It is very difficult to enumerate and explain all interventions for managing change effectively. However, in this section, we discuss a few important commonly used techniques and present case studies.
•Communication
Authentic and complete communication on the objectives, coverage,timing, costs, individual and organisational implications and change methods and the consequences of not going for change and post change benefits is most essential for managing change.
Case Study
At the Corporate office of a large organisation, 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 the top management was perceived as autocratic. Enhancing the communication climate emerged as one of the major concerns. As one intervention, the executives were asked to sit together for 15 minutes in the conference hall around the round table. Initially the executives resented this move but gradually they started sharing some of the operational problems they were facing and others started responding by giving their comments and solutions. Thus they opened up and shared their feelings, concerns, agreements and disagreements, etc. Within a few weeks, this meeting became the most liked forum of communication.Often they had to extend the timing. This forum became the initiating and facilitating platform for major changes in the next few years.There is no standard plan for communication, but pre-intervention diagnosis should attempt to understand the communication climate, styles and barriers. Creation of a supportive communication climate is highly useful in making change interventions.
•Education and Training
All involved persons may not have the desired environmental,organisational, functional, technical, financial, strategic, behavioural knowledge and skills. Education and training is very essential at all stages.
Case Study
In the pursuit of designing and commissioning a comprehensive Performance 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, realise the need, express their satisfaction and dissatisfaction from the existing system, and define their expectations from the proposed system. Even the design of the proposed system was prepared in training and development programmes using Behavioural Science based interventions. After the programme was approved for implementation, a series of training programmes were conducted for the users. Background support was provided through internet and publication of literature. Over 200 Performance ManagementSystems trained separately for ensuring smooth implementation could multiply the efforts. Even an interactive website was installed for resolving the doubts online. All this helped in covering a large section of executives in a short time and fear of change could almost be eliminated.
•Participation and Involvement
The persons likely to be affected need to be involved right since the initial stage. Their active involvement in all stages of the processes will not only provide valuable ideas at every stage but also inculcate a sense of ownership. For example, in installing an incentive scheme in a medium size Engineering company, the line managers and worker representatives were involved right from the beginning, i.e., from the stage of feeling the need, identifying the benefits and problems, collection and analysis of data, designing and developing the system.
•Facilitation and Support
Change initiatives should be facilitated by skilled facilitators (change agents). This helps in bringing the issues to the fore, proposal and resolution of conflict, team building and development of a conducive change climate.Facilitation is a process in which a person, acceptable to all members of the group, substantially neutral and having no decision making authority intervenes to help a group improve the way, in which it defines and solves problems and makes decisions in order to enhance the effectiveness of the group. The main task of the Facilitator is to help the group increase its effectiveness by improving its processes. A process refers to how a group works together and includes how members talk to each other, how they identify and solve problems, how they make decisions and how they handle conflicts, etc.
Facilitation is of two broad types: basic facilitation and developmental facilitation. In basic facilitation, it is expected that the Facilitator would guide the group using the principles of effective group processes observing both contents and processes. In developmental facilitation,group members expect the Facilitator to monitor and guide the group’s processes and teach them how to accomplish this goal.
•Negotiation
Negotiation is quite useful in dealing with resistance to change. It is also useful when resistance comes from a powerful person. Three basic types of negotiating styles have been described – Tough battler, the Supportive Facilitator and Cognitive Reasoner.A negotiator should understand these three styles and should be well versed in using all the three styles as each style is effective in a particular situation.
•Co-opting
Assigning a key individual member a desirable role is quite effective in managing change. The co-opted person becomes a Key Resource Person in charge of project and by way of his/her power base, is able to influence others. His/her involvement and contribution helps the change process.
•Manipulation
This technique comprises covert influencing tactics which uses twisting and distortion of facts to make them appear more attractive and potent.This also includes hiding or withholding undesirable information and creating rumours. Cooperation is also used sometimes as a manipulative tactic.
•Coercion – Implicit and Explicit
This involves application of direct threats or force on those who are resisting or are likely to resist. In some situations it may be successful, but in most circumstances it is not effective.We hope that this discussion on Change Management will help you understand change in your organisation, the factors that are bringing about this change and how you can manage it for attaining your objectives. In this rapidly changing world change is the only constant. In this unit we have tried to define change, understand the concept of change and types of change.Drivers for change and alternative strategies of change have also been discussed. Different models of change are described. On this note, we end the unit and present its summary.
•Communication
Authentic and complete communication on the objectives, coverage,timing, costs, individual and organisational implications and change methods and the consequences of not going for change and post change benefits is most essential for managing change.
Case Study
At the Corporate office of a large organisation, 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 the top management was perceived as autocratic. Enhancing the communication climate emerged as one of the major concerns. As one intervention, the executives were asked to sit together for 15 minutes in the conference hall around the round table. Initially the executives resented this move but gradually they started sharing some of the operational problems they were facing and others started responding by giving their comments and solutions. Thus they opened up and shared their feelings, concerns, agreements and disagreements, etc. Within a few weeks, this meeting became the most liked forum of communication.Often they had to extend the timing. This forum became the initiating and facilitating platform for major changes in the next few years.There is no standard plan for communication, but pre-intervention diagnosis should attempt to understand the communication climate, styles and barriers. Creation of a supportive communication climate is highly useful in making change interventions.
•Education and Training
All involved persons may not have the desired environmental,organisational, functional, technical, financial, strategic, behavioural knowledge and skills. Education and training is very essential at all stages.
Case Study
In the pursuit of designing and commissioning a comprehensive Performance 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, realise the need, express their satisfaction and dissatisfaction from the existing system, and define their expectations from the proposed system. Even the design of the proposed system was prepared in training and development programmes using Behavioural Science based interventions. After the programme was approved for implementation, a series of training programmes were conducted for the users. Background support was provided through internet and publication of literature. Over 200 Performance ManagementSystems trained separately for ensuring smooth implementation could multiply the efforts. Even an interactive website was installed for resolving the doubts online. All this helped in covering a large section of executives in a short time and fear of change could almost be eliminated.
•Participation and Involvement
The persons likely to be affected need to be involved right since the initial stage. Their active involvement in all stages of the processes will not only provide valuable ideas at every stage but also inculcate a sense of ownership. For example, in installing an incentive scheme in a medium size Engineering company, the line managers and worker representatives were involved right from the beginning, i.e., from the stage of feeling the need, identifying the benefits and problems, collection and analysis of data, designing and developing the system.
•Facilitation and Support
Change initiatives should be facilitated by skilled facilitators (change agents). This helps in bringing the issues to the fore, proposal and resolution of conflict, team building and development of a conducive change climate.Facilitation is a process in which a person, acceptable to all members of the group, substantially neutral and having no decision making authority intervenes to help a group improve the way, in which it defines and solves problems and makes decisions in order to enhance the effectiveness of the group. The main task of the Facilitator is to help the group increase its effectiveness by improving its processes. A process refers to how a group works together and includes how members talk to each other, how they identify and solve problems, how they make decisions and how they handle conflicts, etc.
Facilitation is of two broad types: basic facilitation and developmental facilitation. In basic facilitation, it is expected that the Facilitator would guide the group using the principles of effective group processes observing both contents and processes. In developmental facilitation,group members expect the Facilitator to monitor and guide the group’s processes and teach them how to accomplish this goal.
•Negotiation
Negotiation is quite useful in dealing with resistance to change. It is also useful when resistance comes from a powerful person. Three basic types of negotiating styles have been described – Tough battler, the Supportive Facilitator and Cognitive Reasoner.A negotiator should understand these three styles and should be well versed in using all the three styles as each style is effective in a particular situation.
•Co-opting
Assigning a key individual member a desirable role is quite effective in managing change. The co-opted person becomes a Key Resource Person in charge of project and by way of his/her power base, is able to influence others. His/her involvement and contribution helps the change process.
•Manipulation
This technique comprises covert influencing tactics which uses twisting and distortion of facts to make them appear more attractive and potent.This also includes hiding or withholding undesirable information and creating rumours. Cooperation is also used sometimes as a manipulative tactic.
•Coercion – Implicit and Explicit
This involves application of direct threats or force on those who are resisting or are likely to resist. In some situations it may be successful, but in most circumstances it is not effective.We hope that this discussion on Change Management will help you understand change in your organisation, the factors that are bringing about this change and how you can manage it for attaining your objectives. In this rapidly changing world change is the only constant. In this unit we have tried to define change, understand the concept of change and types of change.Drivers for change and alternative strategies of change have also been discussed. Different models of change are described. On this note, we end the unit and present its summary.
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