, Muslim and
Christian
q A community leader had been killed and the city was tensed
q Police was barely tolerated and cops lived in fear of being
attacked
q Fear of possible attack on important leaders and police
commissoners
Case Study

What needs to be changed?



q Shift the police mindset from dealing with crime and

criminals to actively serving a community
q
q Reframe the police-public relationship
q
q Community to see police force as “rakhwalas”
Case Study

How should change occur?



Diagnosing – Key shifts required:



q
q Appointment of a new Police Commissioner – J.K Tripathy
to carry out the change
q Set up an Intelligence system – human and non-human
q Changing the mindset of police - to community servers
q Changing the mindset of community – to see police as
rakhwalas

Case Study

Selecting Change Agents



Tripathy :


Handpicked 260 constables out of existing 2600 to act as



change agents. Selection Criteria:



q No record of corruption
q No bad habits
q Track record of Effectiveness
q
Case Study

Strategy Building –


Tripathi’s strategy for Change agents support :



q
q Creating Awareness : People are not born criminals ,
environment plays role in criminal activities
q Building ownership : Involving constables in the decision
making process
Case Study

Strategy Implementation -


 Crime Policing Model developed:



q 260 constables divided into group of four : “the beat”

q “the beat” allocated to different localities – given full freedom
q Intelligence set up – human and non-human - for free flow of
information ( Walkie-talkie given – to each beat officer)
q Any distress call received by them – inform the control room
patrol vehicle and the police station and reach before them –
making it a matter of honor
q Keep a check on municipal council civic activities – to reduce
community anger and alienation
Case Study

Evaluation –


q
q Tripathy flashed his mobile number across the city
q Complaint boxes were set up – to keep a check on the
beat
q Tripthay – met 50 people on a daily basis to receive
feedback on how the beat works in their locality
q Embarrassing for the beat officers – if any complaint
q Soon beat officers – gained status and respect in the
community

Case Study

Institutionalize Change –
q
The beat Officers ensured:

q Timely flow of information to reduce crime activities

q Reduce corruption in municipal civic activities – e.g.
ensuring water supply, food etc in the community


 Hence improving public-police relationships

q
q
Action Plan

How will you apply your learning?

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