Change Management

Change management is a systematic approach to dealing with the transition or
transformation of an organization's goals, processes or technologies. There are several

change models:
Kurt Lewin’s 3 step change model:
JIM COLLINS HEDGEHOG MODEL
1. Understanding what your people are truly passionate about.
2. Identifying what the organization does better than anyone else.
3. Determining where it's good at generating revenue. (Collins calls this
"understanding your economic engine.")
The concept can help your organization to focus on three main areas:
passion, talent and the "economic engine." By understanding each of these
dimensions and, more importantly, where they overlap, you can identify the
key focus that will guide your organization toward meaningful, long-term
success.
KOTTERS 8 STEP PROCESS OF LEADING CHANGE

Advantages of Kotter’s Model
 It is an easy step by step model which provides a clear description and

guidance on the entire process of change and is relatively easy for being
implemented.
 Emphasis is on the involvement and acceptability of the employees for the
success in the overall process.
 Major emphasis is on preparing and building acceptability for change
instead of the actual change process.
Disadvantages of Kotter’s Model
 skipping even a single step might result in serious problems.

 The process is quite time consuming.
 The model is essentially top-down and discourages any scope for
participation or co-creation.
 Can build frustration and dissatisfaction among the employees if the
individual requirements are given due attention.
Types of change
• Predictable/Happened change- Predictable change refers to changes or

events that can be anticipated, forecasted, or expected based on available
information, historical data, patterns, or trends. These changes are not
random or unexpected but follow a predictable course, making it possible
to plan and prepare for them.
• Reactive Change- It can be a response to a problematic situation or a crisis which
an organization may be faced with. For example, due to the advancements in
technology or growing technological changes, an organization may be forced to
invest more in technology to stay ahead to face the stiff competition.
• Anticipatory Change- Anticipatory change is when an organization makes changes
in response to something expected to happen.
• Planned/Developmental Change- Planned change is a process in which an
organization prepares itself to make changes in its plans, goals, policies, or
strategies for new strategic operations. It is a deliberate action
organization take to stand out in the market.
Barriers to Organisational Change

• Employee resistance
• Lack of employee involvement
• Inadequate training
• Financial constraints
• Timeline
• Workload
• Technology issues
• Lack of communication
• Unclear objectives
• Fatigue
RESPONSE TO CHANGE
Responses to change in organizations can vary widely among individuals and

groups. Here are some common responses to change:
1. Resistance: Many individuals may initially resist change, especially if it

threatens their comfort or job security.
2. Acceptance: Some people may accept change more readily, particularly if they
see the potential benefits and are open to new approaches.
3. Enthusiasm: A few individuals may embrace change enthusiastically, seeing it

as an opportunity for personal and professional growth.
4. Fear and Anxiety: Change can evoke fear and anxiety, especially if the
outcomes are uncertain. People may worry about how the change will affect
them personally or professionally.
5. Confusion: Change can lead to confusion if communication is unclear or if

individuals don't understand the reasons or objectives behind the change.
7. Learning: Change often requires acquiring new skills or knowledge. Some

individuals respond by actively seeking out opportunities for learning and skill
development.
8. Rejection: Some individuals may simply reject change because they don't fully
support it.
4 Change Management Principles
Successful change management relies on four core principles:
1. Understand Change
2. Plan Change
3. Implement Change
4. Communicate Change
Understand Change
Beckhard and Harris' Change Equation
The Beckhard and Harris Change Equation, developed by Richard Beckhard and
Reuben T. Harris, is a simple formula that helps organizations understand and
manage the dynamics of change. It's often expressed as follows:
Dissatisfaction x Desirability x Practicality > Resistance to Change
Dissatisfaction with the current situation: The greater the dissatisfaction, the
more likely people are to be motivated to change.
Desirability: It represents a clear and compelling vision of what the organization

should look like after the change is implemented & should be communicated
effectively to stakeholders.
Practicality: Represents practical actions required to move from the current state
to the desired state.
Resistance to change: The equation suggests that if resistance to change is

greater than the product of dissatisfaction, desirability, practicality, the change
effort is likely to fail.
PLAN CHANGE
The Burke-Litwin Change Model
is a comprehensive framework used for planning and understanding
organizational change. The model consists of two categories of factors:
1. Transformational Factors:
- External Environment: This includes factors outside the organization, such as

economic conditions, regulatory changes, and market dynamics.
- Leadership and Strategy: Examines the organization's mission, vision,

strategy, and the effectiveness of leadership in driving change.
- Organizational Culture and Climate: Focuses on the shared values, beliefs,

and norms that influence behavior within the organization.
- Structure: Considers the formal and informal organizational structure, roles,

and responsibilities.
2. Transactional Factors:
- Work Unit Climate: This pertains to the working conditions, job satisfaction,
and motivation of employees.
- Task and Individual Skills: Examines the capabilities and skills of employees,
as well as the alignment of skills with tasks.
- Systems and Policies: Focuses on the policies, procedures, and operational

systems that guide daily activities.
- Motivation: Looks at what motivates employees and how well their individual
and collective needs are met.
The model suggests that transformational factors, particularly leadership and

strategy, exert a significant influence on the transactional factors, which, in turn,
impact individual and organizational performance.
Plan Change
Leavitt’s Diamond
Levitt's Diamond proposes that each organizational system is made up of four

main components: people, work, structure, and technology. It is the interaction
between these four components that determine the fate of an organization.
Behavior-Based Change Model™
How People Respond To Change
1. Anticipation- Knowing or expecting that something is going to

happen
Typical feelings: Uncertain, stressed, insecure, restless, anxious,
frustrated
Possible behaviours: Hunger for information, Excessive convo,
spreading rumours, Sarcastic comments, Reduce productivity.
2. Letting go- Facing the fact that things are different and letting go of
the past.
Typical feelings: Shocked, Angry, insecure, angry, guilty, sad, upset,
hurt.
Possible behaviours: Short temper, Disorganized, Complaining,
Seeking attention, Lack of enthusiasm.
3. Disorientation: Things are no longer what they were or how they are
going to be.
Typical feelings: lost, worried, confused, depressed, anxious, numb
Possible behaviour: Giving up easily, Difficult in making decision,
Not able to focus, Refusing to listen, Illness, Absenteeism. Avoiding
risk
4. Reappraisal: Taking a new look at the situation and assessing
options.
Typical feeling- Curious, creative, interested, excited, worried,
unsure
Possible behaviour- Takes risk, experimenting, challenging decision,
exploring possibilities.
5. Recommitment: Reconnecting to a sense of purpose
Typical feeling- energized, optimistic, hopeful, creative, confident
Possible behaviour- Focusing on priorities, Impatient, Future
oriented, Offers support.

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Change management is a systematic approach to dealing with the transition or

transformation of an organization's goals, processes or technologies. There are several

1. Understanding what your people are truly passionate about.

2. Identifying what the organization does better than anyone else.

3. Determining where it's good at generating revenue. (Collins calls this

"understanding your economic engine.")

KOTTERS 8 STEP PROCESS OF LEADING CHANGE

 It is an easy step by step model which provides a clear description and

Disadvantages of Kotter’s Model

 skipping even a single step might result in serious problems.

• Predictable/Happened change- Predictable change refers to changes or

Barriers to Organisational Change

Responses to change in organizations can vary widely among individuals and

1. Resistance: Many individuals may initially resist change, especially if it

3. Enthusiasm: A few individuals may embrace change enthusiastically, seeing it

5. Confusion: Change can lead to confusion if communication is unclear or if

7. Learning: Change often requires acquiring new skills or knowledge. Some

Successful change management relies on four core principles:

Dissatisfaction x Desirability x Practicality > Resistance to Change

Desirability: It represents a clear and compelling vision of what the organization

Resistance to change: The equation suggests that if resistance to change is

- External Environment: This includes factors outside the organization, such as

- Leadership and Strategy: Examines the organization's mission, vision,

- Organizational Culture and Climate: Focuses on the shared values, beliefs,

- Structure: Considers the formal and informal organizational structure, roles,

- Systems and Policies: Focuses on the policies, procedures, and operational

The model suggests that transformational factors, particularly leadership and

Levitt's Diamond proposes that each organizational system is made up of four

How People Respond To Change

1. Anticipation- Knowing or expecting that something is going to

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