Technology People Culture

Task

Strategy

Design

High Performance team Real team

Perform - ance Impact

Potential team Working Group

Team Effectiveness

Changing People Behaviour (Survey feedback,team Building,Process Consultation,QWL)

Change Management

Changing Culture (High Performance High Commitment Work Systems,Learning Organization)

Changing Task And Technology (Job redesign,Socio-technical Systems,Quality Circles, Re-engineering,TQM)

Changing Organization Design (Collateral Organisation, Matrix and Network Orgn

Using the Change Wheel: Main Benefits

The change wheel enables a management team to: establish the priorities for management of strategic and operational change in the business, and the role of new science inspired initiatives; coordinate and integrate the various change initiatives in an organization; benchmark the process made in change initiatives and capture the emerging lessons; balance the efforts made and resources devoted to change initiatives in accordance with their priorities and inter-relationships; link change initiatives tightly to the Future Step strategic review process.

The change leader has two major roles to play: A technical role An inspirational role The technical role involves answering questions such as: 1.What needs to change? 2.What change tools will you use? 3.Who will you involve? The inspirational role involves answering questions such as: 1.How can we overcome the emotional barriers to change? 2.How can we make the process fun, exciting and rewarding for all? 3.How can we create heroes to sustain the changes? 4.How do we use the change process to bring out the magic within every individual and every team?

Organization Culture

Each organization has a unique culture that distinguishes it from all others. Changes should support rather than challenge the organizations culture.

Irwin/McGraw-Hill

The McGraw-Hill Companies, Inc., 2000

I. "There is Nothing So Practical as a Good Theory:" Lewin's Change Model Elaborated The power of Lewin's theorizing lay not in a formal propositional kind of theory but in his ability to build "models" of processes that drew attention to the right kinds of variables that needed to be conceptualized and observed.
Lewin's basic change model of unfreezing, changing, and refreezing to be a theoretical foundation .The key, of course, was to see that human change, whether at the individual or group level, was a profound psychological dynamic process that involved painful unlearning without loss of ego identity and difficult relearning as one cognitively attempted to restructure one's thoughts, perceptions, feelings, and attitudes.

Unfreezing as a concept entered the change literature early to highlight the observation that the stability of human behavior was based on "quasi- stationary equilibria" supported by a large force field of driving and restraining forces.
1. Disconfirmation

all forms of learning and change start with some form of dissatisfaction or frustration generated by data that disconfirm our expectations or hopes.

Team Building Force Field Analysis Concept Force field analysis is a management technique developed by Kurt Lewin, a pioneer in the field of social sciences, for diagnosing situations. It wilk be useful when looking at the variables involved in planning and implementing a change program and will undoubtedly be of use in team building projects,when attempting to overcome resistance to change. Lewin assumes that in any situation there are both driving and restraining forces that influence any change that may occur. Driving Forces Driving forces are those forces affecting a situation that are pushing in a particular direction; they tend to initiate a change and keep it going. In terms of improving productivity in a work group, pressure from a supervisor, incentive earnings, and competition may be examples of driving forces. Restraining Forces Restraining forces are forces acting to restrain or decrease the driving forces. Apathy, hostility, and poor maintenance of equipment may be examples of restraining forces against increased production. Equilibrium is reached when the sum of the driving forces equals the sum of the restraining forces. In our example, equilibrium represents the present level of productivity.

2. Induction of Guilt or Survival Anxiety In order to feel survival anxiety or guilt, we must accept the disconfirming data as valid and relevant. What typically prevents us from doing so, what causes us to react defensively, is a second kind of anxiety which we can call "learning anxiety," or the feeling that if we allow ourselves to enter a learning or change process, if we admit to ourselves and others that something is wrong or imperfect, we will lose our effectiveness, our self-esteem and maybe even our identity.

3. Creation of Psychological Safety or Overcoming of Learning Anxiety: The true artistry of change management lies in the various kinds of tactics that change agents employ to create psychological safety. Working in groups, creating parallel systems that allow some relief from day to day work pressures, providing practice fields in which errors are embraced rather than feared, providing positive visions to encourage the learner, breaking the learning process into manageable steps, providing on-line coaching and help all serve the function of reducing learning anxiety and thus creating genuine motivation to learn and change.

4. Cognitive Redefinition It is a process of "cognitive restructuring," which has been labeled by many others as frame braking or reframing. It occurs by taking in new information that has one or more of the following impacts: 1 ) semantic redefinition--we learn that words can mean something different from what we had assumed; 2) cognitive broadening--we learn that a given concept can be much more broadly interpreted than what we had assumed; and 3) new standards of judgment or evaluation-we learn that the anchors we used for judgment and comparison are not absolute, and if we use a different anchor our scale of judgment shifts.

5. Imitation and Positive or Defensive Identification with a Role Model Cognitive re-definition occurs when the learner has become unfrozen, i.e. motivated to change, and has, therefore opened him or herself up to new information. The next question to address, the is how the new information comes to the learner? Defensive identification is a rarer process that occurs when the learner is a captive in a hostile environment e.g. prison guards, authoritarian bosses or teachers. The process was first described in relation to Nazi Concentration Camps where some prisoners took on the values and beliefs of the guards and maltreated fellow prisoners. In the face of severe survival anxiety, for some learners "identification with the aggressor" was the only solution.

6. Scanning: Insight or Trial and Error Learning Change agents such as process consultants or non-directive therapists count on such insights because of the assumption that the best and most stable solution will be one that the learner has invented for him or herself. . For change to remain more stable it must be "refrozen."
7. Personal and Relational Refreezing The main point about refreezing is that new behavior must be to some degree congruent with the rest of the behavior and personality of the learner or it will simply set off new rounds of disconfirmation that often lead to unlearning the very thing one has learned. The classic case is the supervisory program that teaches individual supervisors how to empower employees and then sends them back into an organization where the culture supports only autocratic supervisory behavior. Or, in Lewin's classic studies, the attempt to change eating habits by using an educational program that teaches housewives how to use meats such as liver and kidneys and then sends them back into a community in which the norms are that only poor folks who can't afford good meat would use such poor meat.

II. "You Cannot Understand a System Until You Try to Change It:" Process Consultation and Clinical Research It is a mode of inquiry which is helpful and offers very low key inquiry oriented diagnostic interventions designed to have a minimal impact on the processes being inquired about. Process consultation as a philosophy acknowledges that the consultant is not an expert on anything but how to be helpful, and starts with total ignorance of what is actually going on in the client system. One of the skills, then, of process consulting is to "access one's ignorance," to let go of the expert or doctor role, and get attuned to the client system as much as possible. The Conceptual Core of the Course: Diagnosis as Initial Intervention and Process Consultation as a Change Strategy.

Resistance in Organizations: How to Recognize, Understand, & Respond to It

Resistance is feedback and feedback is information. The Many Faces of Resistant Relationships: Resistance wears many, many faces. They include outright refusal, denial, skepticism, lethargy, incompetence, pessimism, and helplessness.

Resistance as Feedback 1. Denial Denial may be the most common and the most frustrating form of resistance. It is hard to read the meaning of denial. People deny problems when they actually don't see them and when they do but are afraid to tackle problems. People deny problems posed by others for many reasons. These include: competitive feelings, discomfort with the authority of others, and loyalty to a third party who doesn't want the problem-poser to succeed. Denial tends to be a passive form of resistance, whose precise meaning often remains hidden from both sides. 2. Lack of Motivation:When many lack motivation, not just one individual, however, it is unreasonable to characterize them as lazy, stupid or obstinate.The problematic relationship highlighted by an unmotivated work force may not be with a particular manager or colleague. Rather, the problem may be with upper management or with unexamined company policy. The problem may be caused by a union.

3. Incompetence Incompetence comes from and creates similar troublesome patterns. When people fear or resist change, they often do so indirectly and largely unconsciously by not working up to even their own standards. Incompetence may be intentional-an indirect form of anger and opposition. 4. Skepticism Skepticism often begins a familiar, escalating sequence of behaviors between colleagues and between managers and employees. Employee skepticism is met with explanation and encouragement. 5. Questioning the competence, credentials, skills or motivation of the change leaders This is a particular and common form of skepticism, directed at leaders. Those

the ears," that she has never run a company this big, this complex, this technical. Consultants leading change projects are dismissed for their ignorance of a particular business, for their lack of commitment, and for their greed. They are carpetbaggers who don't care.
who resist say, for example, that their leader is "wet behind

6. Pessimism Pessimism may represent an ingrained and extreme form of skepticism. It is directed towards at least three targets: self, projects, and organizations. The upshot of each is a depressed attitude and decreased productivity. 7. Impatience with the change process workers and employees, who, at first, believe in the schedule, then grow impatient. Change leaders may, themselves, grow impatient with the pace of change and fear that projects will not come to fruition;

Causes of Resistance 1. Preserving what is presently valued 2. Feeling out of control 3. Threats to dignity, respect, and autonomy 4. Genuine misunderstandings 5. Genuine conflict of interest 6. Struggles over power and control 7. Treating opposition as non compliance 8. Illegitimate authority 9. Problems in the larger organizational context

Qualities of Resistance 1. Direct and active vs. indirect and passive 2. Flexibility vs. rigidity 3. Situational vs. chronic resistance Responding to Resistance: Developing and Repairing Partnerships Anticipate resistance Explore the problems for which resistance provides feedback Join and validate the resistance, thus empowering those who resist Form a partnership to solve the problem addressed by the resistance Problem solving