Description
The PPT highlights about Change Agents.
Change Agents
Understanding Change
Lewin looks at change in terms of three processes: - Unfreezing: implies preparing the system for chage by making it aware for the need for change. Done by creating a sense of dissatisfaction or uneasiness with the status quo - Moving: constitutes the actual act of introduction of change in the system - Refreezing: is the final process which is necessary if the change is to get institutionalized in the syatem Many well-meaning change efforts fail because of inadequate appreciation of the importance of each of the other stages Change agents underestimate the criticality of the first stage – move directly to the second stage.
Change – Why?
• Change is a deviation from the status quo • Such deviation have an unsettling effect of variable intensity and
duration upon the people and systems • The question to ask is: Why disturb the status quo? • Besides a rigorous cost-benefit analysis, a change agent needs to address herself to a more difficult issues of intensions and motives • The prime consideration for introducing change should be organizational
Change – What?
Some characteristics of the proposed change: - Relative advantage: The potential benefits should outweigh the costs. Necessary to clearly spell out the relative advantages which would justify the change effort - Social aspects: Consequences for the change targets: Most change efforts have social consequences. They disturb, redefine and alter relationships. Often new roles are created and old roles get eroded or expanded and enriched; the power balance in the work unit gets modified. Identify and spell out these consequences clearly. Avoid getting swayed by technical superiority and ignore the social consequences
Change – What?
- Divisibility: Agent needs to examine whether the nature of the change
demands a one shot implementation or can it be implemented in small units. If the change is divisible, it can facilitate trial and modification before a large scale implementation is launched. - Reversibility: An attribute of change which makes withdrawal of change possible without excessive damage to people and systems.If the change has high reversibility, the reversal can be affected without visible damage to change targets, the system, and the credibility of the change agent. - Complexity: Involves complexity in understanding the nature of change, and complexity in use. The more simple the more the acceptability among change targets. Or need time to explain the complex factors.
Change – What?
- Compatibility: Implies the congruence of change with the
psychological, social and cultural characteristics of the situation in which it is being introduced. If attitudes, values and behaviours are at complete variation with the existing ones, the change efforts will change. - Communicability: If the features of change can be easily communicated and explained, easier to gain acceptance to it.
Change – Where & When?
• Agent needs to bear in mind the cultural characteristics of the orgn
• • • •
where the change is to be introduced so as to select change approachs which can produce the maximum impact Approached will differ acc to whether the culture is predominantly: power-oriented, task-oriented, procedure-oriented or people-oriented Task-oriented: how the change can help improve performance People-oriented: enhancing cohesiveness, improving relationships Initiate change in depts or sub-systems where there is the least resistance to change. Then this success could be used to win over others who could resist.
Change – Where & When?
• Timing of the change is also important: - In times of upheaval the acceptance of need for change is high - If proposed change appears to be in consonance with other changes
being considered, it can be introduced as part of an integrated package - However, if in intent and practice it is contrary to other changes, then the introduction can wait for a more conducive climate - If the orgn is passing through a relative stable phase and there is no apparent need for unsettling the status quo, then the introduction of change should be preceded by sufficient unfreezing - Need to sell change to the stakeholders
Change – How?
• Any change is a transition from a current phase to a future phase • The problem of managing this transition involves basically three
problems: the resistance problem, the control problem, and the power problem: Resistance: entails motivating the change targets to overcome its inertia and innate resistance to changes Control: is one of designing adequate mechanisms during the transition stage to monitor performance and incorporate modifications to ensure that change does not become dysfunctionally disruptive Power: for a change to be institutionalized the political system needs to be changed The agent needs to be able to handle all these issues
-
•
Managing Resistance
• Innate human tendency to resist: fear of the unknown, inertia, vested
• • • •
interests in maintaining the status quo, ideological differences First problem is to overcome this inherent resistance and motivate change targets to adopt change Unfreezing people out of their complacency with the present so they are prepared to listen to new ideas The agent needs to anticipate the basic source and extent of resistance, and select appropriate change strategies accordingly. Barriers to change: incompatibility with shared norms; social like group solidarity and cohesiveness; individual aversion to risk trying new behaviour; lack of clarity about the nature of change and its consequences; perceived role erosion; no clearly felt need for change; lack of time to disengage from the status quo; reluctance to learn new
Managing Resistance
• To overcome resistance: Generating dissatisfaction with the status quo: Involving the change targets Rewarding the desirable behaviour Allowing time and opportunity for disengagement Explicit or implicit coercion
Managing the transition: Control
• For managing the transition it is desirable to hold before the change
targets a clear blueprint of the future. • It is also important to maintain control over the pace and direction of transition and mechanisms and processes within the system: - Use an integrated approach to change: helps to adopt a systems view of the orgn and use multiple leverage points to introduce changes in the related sub-systems; fragmented change efforts often fail to make a dent – create forces which resist subsequent changes - Explicit planning of transition stage: During transition, the elements of orgn are in a state of flux; plan carefully in terms of mechanisms to guide, monitor and control performance, resource for transition, transition mgnt structures like task forces, identification of key people, feedback mechanism for sensing and recalibration
Politics of change: Power
• Agent needs to understand the power dynamics involving key
individuals, coalitions and groups. • Transition stage generates ambiguity about the balance of power in the emerging orgn • Not all the major power groups may directly be interested in, or get directly affected by change; however, support of key individuals and groups should be sought. • Building networks, joining coalitions, including key people at the planning stage, co-opting members of key groups, bargaining or negotiating with key groups and individuals can help in retaining sufficient support for change
Change: By Whom?
• Competencies and attributes of a change agent: • Since introduction and implementation of change essentially involves
taking people along an unfamiliar path, underlying most of these competencies is a strong undercurrent of interpersonal skills: the ability to evoke trust in others, to empathize with others so as to understand their reasons for resistance, the ability to reach out and communicate, to listen, to influence and persuade, etc. Some important competencies: Building credibility: sincerity, technical and administrative capability; ability to see change through Sensitivity: to the needs, feelings and perspectives of others Ability to generate innovative yet practical solutions:
• -
Change: By Whom?
- Ability to enthuse others: stir up and excite people about the change,
paint the big bold goals of change - Ability to understand the power structure: and important coalitions in the orgn. - Ability to develop networks: need to get the right information - Team-building: need to lead and build a team which will drive the change
OD Consultant
The OD consultant must consider not only the orgn’s purpose and philosophy (values) and its aims (goals). but also how these goals will be implemented (structure of the orgn) Several structural elements must be reviewed b the consultant in order to adequately assess the functioning of an orgn. These include: - the formal orgn chart - The informal social structure - The degree of overlap between the two - How well these structures are working
OD Consultant
The functioning of the formal and informal structural systems in a variety of areas should be examined. These include: - Accountability: the formal system for evaluating individuals who work in the system. - Rewards: the tangible and intangible rewards given by the orgn for work performed and the impact of these rewards on the quantity and quality of work performed - Reporting relationships: The designated lines of authority along with the demonstrated power to influence the behaviour of others in the desired direction
OD Consultant
- Decision – making procedures: the process through which problems
are identified and solved, along with the individual preferences that guide the formal procedures followed. - Communication patterns: the formal and informal systems through which organizational information is disseminated and meanings are transferred within the orgn and, - Norms: the formal and informal rules of conduct and speech, as well as the observable behaviours in these areas
Skills of Change Agents
A.
Cognitive Skills:
1. Conceptualization: - Determine possible units of change - How change will affect other sub-systems - Define objectives w.r.t. intended change - Conduct anticipatory practice in carrying out a stepwise plan - Be capable of eliciting and eliminating alternatives and provide for replanning and assessment at later stages - Anticipate barriers and resistance to change. Devise ways to overcome - Anticipate degree of willingness among clients to intended changes. 2. Evaluation: - Determine size, character, structural makeup of the client group - Determine degree or extent of felt need for change - Skills in using diagnostic instruments appropriate to the problem - Evaluation of problems, causes, etc. objectively and not on likes & dislikes
Skills of a Change Agent
B.
Action Skills:
As a Counsellor: - Making catharsis possible if needed - Helping clients examine their attitudes, expectations and motivations - Deal with client’s ideology, myths, values, etc. wisely and effectively - Clarify nature of relationship and inter-dependence between client, change agent
As a Facilitator: - Raises level of aspiration of clients - Develop awareness and potential expectations towards change - Create willingness and sense of responsibility to engage in change - Encourage a step-wise action and have patience in execution - Develop an awareness of possible sources of help in the change activity
Skills of a Change Agent
As a Consultant: Make a step-wise action plan Make use of appropriate techniques or methods to arrive at group consensus Examine decisions in terms of ‘pros and cons’. Evaluate progress at each stage Build and maintain morale and team spirit.
Skills of a Change Agent
C. Communication Skills:
Spread change information Have persuasive skills to sell change Positively influence opinion leaders at different organization levels Be aware of his communication goals Plan communication in line with client needs, attitudes and beliefs Obtain feedback on effectiveness of communication Make strategic use of informal communication attempts
Lessons for Internal OD Consultants
Establish your Authority:
You could be pressured by someone with higher authority in the orgn What authority and power you have come from two sources: who you know and what you are You can enhance your power through association with one or more patrons in executive mgnt, preferably incl the CEO An executive can power you by publicly supporting your mission in the orgn. Use the resulting power from the patronage judiciously Protect your visibility and usefulness by building relationships with several clients Be credible by acquiring relevant degrees, learning and building skills, tools and experience especially in the principles of human behaviour and the technology of behavioural change.
Lessons for Internal OD Consultants
Bring added value to the organization:
Need to promote your work as contributing to the bottom line Need to sell your services internally: Make presentations around the company Develop a brochure Link your values to orgn strategies & goals Your success depends on your ability to make people feel comfortable If people find you distant, uncaring, etc. will limit your network. It is the first step in any OD intervention Take time to establish rapport ; discover client needs and concerns Adopt to client’s interpersonal styles
Create Rapport:
-
Lessons for Internal OD Consultants
Avoid Misunderstandings:
Breaking an understanding with a client destroys credibility Avoid miscommunications by putting understandings in writing Sit with client and clarify foll. points: - Who is the client? Who will receive the report? - What the client will or will not receive - Who participates - What the rules of confidentiality will be - What the details of follow-up will be.
Lessons for Internal OD Consultants
Show Courage:
You probably will be called on to say things to your clients that they would never hear from their bosses, subordinates or peers: - You need to be candid - An internal consultant is more vulnerable that an external one If you succumb you will limit your effectiveness and usefulness to the orgn Your candor in expressing orgn realities is what your job is about If you show fear, you damage your credibility and open yourself to pressures from others Be less vulnerable and enhance your sense of security
-
Ethical Dilemmas for OD Consultants
1.
An illusion of participation: - Employees are given the illusion of participatory decision making when management’s mind is already made up. - Need to confront the client and negotiate an alternative approach Skip the diagnosis: - Skip the diagnosis or needs assessment and just do an intervention Inappropriate intervention: - Conduct an intervention which was not appropriate to the organization (e.g. team building)
2.
3.
Ethical Dilemmas
4.
Stretch the limits of the consultants competence: - Try a new intervention with a client that might stretch beyond the consultant’s competency or skill (e.g. counselling without appropriate training) Coercion: - Employees are forced to participate in an intervention against their will. Political pressure: - The consultant’s behaviour is shaped by the internal policies of the client orgn.
5.
6.
Ethical Dilemmas
7.
8.
Informed consent: - Employees are drawn into an intervention without really knowing what they are getting into. Client has misled the consultant: - About the nature of the problem - About their willingness to cooperate Misuse of information: - Client asks for information with the intent to use for administrative purposes. (e.g. promotions, dismissals) Violate confidentiality: - A manager asks to divulge info promised explictly not to share by the consultant.
9.
10.
Ethical Dimensions
11. Priority of interests:
- A consultant struggles about whose interest should take precedence --- management’s or employee’s Role Expectations: - Consultant gets cought between his required role and the expectations the client has about what his role should be. Conflict with co-consultant: - Disagree with a co-consultant about what to do with the consultant
12.
13.
doc_232223730.ppt
The PPT highlights about Change Agents.
Change Agents
Understanding Change
Lewin looks at change in terms of three processes: - Unfreezing: implies preparing the system for chage by making it aware for the need for change. Done by creating a sense of dissatisfaction or uneasiness with the status quo - Moving: constitutes the actual act of introduction of change in the system - Refreezing: is the final process which is necessary if the change is to get institutionalized in the syatem Many well-meaning change efforts fail because of inadequate appreciation of the importance of each of the other stages Change agents underestimate the criticality of the first stage – move directly to the second stage.
Change – Why?
• Change is a deviation from the status quo • Such deviation have an unsettling effect of variable intensity and
duration upon the people and systems • The question to ask is: Why disturb the status quo? • Besides a rigorous cost-benefit analysis, a change agent needs to address herself to a more difficult issues of intensions and motives • The prime consideration for introducing change should be organizational
Change – What?
Some characteristics of the proposed change: - Relative advantage: The potential benefits should outweigh the costs. Necessary to clearly spell out the relative advantages which would justify the change effort - Social aspects: Consequences for the change targets: Most change efforts have social consequences. They disturb, redefine and alter relationships. Often new roles are created and old roles get eroded or expanded and enriched; the power balance in the work unit gets modified. Identify and spell out these consequences clearly. Avoid getting swayed by technical superiority and ignore the social consequences
Change – What?
- Divisibility: Agent needs to examine whether the nature of the change
demands a one shot implementation or can it be implemented in small units. If the change is divisible, it can facilitate trial and modification before a large scale implementation is launched. - Reversibility: An attribute of change which makes withdrawal of change possible without excessive damage to people and systems.If the change has high reversibility, the reversal can be affected without visible damage to change targets, the system, and the credibility of the change agent. - Complexity: Involves complexity in understanding the nature of change, and complexity in use. The more simple the more the acceptability among change targets. Or need time to explain the complex factors.
Change – What?
- Compatibility: Implies the congruence of change with the
psychological, social and cultural characteristics of the situation in which it is being introduced. If attitudes, values and behaviours are at complete variation with the existing ones, the change efforts will change. - Communicability: If the features of change can be easily communicated and explained, easier to gain acceptance to it.
Change – Where & When?
• Agent needs to bear in mind the cultural characteristics of the orgn
• • • •
where the change is to be introduced so as to select change approachs which can produce the maximum impact Approached will differ acc to whether the culture is predominantly: power-oriented, task-oriented, procedure-oriented or people-oriented Task-oriented: how the change can help improve performance People-oriented: enhancing cohesiveness, improving relationships Initiate change in depts or sub-systems where there is the least resistance to change. Then this success could be used to win over others who could resist.
Change – Where & When?
• Timing of the change is also important: - In times of upheaval the acceptance of need for change is high - If proposed change appears to be in consonance with other changes
being considered, it can be introduced as part of an integrated package - However, if in intent and practice it is contrary to other changes, then the introduction can wait for a more conducive climate - If the orgn is passing through a relative stable phase and there is no apparent need for unsettling the status quo, then the introduction of change should be preceded by sufficient unfreezing - Need to sell change to the stakeholders
Change – How?
• Any change is a transition from a current phase to a future phase • The problem of managing this transition involves basically three
problems: the resistance problem, the control problem, and the power problem: Resistance: entails motivating the change targets to overcome its inertia and innate resistance to changes Control: is one of designing adequate mechanisms during the transition stage to monitor performance and incorporate modifications to ensure that change does not become dysfunctionally disruptive Power: for a change to be institutionalized the political system needs to be changed The agent needs to be able to handle all these issues
-
•
Managing Resistance
• Innate human tendency to resist: fear of the unknown, inertia, vested
• • • •
interests in maintaining the status quo, ideological differences First problem is to overcome this inherent resistance and motivate change targets to adopt change Unfreezing people out of their complacency with the present so they are prepared to listen to new ideas The agent needs to anticipate the basic source and extent of resistance, and select appropriate change strategies accordingly. Barriers to change: incompatibility with shared norms; social like group solidarity and cohesiveness; individual aversion to risk trying new behaviour; lack of clarity about the nature of change and its consequences; perceived role erosion; no clearly felt need for change; lack of time to disengage from the status quo; reluctance to learn new
Managing Resistance
• To overcome resistance: Generating dissatisfaction with the status quo: Involving the change targets Rewarding the desirable behaviour Allowing time and opportunity for disengagement Explicit or implicit coercion
Managing the transition: Control
• For managing the transition it is desirable to hold before the change
targets a clear blueprint of the future. • It is also important to maintain control over the pace and direction of transition and mechanisms and processes within the system: - Use an integrated approach to change: helps to adopt a systems view of the orgn and use multiple leverage points to introduce changes in the related sub-systems; fragmented change efforts often fail to make a dent – create forces which resist subsequent changes - Explicit planning of transition stage: During transition, the elements of orgn are in a state of flux; plan carefully in terms of mechanisms to guide, monitor and control performance, resource for transition, transition mgnt structures like task forces, identification of key people, feedback mechanism for sensing and recalibration
Politics of change: Power
• Agent needs to understand the power dynamics involving key
individuals, coalitions and groups. • Transition stage generates ambiguity about the balance of power in the emerging orgn • Not all the major power groups may directly be interested in, or get directly affected by change; however, support of key individuals and groups should be sought. • Building networks, joining coalitions, including key people at the planning stage, co-opting members of key groups, bargaining or negotiating with key groups and individuals can help in retaining sufficient support for change
Change: By Whom?
• Competencies and attributes of a change agent: • Since introduction and implementation of change essentially involves
taking people along an unfamiliar path, underlying most of these competencies is a strong undercurrent of interpersonal skills: the ability to evoke trust in others, to empathize with others so as to understand their reasons for resistance, the ability to reach out and communicate, to listen, to influence and persuade, etc. Some important competencies: Building credibility: sincerity, technical and administrative capability; ability to see change through Sensitivity: to the needs, feelings and perspectives of others Ability to generate innovative yet practical solutions:
• -
Change: By Whom?
- Ability to enthuse others: stir up and excite people about the change,
paint the big bold goals of change - Ability to understand the power structure: and important coalitions in the orgn. - Ability to develop networks: need to get the right information - Team-building: need to lead and build a team which will drive the change
OD Consultant
The OD consultant must consider not only the orgn’s purpose and philosophy (values) and its aims (goals). but also how these goals will be implemented (structure of the orgn) Several structural elements must be reviewed b the consultant in order to adequately assess the functioning of an orgn. These include: - the formal orgn chart - The informal social structure - The degree of overlap between the two - How well these structures are working
OD Consultant
The functioning of the formal and informal structural systems in a variety of areas should be examined. These include: - Accountability: the formal system for evaluating individuals who work in the system. - Rewards: the tangible and intangible rewards given by the orgn for work performed and the impact of these rewards on the quantity and quality of work performed - Reporting relationships: The designated lines of authority along with the demonstrated power to influence the behaviour of others in the desired direction
OD Consultant
- Decision – making procedures: the process through which problems
are identified and solved, along with the individual preferences that guide the formal procedures followed. - Communication patterns: the formal and informal systems through which organizational information is disseminated and meanings are transferred within the orgn and, - Norms: the formal and informal rules of conduct and speech, as well as the observable behaviours in these areas
Skills of Change Agents
A.
Cognitive Skills:
1. Conceptualization: - Determine possible units of change - How change will affect other sub-systems - Define objectives w.r.t. intended change - Conduct anticipatory practice in carrying out a stepwise plan - Be capable of eliciting and eliminating alternatives and provide for replanning and assessment at later stages - Anticipate barriers and resistance to change. Devise ways to overcome - Anticipate degree of willingness among clients to intended changes. 2. Evaluation: - Determine size, character, structural makeup of the client group - Determine degree or extent of felt need for change - Skills in using diagnostic instruments appropriate to the problem - Evaluation of problems, causes, etc. objectively and not on likes & dislikes
Skills of a Change Agent
B.
Action Skills:
As a Counsellor: - Making catharsis possible if needed - Helping clients examine their attitudes, expectations and motivations - Deal with client’s ideology, myths, values, etc. wisely and effectively - Clarify nature of relationship and inter-dependence between client, change agent
As a Facilitator: - Raises level of aspiration of clients - Develop awareness and potential expectations towards change - Create willingness and sense of responsibility to engage in change - Encourage a step-wise action and have patience in execution - Develop an awareness of possible sources of help in the change activity
Skills of a Change Agent
As a Consultant: Make a step-wise action plan Make use of appropriate techniques or methods to arrive at group consensus Examine decisions in terms of ‘pros and cons’. Evaluate progress at each stage Build and maintain morale and team spirit.
Skills of a Change Agent
C. Communication Skills:
Spread change information Have persuasive skills to sell change Positively influence opinion leaders at different organization levels Be aware of his communication goals Plan communication in line with client needs, attitudes and beliefs Obtain feedback on effectiveness of communication Make strategic use of informal communication attempts
Lessons for Internal OD Consultants
Establish your Authority:
You could be pressured by someone with higher authority in the orgn What authority and power you have come from two sources: who you know and what you are You can enhance your power through association with one or more patrons in executive mgnt, preferably incl the CEO An executive can power you by publicly supporting your mission in the orgn. Use the resulting power from the patronage judiciously Protect your visibility and usefulness by building relationships with several clients Be credible by acquiring relevant degrees, learning and building skills, tools and experience especially in the principles of human behaviour and the technology of behavioural change.
Lessons for Internal OD Consultants
Bring added value to the organization:
Need to promote your work as contributing to the bottom line Need to sell your services internally: Make presentations around the company Develop a brochure Link your values to orgn strategies & goals Your success depends on your ability to make people feel comfortable If people find you distant, uncaring, etc. will limit your network. It is the first step in any OD intervention Take time to establish rapport ; discover client needs and concerns Adopt to client’s interpersonal styles
Create Rapport:
-
Lessons for Internal OD Consultants
Avoid Misunderstandings:
Breaking an understanding with a client destroys credibility Avoid miscommunications by putting understandings in writing Sit with client and clarify foll. points: - Who is the client? Who will receive the report? - What the client will or will not receive - Who participates - What the rules of confidentiality will be - What the details of follow-up will be.
Lessons for Internal OD Consultants
Show Courage:
You probably will be called on to say things to your clients that they would never hear from their bosses, subordinates or peers: - You need to be candid - An internal consultant is more vulnerable that an external one If you succumb you will limit your effectiveness and usefulness to the orgn Your candor in expressing orgn realities is what your job is about If you show fear, you damage your credibility and open yourself to pressures from others Be less vulnerable and enhance your sense of security
-
Ethical Dilemmas for OD Consultants
1.
An illusion of participation: - Employees are given the illusion of participatory decision making when management’s mind is already made up. - Need to confront the client and negotiate an alternative approach Skip the diagnosis: - Skip the diagnosis or needs assessment and just do an intervention Inappropriate intervention: - Conduct an intervention which was not appropriate to the organization (e.g. team building)
2.
3.
Ethical Dilemmas
4.
Stretch the limits of the consultants competence: - Try a new intervention with a client that might stretch beyond the consultant’s competency or skill (e.g. counselling without appropriate training) Coercion: - Employees are forced to participate in an intervention against their will. Political pressure: - The consultant’s behaviour is shaped by the internal policies of the client orgn.
5.
6.
Ethical Dilemmas
7.
8.
Informed consent: - Employees are drawn into an intervention without really knowing what they are getting into. Client has misled the consultant: - About the nature of the problem - About their willingness to cooperate Misuse of information: - Client asks for information with the intent to use for administrative purposes. (e.g. promotions, dismissals) Violate confidentiality: - A manager asks to divulge info promised explictly not to share by the consultant.
9.
10.
Ethical Dimensions
11. Priority of interests:
- A consultant struggles about whose interest should take precedence --- management’s or employee’s Role Expectations: - Consultant gets cought between his required role and the expectations the client has about what his role should be. Conflict with co-consultant: - Disagree with a co-consultant about what to do with the consultant
12.
13.
doc_232223730.ppt