Change Management in a nutshell - A teach
yourself Module
This online teach yourself lesson
is provided free to visitors, so that interested scholarly type of persons can
see, feel and experience first-hand the outstanding quality of our work and
training manuals.
Table of Contents:
1. Motivation defined
2. Motivational factors
3. Interpersonal response traits
4. Typical reactions to change
5. Managing change
6. How to influence people
7. Effective groups
8. Lessons from possibility thinking
9. Summary
10. Self-test questions
11. Task assignment
12 Bibliography
1. MOTIVATION DEFINED:
1.1 GENERAL:
Motivation is the energetic behaviour by individuals to achieve goals and
satisfy personal desires.
True motivation stems from within the individual who wants to satisfy his/her
needs, wants and desires.
In business, the individual can satisfy some of his needs by achieving
management productivity goals.
The motivational level of a person is the product of internal motivational
factors (based on needs and self-worth perceptions), as well as external
motivational factors in his surroundings.
So, to say that you cannot motivate another person, but that only he/she can
motivate himself/herself, is just not true. You can directly uplift self-worth
and influence the external factors that are conducive to increase of self-worth.
1.2 PURPOSE OF THIS MODULE:
The purpose of this module is to supply you with knowledge, so that you can:
- influence and motivate people to higher levels of performance; - lead
subordinates to cope with change.
2. MOTIVATIONAL FACTORS:
2.1 INTERNAL HIERARCHY OF NEEDS:
A comparison between the needs theories of Maslow and Herzberg
can be illustrated as follows:
|
Maslow |
Herzberg |
| Physiological |
Hunger
Thirst |
Physical |
Hygiene |
Dissatisfiers |
| Safety |
Security
Housing |
| Love |
Affection |
| Identification |
Egoistic |
Motivation |
Satisfiers |
| Esteem |
Prestige
Success
Self-respect |
| Self-actualisation |
Self-fulfilment |
A satisfied need is not a motivator of behaviour.
The higher order egoistic needs will become more important to the individual
once the lower order physiological and safety needs have been satisfied.
The absence of hygiene factors will cause dissatisfaction, but their presence
will not satisfy. The presence of motivational factors will however, lead to
satisfaction of egoistic needs.
To motivate, one must then concentrate on the satisfiers.
2.2 EXTERNAL FACTORS:
Some of the external factors that have an influence on the satisfiers in the
work environment, are as follows:
Organisational climate
Leadership styles (democratic, autocratic)
Supervision (close, loose)
Formal structure (hierarchy, rules, regulations, policies, communication)
Supervisor attitudes
Relationships with superiors
Team spirit and effectiveness
Development and training
Degree of participation in decision-making
Degree of challenge in goal-setting
Praise and recognition methods (formal and informal)
Degree of delegation (independence, initiative allowed)
Body language
Application of constructive motivation
3. INDIVIDUAL INTERPERSONAL RESPONSE TRAITS:
3.1 PRIMARY TRAITS:
3.1.1. Role fulfilment - degree of dominance or self- confidence, initiative.
3.1.2 Attitude towards others - degree of sympathy or sensitivity, sociability.
3.1.3 Expressive style - degree of competitiveness, aggressiveness,
exhibitionism.
3.2. CHARACTERISTICS OF PRIMARY TRAITS:
The characteristics of a primary trait can differ from person to person. Some
characteristics are the following:
Stability
Pervasiveness
Consistency
3.3 WHEN NEEDS ARE FULFILLED:
3.3.1. A person moves on to higher needs;
3.3.2 Fulfilment of higher needs have lasting effects on self-esteem and
self-confidence.
3.4 WHEN NEEDS ARE FULFILLED TOO EASILY:
The individual can forego learning experiences that develop him which can lead
to overestimation of his abilities. He may become over-confident with a too high
aspiration level.
3.5 FRUSTRATION:
Obstacle sources that can block goal achievement are the physical environment,
biological limitations (motor and mental incapacities), psychological mix
(conflicting needs) and social environment (norms).
Defensive reactions due to frustration, are as follows:
Aggression - attack on barrier or person
Regression - falling back on less mature behaviour
Withdrawal - removal from obstacle and escape in daydreaming, work, sleep etc.
Repression - inhibitive action due to subconscious habits and values
Reaction formation - conscious opposite reaction to counter a deep-seated
subconscious opposing value
Rationalisation - justification of beliefs by inventive reasoning
Projection - ascribing to others one's own faults
Autism - unrealistic, unchecked emotional brooding about others
Identification - modelling oneself after another individual or group
3.6 FORMATION OF ATTITUDES:
Perceived values and beliefs form the basis for the formation of attitudes. An
attitude can be either towards or against something; also called positive or
negative attitude. It can further differ in intensity from one person to
another, where their attitudes have the same directional tendency.
New information that alters values and beliefs, the type of motivation that is
applied, body language and the degree of sincere interest exhibited in human
beings, can change attitudes.
3.7 ASSUMPTIONS ABOUT HUMAN BEHAVIOUR (DOUGLAS McGREGOR):
3.7.1 THEORY X: THE TRADITIONAL VIEW OF DIRECTION AND CONTROL
3.7.1.1 The average human being has an inherent dislike of work and will avoid
it if he can.
3.7.1.2 Most people must be coerced, controlled, directed and threatened with
punishment to get them to put forth adequate effort towards the achievement of
organisational objectives.
3.7.1.3 The average human being prefers to be directed, wishes to avoid
responsibility, has relatively little ambition and wants security above all.
3.7.2 THEORY Y: THE INTEGRATION OF INDIVIDUAL AND ORGANISATIONAL GOALS
3.7.2.1 The expenditure of physical and mental effort in work is as natural as
play or rest.
3.7.2.2 External control and the threat of punishment are not the only means for
bringing about effort towards organisational objectives. Man will exercise
self-direction and self-control in the service of objectives to which he is
committed.
3.7.2.3 Commitment to objectives depends on the rewards associated with their
achievement.
3.7.2.4 The average human being learns under proper conditions, not only to
accept but to seek responsibility.
3.7.2.5 The capacity to exercise a relatively high degree of imagination,
ingenuity and creativity in the solution of organisational problems is widely,
not narrowly, distributed in the population.
3.7.2.6 Under the conditions of modern industrial life, the intellectual
potentialities of the average human being are only partially utilised.
Theory Y is far more consistent with modern knowledge in the social sciences.
4. TYPICAL REACTIONS TO CHANGE:
Typical human reactions to change can be illustrated by means of
the following diagram, which resembles the steps of a ladder or a staircase: It
starts with step 1 of utter surprise and goes up all the way through the steps
up to step 10, where achievement is possible and people start to say "let's do
it". The stages of gradual acceptance are:
-
Surprise
-
Rejection
-
Cynicism
-
Grudging acceptance
-
Rejection once again
-
Acceptance
-
Commitment
-
Haste
-
Control
-
Achievement
5. MANAGING CHANGE:
5.1 ROLE OF THE SUPERVISOR/MANAGER:
Change causes instability, uncertainty, insecurity and anxiety in people.
The role of the manager is therefore to provide some security, stability and
understanding of the effects of change. The manager must make the painful
process more bearable and increase the motivational level of those who must
carry out the changes.
5.2 COPING WITH CHANGE:
|
Problem |
Solution |
| Feeling of loss of control if changes are introduced by others |
Assure participation in the planning and implementation of
change |
| Surprise and uncertainty |
Announce plans before implementation and allow time for
adjusting and for carrying out in sequence |
| New and different ways from habitual past |
Change only the necessary and emphasise the benefits. Provide
training in new methods. |
| Perceiving change to mean the previous situation was wrong |
Get the past in perspective and emphasise the reasons for change |
| There may be losers |
Provide certainty as soon as possible |
| People seek direction and support |
Provide positive leadership |
5.3 GUIDELINES FOR
COPING WITH CHANGE:
5.3.1 Create opportunities for participation in the planning of the change;
5.3.2 visualize a clear picture about the future state and communicate this
frequently to all involved;
5.3.3 share as much information as possible about your plans;
5.3.4 plan small steps with minimal changes;
5.3.5 minimize surprises by giving advance warning;
5.3.6 allow people time to get used to new ideas;
5.3.7 give recognition and praise for good ideas and performance;
5.3.8 publicise improvements;
5.3.9 show empathy but remain committed to the standards and goals;
5.3.10 people must see where they fit into the bigger picture;
5.3.11 encourage teamwork;
5.3.12 convey and cultivate the feeling that the change will provide people with
a safe haven;
5.3.13 be supportive; and
5.3.14 provide clear direction
6. HOW
TO INFLUENCE PEOPLE:
The following statements
are a few extracts from the book "How to win friends and influence people," by
Dale Carnegie, which was written in the first half of this century:
Even in technical areas like engineering, the contribution towards success of a
person is only 15% by his technical knowledge and skills, but 85% by his ability
in human engineering.
To criticise someone is to belittle and hurt him.
The strongest and most common craving in all humans is the desire to be
important and distinguished. Every person is thirsty for appreciation. A man's
name is to him the sweetest sound on earth.
Be sincere with your appreciation and lavish in your praise. Stop to ponder on
your own importance, abilities and needs and try to see the good qualities in
the other person.
If you want to influence other people, you have to forget your own needs, as
only you are interested in them. Rather concentrate on what others want, talk
about that and show them how to get it.
The individual who is not interested in his fellow human beings has the biggest
problems in life and inflicts the most sorrow on others.
Give time, energy, unselfishness and consideration to prove benevolence.
You must enjoy meeting other people if you want them to enjoy meeting you.
Positive thinking causes creative power.
A smile costs nothing, but achieves much. It takes only a fleeting moment, but
can exist in memory forever. It brings happiness in the family, goodwill in
business and is the password of friends.
Like the dog wagging its tail with joy, body language has great expressive power
in conveying feelings and emotion.
7.
EFFECTIVE GROUPS:
It can be stated that
what is good for the individual is also good for the group, in terms of
motivational factors. So, instead of analysing the behaviour of groups, let us
rather look at the behavioural traits of effective groups as disclosed in the
book "The human side of enterprise," by D. McGregor:
7.1 Informal, relaxed atmosphere;
7.2 open participation in discussions;
7.3 clear-cut common goals that members are committed to;
7.4 members are open and sensitive to each other's ideas;
7.5 disagreements are logically clarified without domination;
7.6 decisions are reached by consensus and willingness to support them;
7.7 criticism is comfortably frank and open;
7.8 free expression of ideas and feelings;
7.9 clear action assignments;
7.10 no power struggle for leadership, as leadership shifts from task to task;
7.11 members are self-drivers;
7.12 good relations and friendship exist between members
Studies have revealed that group problem-solving is far superior to individual
problem-solving. The reasons are obvious, namely multiplication of knowledge,
intelligence and ideas.
As
they say, "None of us is as smart as all of us."
Group behaviour is more fully analysed in Team-building.
8.
LESSONS FROM POSSIBILITY THINKING:
The principles of
improving self-confidence, are also applicable to other individuals and groups:
8.1 Help people to build self-image;
8.2 help them to become possibility thinkers;
8.3 be a Wizard and change their self-image beliefs which are based on
half-truths;
8.4 teach them how to apply constructive image building (positive self-talk,
positive pictures, positive emotion, cognitive dissonance and the subconscious
that drives you to act out the new belief);
8.5 use visualisation to help them see sooner and adapt more easily (paint them
a picture);
8.6 give opportunities for people to prove by real performance that they are
worthy of higher self-image;
8.7 apply constructive motivation towards others;
8.8 teach them the life-giving value of continuous goal-setting;
8.9 teach them the simulation and affirmation techniques;
8.10 teach them that changes can be stimulating, adventurous and pleasurable and
in any case part of everyday life. We might just learn how to handle them better
through visualisation and goal- setting.
9.
SUMMARY:
If you apply the
principles of common decency to enhance human dignity and combine it with the
power of the imagination, you not only have the gift to influence and motivate
people, but also the means to induce growth of self-esteem in others.
Understanding your own behaviour first, will enable you to better understand and
interpret the behaviour of others. Then you will also be able to treat them
better through your own interpersonal relationship to encourage co-operation and
higher performance.
People thrive on attention. People blossom when their opinions are sought.
People develop into go-getters if they have been party to decisions and goal
setting. People have an innate desire to communicate, to be communicated with
and to be listened to.
10.
SELF-TEST QUESTIONS:
1. Define your
understanding of motivation. [5]
2. There are two sources of motivational factors. Name them. [2]
3. You can motivate another person in two ways where you have an influence.
Describe them. [4]
4. Maslow identified five groupings in his hierarchy of needs. List the five.
[5]
5. On which two groupings (satisfiers) in Maslow's hierarchy of needs, must
motivational effort be concentrated? [2]
6. Thirteen external factors that have an influence on the satisfiers are listed
in the module. Name eight. [8]
7. There are three primary, individual interpersonal response traits. What are
they? [3]
8. There are nine defensive reactions to frustration. List eight. [8]
9. Formation of attitudes can basically take on two directional tendencies. List
the two. [2]
10. Typical reactions to change can be illustrated by ten stepping stones. List
the ten. [10]
11. Describe your understanding of McGregor's theory X. [6]
12. Describe your understanding of McGregor's theory Y. [12]
13. Describe the role of the supervisor/manager during periods of change. [3]
14. During periods of change, problems can arise as listed below. Describe the
behaviour that is necessary to cope with the problem.
a) Feeling of loss of control.
b) Surprise and uncertainty.
c) New and different ways.
d) The previous situation was wrong.
e) There may be losers.
f) People seek direction and support. [12]
15. There are fourteen guide-lines for coping with change. Describe seven. [14]
16. There are twelve behavioural traits of effective groups. Describe six. [12]
17. There are ten lessons from module seven listed. Describe five. [10]
Total [118]
11. TASK
ASSIGNMENT:
11.1 Use your knowledge
about human behaviour and consciously change your own behaviour towards others
to motivate them and build their self-esteem. First plan the aspects where
change in own behaviour is necessary to have a balanced growth in all spheres of
your own life. Write them down as goals. Then write out an affirmation for each
as explained in module 7 and start with the imprinting process.
11.2 Now actively live up to your affirmations in real life and keep it up for
two weeks.
11.3 Write up a report about your experiences (behavioural aspects you tried to
improve, how others reacted, successes, failures and your intentional treatment
of others in future). (+- 2 pages)
12.
BIBLIOGRAPHY:
11.1 Individual in
Society, by D. Krech, R.S. Crutchfield and E.L. Ballachey, 1962, McGRAW-HILL.
11.2 People and Productivity, by R.A. Sutermiester, 1963, McGRAW-HILL.
11.3 The Investment in Excellence Programme - by Eric Felton Associates (Pty.)Ltd.
, 1991.
11.4 Team Building, by W.G. Dyer, 1977, Addison-Wesley Publishing Company.
11.5 Lectures and lecture notes by by James Laubscher, 1991
About the Author:
Pierre
du Plessis (MBL, 1982, UNISA) is a business consultant, co-owner of Leaders
Circle, author of several e-books and training manuals, previous Corporate
Logistics and Procurement Manager, ex-army infantry soldier as
Officer in Charge of
Battalion Operations and nowadays business owner of several successful offline
business operations. He is also co-founder of
Career Builders Club.
Change Management Videos:
Summary of snippets and resources about Change Management from all over the
web:
This new and updated edition of the highly successful MBA and
undergraduate text on change management uses current examples
with a strategic focus to guide students through the issues and
processes associated with managing change. The new edition: -
provides a framework for applying different models to different
scenarios; - offers proactive approaches to change that relate
to business performance; - gives practical, step-by-step means
of handling change; - illustrates with up-to-date real-life case
studies. Students using Change Management will gain a greater
understanding that effective solutions to change problems need
to combine technological, organizational and people-oriented
strategies. In this sense the book adopts a process-based
approach to management. It will also encourage students to
familiarize themselves with the different contingencies that
affect management and the most effective measures for dealing
with them.
1
Livelink ECM – Management of Change helps manage a compliant
and documented process for facility change to reduce risk,
increase efficiency, safety and reliability, and minimize
environmental impact. Through document management and business
process automation, it manages all the stages of an MOC
lifecycle and related processes and documents, from
single-screen initiation to final records management.
2
The 2006 Management of Change (MOC) conference will help
government and industry executives lead change and build
organizational value. The conference will provide the tools
necessary to become a leading change agent throughout your
organization.
3
While the definition of change management is simply a process
for managing the people-side of change, the practice is complex.
Managing transition in individuals, teams or organizations is as
complex as those individuals, teams and organizations.
4
SmartPlant Enterprise for Owner Operators will deliver
preconfigured, best practice work processes for plant operators.
Plant Engineering Management of Change will be an important
business package within the SmartPlant Enterprise for Owner
Operators solutions, facilitating the tracking of changes from
the initial recommendation through the plant engineering review
and approval process to final implementation, providing a
complete audit trail. Users will work seamlessly between
SmartPlant Enterprise tools from Intergraph and SAP Service and
Asset Management via a role-based instance of the SAP NetWeaver
Portal. As-built changes will be automatically synchronised
between SAP Service and Asset Management and SmartPlant
Enterprise.
5
The processes and dynamics of change in the functioning,
structure and work force of organisations is a well documented
subject from Basil & Cook (1974) to the more recent works of
Moss-Kanter (1989), Senge (1991) and Pedler et al (1991). Most
writers on organisations, it seems advance some comment on the
phenomena and consequences of change from their own particular
perspective.
6
Theories of change management however, are far from complete
and the phenomena of change management is relatively poorly
explained. Evered 1980) In relation to both change interventions
at an overall organisational level and changes at an individual
task level there is little commonly agreed material in the form
of action guides for either participants or managers. This
absence of any unifying theories that explain the change as a
dynamic systematic process might be justified, or at least
explained, by the number, complexity and variability of the
factors involved. Issues as diverse as individual psychological
phenomena to macro economic and political theory all potentially
have their place in explaining organisational change.
7
There are dozens, if not hundreds, of independent consultants
who will quickly and proudly proclaim that they are engaged in
planned change, that they are change agents, that they manage
change for their clients, and that their practices are change
management practices. There are numerous small consulting firms
whose principals would make these same statements about their
firms. And, of course, most of the major management consulting
firms have a change management practice area.
8
Some of these change management experts claim to help clients
manage the changes they face the changes happening to them.
Others claim to help clients make changes. Still others offer to
help by taking on the task of managing changes that must be
made. In almost all cases, the process of change is treated
separately from the specifics of the situation. It is expertise
in this task of managing the general process of change that is
laid claim to by professional change agents.
9
From this brief analysis, it is suggested that in order to
understand and describe the process of change in police
organisations, it is necessary to consider not only the human
reactions to change, but also the mechanistic organisational
functions and processes that bring about those effects in
humans. Any attempt to disentangle functional, process and
structural issues from the social and psychological aspects of
the work force will result in an incomplete analysis. Therefore
it is suggested that an integrative and holistic approach is
necessary in order to understand and explain the processes of
change in police organisations.
10
The content or subject matter of change management is drawn
from psychology, sociology, business administration, economics,
industrial engineering, systems engineering and the study of
human and organizational behavior. For many practitioners, these
component bodies of knowledge are linked and integrated by a set
of concepts and principles known as General Systems Theory
(GST). It is not clear whether this area of professional
practice should be termed a profession, a discipline, an art, a
set of techniques or a technology. For now, suffice it to say
that there is a large, reasonably cohesive albeit somewhat
eclectic body of knowledge underlying the practice and on which
most practitioners would agree - even if their application of it
does exhibit a high degree of variance.
11
For many years now, Information Systems groups have tried to
rein in and otherwise ride herd on changes to systems and the
applications that run on them. For the most part, this is
referred to as "version control" and most people in the
workplace are familiar with it. In recent years, systems people
have begun to refer to this control mechanism as "change
management" and "configuration management." Moreover, similar
control mechanisms exist in other areas. Chemical processing
plants, for example, are required by OSHA to satisfy some
exacting requirements in the course of making changes. These
fall under the heading of Management of Change or MOC.
12
You should even apply these principles to very tough change
like making people redundant, closures and integrating merged or
acquired organizations. Bad news needs even more careful
management than routine change. Hiding behind memos and middle
managers will make matters worse. Consulting with people, and
helping them to understand does not weaken your position - it
strengthens it. Leaders who fail to consult and involve their
people in managing bad news are perceived as weak and lacking in
integrity. Treat people with humanity and respect and they will
reciprocate.
13
The model shows the phases that individuals go through in any
kind of change - personal or professional. The model is an
excellent framework for business management of large projects,
and can be used to diagnose failure, develop corrective actions
and facilitate communication between key managers and employees.
14
The Prosci process - After eight years of research with over
1000 organizations, Prosci released its Change Management
Process. Built into the process are scalable and flexible
components for customizing your activities to the specific
organizational change you are implementing. The process is three
steps: preparing for change, managing change, reinforcing
change.
15
The process of change has been characterized as having three
basic stages: unfreezing, changing, and re-freezing. This view
draws heavily on Kurt Lewin's adoption of the systems concept of
homeostasis or dynamic stability.
16
There are different overall types of organizational change,
including planned versus unplanned, organization-wide versus
change primarily to one part of the organization, incremental
(slow, gradual change) versus transformational (radical,
fundamental), etc Knowing which types of change you are doing
helps all participants to retain scope and perspective during
the many complexities and frequent frustrations during change.
Read the following article to understand more about each type of
change.
17
Many organizations learned the hard way through failed
projects. They learned that change management is not something
addressed after the fact. Change management must start at the
beginning of the project and be integrated into all facets. Both
perspectives of change management must be addressed: the
managers and the employees.
18
This means that three components must all be present to
overcome the resistance to change in an organization:
Dissatisfaction with the present situation, a vision of what is
possible in the future, and achievable first steps towards
reaching this vision. If any of the three is zero or near zero,
the product will also be zero or near zero and the resistance to
change will dominate.
19
So what is change management? Change management is the
effective management of a business change such that executive
leaders, managers and front line employees work in concert to
successfully implement the needed process, technology or
organizational changes.
20
References
-
books.google.com
-
www.opentext.com
-
www.actgov.org
-
focus.carleton.ca
-
aphtmlemails.intergraph.com.au
-
www.ncjrs.gov
-
www.ncjrs.gov
-
home.att.net
-
home.att.net
-
www.ncjrs.gov
-
home.att.net
-
home.att.net
-
www.businessballs.com
-
www.change-management.com
-
www.change-management.com
-
home.att.net
-
www.managementhelp.org
-
www.change-management.com
-
alumni.caltech.edu
-
www.change-management.com
© This page is copyrighted
