For attaining enduring results, change cannot be left to chance; rather planned efforts have to be made. On the basis of various change models (Sec.),we can formulate a general approach for carrying out planned change. It consists of the following steps:
1. creating and communicating awareness;
2. feeling the need;
3. exploring the readiness;
4. intervening – managing the transition; and
5. evaluation and follow-up.
We now briefly describe these steps.
1. Creating and Communicating Awareness
Creating ‘awareness’ about change is the first stage. In an organisation, awareness can be enhanced by reconsidering the goals, reformulating vision and mission statements, assessing the achievement. Consideration of future environmental scenarios, extrapolations and forecast is useful for enhancing awareness. Benchmarking and competitor intelligence are two other triggers for enhancing awareness.
Awareness tends more often than not to create an imbalance and disturb the status quo. People respond in different ways to the situation. Awareness may lead to anxiety about creating future scenarios (e.g., likely gains and problems to be faced) and therefore generates energy in those who become aware.One such example is given in Box .
Box : An Example of Creating and Communicating Awareness
In BHEL, in 1983, an HR manager was trying to project the role of personnel functions in achieving the corporate objectives in the next five years year from 1985 to 1990. He realised that if the workforce strength and turnover/sales kept on increasing at the existing rate, then in 1990, the company would be in red only because of workforce strength. He got alarmed and made a series of presentations in different fora. After initial reaction, the top management also became aware and alarmed of the impending situation. This created planned efforts of workforce planning under the leadership of the HR Manager. The result was that with the workforce of 1983-84 (numbering 78,000), the turnover increased from Rs. 800 crores to 8000 crores in the period 1985-1990.A variety of strategies, such as publications in newsletters, workshops, quiz, sessions and presentations in management programmes may be used for enhancing awareness.
2. Feeling the Need
Once the awareness spreads, the involved people start feeling the need for change in the organisation, particularly the need for elimination of unhealthy situations. They start thinking about ways and means to avoid such situations and about the consequences if no change is made. The feeling is intensified when the actual/projected results are not in line with expectations.
3. Exploring the Readiness
In spite of the felt-need, it is essential to explore the readiness of the organisation to change. A process facilitator may call a meeting/workshop of senior people and on the basis of observations or the interaction; s/he can get an idea of the readiness to change.
Resistance to change is likely to be high when
− too much fascination for the status quo is displayed,
− fear and apprehensions are strongly expressed,
− cases of failure are cited more than success stories, and
− resource scarcity is repeatedly presented.
An alternative approach to assess readiness is through workshops. This approach is based on 15 indicators, which have been listed in Box as a checklist under three broad classes.
Box : Checklist for Exploring Readiness for Change
1. creating and communicating awareness;
2. feeling the need;
3. exploring the readiness;
4. intervening – managing the transition; and
5. evaluation and follow-up.
We now briefly describe these steps.
1. Creating and Communicating Awareness
Creating ‘awareness’ about change is the first stage. In an organisation, awareness can be enhanced by reconsidering the goals, reformulating vision and mission statements, assessing the achievement. Consideration of future environmental scenarios, extrapolations and forecast is useful for enhancing awareness. Benchmarking and competitor intelligence are two other triggers for enhancing awareness.
Awareness tends more often than not to create an imbalance and disturb the status quo. People respond in different ways to the situation. Awareness may lead to anxiety about creating future scenarios (e.g., likely gains and problems to be faced) and therefore generates energy in those who become aware.One such example is given in Box .
Box : An Example of Creating and Communicating Awareness
In BHEL, in 1983, an HR manager was trying to project the role of personnel functions in achieving the corporate objectives in the next five years year from 1985 to 1990. He realised that if the workforce strength and turnover/sales kept on increasing at the existing rate, then in 1990, the company would be in red only because of workforce strength. He got alarmed and made a series of presentations in different fora. After initial reaction, the top management also became aware and alarmed of the impending situation. This created planned efforts of workforce planning under the leadership of the HR Manager. The result was that with the workforce of 1983-84 (numbering 78,000), the turnover increased from Rs. 800 crores to 8000 crores in the period 1985-1990.A variety of strategies, such as publications in newsletters, workshops, quiz, sessions and presentations in management programmes may be used for enhancing awareness.
2. Feeling the Need
Once the awareness spreads, the involved people start feeling the need for change in the organisation, particularly the need for elimination of unhealthy situations. They start thinking about ways and means to avoid such situations and about the consequences if no change is made. The feeling is intensified when the actual/projected results are not in line with expectations.
3. Exploring the Readiness
In spite of the felt-need, it is essential to explore the readiness of the organisation to change. A process facilitator may call a meeting/workshop of senior people and on the basis of observations or the interaction; s/he can get an idea of the readiness to change.
Resistance to change is likely to be high when
− too much fascination for the status quo is displayed,
− fear and apprehensions are strongly expressed,
− cases of failure are cited more than success stories, and
− resource scarcity is repeatedly presented.
An alternative approach to assess readiness is through workshops. This approach is based on 15 indicators, which have been listed in Box as a checklist under three broad classes.
Box : Checklist for Exploring Readiness for Change
This instrument/checklist can be served to a number of people in the organisation, including the top management and the findings should be discussed. This will give an idea about the readiness as well as the level of awareness towards some of the crucial pre-requisites. A few questions may also be considered for examining various aspects for readiness for change(Box).
Box : Questionnaire
• Commitment/support of the top management to desired changes.
• Sense of urgency in the top management.
• The perceived power of top management.
• Clarity of vision in top management.
• Shared vision – to what extent the vision is shared by stakeholders.
• Congruence of targeted change efforts with ongoing change efforts in the organisation.
• Decision making style and quickness.
• Hierarchy in organisation – flat and flexible is more conducive to change.
• Super-ordination – Willingness of Line Managers to sacrifice their personal interest for the good of organisation.
• Customer focus of the organisation.
• Monitoring of competitors by the management.
• Risk taking – the extent to which managers/employees are rewarded for taking risk.
• Innovativeness – the extent to which innovativeness is encouraged.
• Communication channel – both directions.
• History/experience of past change efforts.
• Trust level between employees and management.
• Availability of resource persons (change facilitators – internal/ external).
• Cooperation/collaborative attitude.
4. Intervening – Managing the Transition
This involves many steps such as the following:
• Preparing the Team: A team of internal resource persons is constituted for carrying out the interventions. Ideally, this is a multi-
disciplinary team, which would make the interventions and help in its successful implementation. The internal resource persons should be skilled in Human Process facilitation and should have undergone intensive training programmes.
• Conducting the Activities: The interventions that have been planned need to be implemented. Employees’ resistance may need to be overcome . If the approach appears to be inadequate or inappropriate, amendments need to be made. The experiences are to be documented highlighting both process and content aspects.Regular interaction with the committee/task force members and Consultants is essential.
•Mid Course Evaluation: Periodic evaluation is required for ascertaining whether the interventions are bringing desired results. If the trend is positive, a follow-up is required. Otherwise, it must be examined whether interventions have been made as per the plan. If planned interventions are not giving the desired results, the causes must be examined and if needed, alternative interventions should be designed and introduced.Before making the interventions, the management/facilitators should be clear about:
a) What changes are to be made?
b) What are the ensuring benefits for the organisation?
c) How will change affect the individuals who experience it?
d) What supports and tools are needed to manage transition?While making interventions the involved persons face different types of
problems . The evaluation of the emerging situation, feedback amendments and enhanced communication, helps integration of the efforts.
5. Evaluation and Follow-up
The results of the change initiatives (the gap between the planned and desired) should be measured periodically. For this, a befitting feedback mechanism needs to be set up – to gather information by survey, focus groups, interviews, etc. Usually, it has been found that even if encouraging results are obtained in the beginning, with the passage of time, the situation starts deteriorating. Managers can intervene by way of providing support, appreciation and training, etc. Special meetings, celebrations, support groups and certain types of reinforcements are needed for sustaining and enhancing the results.
Box : Questionnaire
• Commitment/support of the top management to desired changes.
• Sense of urgency in the top management.
• The perceived power of top management.
• Clarity of vision in top management.
• Shared vision – to what extent the vision is shared by stakeholders.
• Congruence of targeted change efforts with ongoing change efforts in the organisation.
• Decision making style and quickness.
• Hierarchy in organisation – flat and flexible is more conducive to change.
• Super-ordination – Willingness of Line Managers to sacrifice their personal interest for the good of organisation.
• Customer focus of the organisation.
• Monitoring of competitors by the management.
• Risk taking – the extent to which managers/employees are rewarded for taking risk.
• Innovativeness – the extent to which innovativeness is encouraged.
• Communication channel – both directions.
• History/experience of past change efforts.
• Trust level between employees and management.
• Availability of resource persons (change facilitators – internal/ external).
• Cooperation/collaborative attitude.
4. Intervening – Managing the Transition
This involves many steps such as the following:
• Preparing the Team: A team of internal resource persons is constituted for carrying out the interventions. Ideally, this is a multi-
disciplinary team, which would make the interventions and help in its successful implementation. The internal resource persons should be skilled in Human Process facilitation and should have undergone intensive training programmes.
• Conducting the Activities: The interventions that have been planned need to be implemented. Employees’ resistance may need to be overcome . If the approach appears to be inadequate or inappropriate, amendments need to be made. The experiences are to be documented highlighting both process and content aspects.Regular interaction with the committee/task force members and Consultants is essential.
•Mid Course Evaluation: Periodic evaluation is required for ascertaining whether the interventions are bringing desired results. If the trend is positive, a follow-up is required. Otherwise, it must be examined whether interventions have been made as per the plan. If planned interventions are not giving the desired results, the causes must be examined and if needed, alternative interventions should be designed and introduced.Before making the interventions, the management/facilitators should be clear about:
a) What changes are to be made?
b) What are the ensuring benefits for the organisation?
c) How will change affect the individuals who experience it?
d) What supports and tools are needed to manage transition?While making interventions the involved persons face different types of
problems . The evaluation of the emerging situation, feedback amendments and enhanced communication, helps integration of the efforts.
5. Evaluation and Follow-up
The results of the change initiatives (the gap between the planned and desired) should be measured periodically. For this, a befitting feedback mechanism needs to be set up – to gather information by survey, focus groups, interviews, etc. Usually, it has been found that even if encouraging results are obtained in the beginning, with the passage of time, the situation starts deteriorating. Managers can intervene by way of providing support, appreciation and training, etc. Special meetings, celebrations, support groups and certain types of reinforcements are needed for sustaining and enhancing the results.
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