Digitally signed by Ishan

Kakkar

Ishan DN: cn=Ishan Kakkar gn=Ishan

Kakkar c=India l=IN o=Indian
Institute of Information
Technology and Management

Kakkar ou=MBA (PG)

[email protected]
Reason: I am the author of this
document
Location:
Date: 2020-11-23 12:43+05:30

Assignment 1

(Change Management)

By
Ishan Kakkar (2019MBA-13)
Change Management

Table of Contents
S No. Title Page No.
1. Question 1 3
2. Question 2 6
3. Question 3 9
4. Question 4 12
5. Question 5 15
6. Question 6 17

November 23, 2020 2

Change Management

1. What is the process of change in an organization? How ‘Learning ‘mechanism plays role in
managing change at individual level?

Ans - Change is basically replacing or updating something with something better. It’s a part of every one’s
life. Whether personal/professional life, we all go through various changes. Not we even business
organizations go through the various changes with regard to various internal/external forces. Also, the process
of change in an organization is not instant, It occurs through stages and takes time to get a complete change.
All organization nowadays updates itself with respect to the external environmental factors to get a
competitive edge and market growth than their competitors.

• Organization change is generally the alteration in total work environment, structural relationships,
hierarchies and roles of the organization. An organization can be changed in various ways like change in
it’s business structure, workforce and other elements. The cause for the change is due to various external
forces like change in technology, social factors and all whereas it may be due to internal forces as well
like pressure from workforce, employees and other factors. No organization can nowadays can survive
without being change.But, the change process is not at all smooth as it is seen, the changes in an
organization cause change to individuals and groups as well and depends on how they respond and align
themselves to that change. So, there are a well defined set of various process of the change that occur at
organization level. These process contains various steps through which change process occurs in any
organization. The change at organization is not a change in it’s structure and roles or ay of working but
change also occur at individual level and between groups and team as well. They are the one who resist,
respond or welcome any change. they are the one basically who drives the change. There are various model
given by various people regarding organization change process. Two such organization change process
models are discussed here.

➢ Kurt Lewin’s 3 step model – His model is based on the idea that until a change in the organization is
actually introduced, It must be fully prepared for that change. The change must be established and
incorporated into the behaviour of the organization. Lewin is responsible for introducing the force field
analysis that determines the driving and resisting forces in any situation. Basically, there are 3 steps of
change process in any organization as per his model. they are –
➢ Unfreezing – this is the process where the change is not even introduced or just introduced in the
organization. To the extent that the new view deviates from the old perspective, the old one
indicates doubt about its own existence. Here the Unlearning process is done.
November 23, 2020 3
Change Management

➢ It is known as unfreezing. People are encouraged to reject and forgot the old behavior and practices
by shaking the balance that maintains the status quo. Unfreezing therefore creates the need for
radical change, inspiring people to change and thus minimizing the change resistance.

➢ Changing – Here, at this stage the individual is ready for a new behaviour and a change in view
point after he has unlearned his past experience. efforts are being made to replace old attitudes
and behaviour. This therefore implies the transformation process from the old to new behaviour
experimentation.

➢ Refreezing – This is the

third and last step where a new
status quo is developed with
new approach, mindset and new
ideas, behaviors. The new ways
of functioning are cemented and
strengthened by adding new
behaviors, working style and
methods into formalized
structure and thus strengthening
interpersonal relationships and
individual personalities as well.

• Role of learning mechanism in managing change at individual level

➢ The individual plays an important role in the success of any organization. Whenever any change occur at
organizational level due to either internal/external factors, The individual themselves are the one who gets
maximum affected by these changes. At first they try hard to resist these changes as they were in the old
style of working but as time passes they had to adopt it due to the nature of necessity. Thus, During a
change process, the Learning mechanism is the one who manages change that occurs at individual level.
The mechanism thus make people up for the change and thus help in strengthening change. Learning is
not just acquisition of knowledge but is application of doing something different in the world. A useful
way of beginning to understand what happens when we go through change is to take a look at what happens
when we first start to learn something new.

November 23, 2020 4

Change Management

➢ The change occurs generally in phases with each phase viewing the learning of the individual. The role
of learning mechanism is quite prominent here in managing the desired change at individual level. the
same is described here with the help of psychologist Gestalt perspective.

➢ To explain it, let us take an example of you as an individual operating a new machine at workplace. While
operating a new machine there are many functions which you don’t know or is different from your old
machine functioning. So, in this case, many functions are at start is there that will make me unconscious.
Even I am using those functions I am not much sure about those and using them unconsciously. Thus in
this case I am unconscious competent. However, as the time passes these functions which I taken for
granted, I realize many of the functions which I was unconscious about earlier can do it with ease now
without any difficulties. Thus, here I have become conscious of my in-competencies. Now by using those
functions again and again, or either through trial and error approach and further practicing as of my
experience I manage quite consciously to be competent again. But, for being competence I need to put in
focus and attention to it. All these tasks are in the forefront of my consciousness. With passing time and
further practice, they will recede to my background and I will become Unconscious competence again.

➢ Thus, we can relate the role of learning in

managing change at individual level. At first the
individual will be unconscious about the new
change and practices but through proper
practice and focus and also with passing time
with proper learning experience and approach,
he will achieve the conscious competence and
will fit himself as per the new conditions in the
change environment that will help him to
introduce himself ready for the new
organization practices. Thus, the role of
Learning here in managing change at individual
level is quite important and necessary.

November 23, 2020 5

Change Management

2. What are the cognitive and psychodynamic approaches to change ?

Ans - There are various approaches to change. The Cognitive and psychodynamic approach here is described
here:

• Cognitive approach to change - In humans, the Cognitive characteristics are concerned with the act or
process of knowing, understanding and perceiving. It is basically related to the mental processes of
memory, judgement, thinking and reasoning along with intellectual abilities. Cognitive theory is founded
on the approach that our problems and emotions are of the way we think of situation or anything.
Individuals react to a particular thing in a particular ay because they have a predefined mindset about it as
per their cognitive abilities. The change in the thought process, the individuals can change the way they
respond to a particular situation or change. Moreover, the cognitive approach focuses much in the
achievement of goals thus leading to a change by fulfilling the goals. the clearer the goal will be, the likely
will be ability to achieve that leads to change successfulness that we are focusing upon. Thus, use of
cognitive approach to change has introduced various techniques in order to change the beliefs of people
regarding how they view change and thereby improving their performance by being aware and ready for
the upcoming change. Some of the techniques are explained here:
I. Positive listening – In this we as a person list all the plus points we have in our quality like good
experiences, good results, good feelings, skills, knowledge and abilities. by accepting it as their
personality part, one can reinforce the positive thoughts, perceptions and feelings that leads to
enhanced benefits and make people ready for a change.
II. Affirmations – these are positive statements describing what we want to be thus motivates us for
the change and prepares ourselves prepared for the upcoming change
III. Visualizations - They focus on positive present mental stage and lets you enter a relaxed stage
where you imagine where you want be and how you will be there. You imagine what you and
others will see, hear and felt and this helps you to better achieve your goals.
IV. Reframing – this focuses on reducing the negative thoughts and feelings that affects one’s
performance.
V. Pattern breaking - Here in this approach, the attention from the negative state is directed towards
the positive things.
VI. Anchoring and resource states – here we remember the positive experiences from the past that
provided us the success and thus motivates ourselves by that and try to gain success yet again.

November 23, 2020 6

Change Management

VII. Rational analysis - It’s a cognitive technique par excellence. here we focus that beliefs are not
rational and there is nothing like you can’t do this and all. In this we write all incorrect reasons
and remain specific. here, we set objectively based measurable criteria and we use of logic power
to achieve a particular goal thus helping us to adapt to the change as well.
• Thus, we can say that cognitive approach plays a major role in bringing and making an individual up for
the change. The use of intellectual and cognitive abilities helps one to view change as a necessary and
positive process leading to fulfilment of the desired new goals of the individuals and thus help them to
achieve the personal and organizational goals and thus creating the success factor for the purpose for which
the change has been done.
• Psychodynamic approach to change - This approach to change talks all about human functioning based
on the interaction of drives and forces that occurs within the internal state of the person. Generally, when
an individual is facing a change in an external world, he resists to it at first and at first was not at all
prepared for it. A person at this situation experience a variety of internal psychological states. At first It
is not easy for them to accept the change in the system, it takes time from them to move from unconscious
stage to the conscious stage and face it. There is a drift of internal experiences that goes that goes within
him and sooner with time, he starts accepting it somehow and thus make himself up for the change or as
per the change conditions. He cannot hide from this change and have to accept it with full consciousness
by proper psychodynamic reactions. To explain this let us take a case with the help of an example that
was explained by Kubler rose as Kubler-Rose model.
➢ Kubler rose model – He explained this approach to change by taking an example of his published work
“ Death and dying ” where he took and example of an ill patient and different psychological stages he went
through coming up with that condition. As per his model, In given condition a patient generally went
under 5 stages until they reach to their prognosis. Taking the reference of his model, an example of
organization have been taken up where there is a change in organization structure due to various forces
and the psychodynamic changes that an individual went through these changes is explained here. The 5
Stages and the psychodynamic reactions of a employee to these with what changes that occurs in him
while going through these psychodynamic changes is explained here stage wise.
a) Denial – At this stage, one with such sudden change introduction in the organization system and
working would not at all be able to accept the change and resist it at first directly. They would
directly denied to this change and become emotionally numbness and have a sense of disbelief.
We did not want to accept the change and expose ourselves to heartache that would bring.

November 23, 2020 7

Change Management

b) Anger - When the person allow themselves to acknowledge why change is happening, they enter
the stage of anger. they keep on asking ques like ‘ why the change is happening ‘, ‘ why is it
necessary to change ‘ or ‘ why we want to change ourselves as per new conditions ‘ and all. We
get frustrated and fumes with anger. Anger and frustration is focused externally for most of us but
some of us blame to ourselves for it like asking ‘ why is always happen in our organization or in
my job ‘ hat I need to cope up with these change conditions always even I did not want to. In some
ways we see this process as continuity of not wanting us to accept the change and keep on not
accepting the change. we show our anger in many forms either at home or in organization through
our behaviour and actions dictating our strong oppose of the new change.

c) Bargaining - At this stage the

change situation has been arrived and still
the people want to bargain to reverse the
change situation. It means they still look
for some kind of compromise or
bargaining so that the old conditions
returns. they look for all things that can
reverse the change. the person is
desperately looking for something,
anything to remedy the situation.
d) Depression – At this point, the person realize that no sort of bargaining can provide an escape
from the change situation and he has to accept it finally as no chance is left alone with him. At
this point we went to a stage of pointless and restlessness and feel depressed about the situation.
This stage in form of depression arrives different to each. for some it can take the sense of empathy
or pointlessness, for some a form of sadness and for some a mixture of intense associations and
disassociated states.
e) Acceptance – This is the final stage of the model. At this stage the person finally starts accepting
the change and aligning himself as per change conditions. he came out from a stage of depression
with time and thus start looking how he can align himself as per the changed conditions so that he
can take a benefit of a change and overcome his weakness. people at this stage are not much happy
but they somehow start accepting the change situation. people have a sense of being fully in touch
about their feelings about the situation, their hopes, fears and anxieties.

November 23, 2020 8

Change Management

• Summary of the psychodynamic approach – this approach is generally helpful for the managers
to understand how the employee react to the organization change. it helps them to identify what
they are doing and why they are reacting in a particular way under that situation. Thus, the
managers sense of the inner world of employees and use tactic to motivate and empower them in
order to help them to cope up and adjust themselves with the new changed situation.
3. Differentiate between team and group based on their purpose, situation approach and deliverables.
How to improve team effectiveness?
Ans – In any organization, when more than one individual comes up together for any official / unofficial
purpose, it results into a team or a group. However, there are several points of differentiation between groups
and teams. The two terms are often used distinguishably, yet there are crucial points of differences and anyone
who works in an organization knows whether he is a part of a team or a group. Generally “ A group is any
number of people who interacts with each other and are psychologically aware of each other, and who perceive
themselves to be group ” there may be formal group or informal group in an organization, whereas “ A team
is distinguishable set of two or more individuals who interact independently and adaptively to achieved the
desired valuable objectives and goals. ” A team is generally formed in order to solve any particular purpose
or objective and they are of various types like problem solving teams, self – managing teams, virtual teams
and others. There are several points of difference that makes both groups and teams differ to each other. the
some of them has been described here
• On the basis of Purpose :
o Groups - People basically form groups for having a sense of connect and belongingness with each
other. They form it for interacting with each other’s about their problems, work related situations,
interest, any many common topics of interest. In groups people find others having same related
situations, interest, any many common topics of interest. In groups people find others having same
values and thus connect with each other. the formation of groups helps them to release their stress
and enjoy with each other by interacting on common topics of choice. there is no leader in the
team, and all are on same grounds.
o Teams - A team is generally formed to solve a particular purpose through combined effort where
each person works individually his part and thus the collaborative efforts leads to the success. thus,
the main purpose of team formation is to fulfil a combined goal through mutual efforts. Members
of them tem are mutually committed towards a common goal and to themselves as well which
creates a strong bond and motivation to perform. There is always a leader who leads the team.

November 23, 2020 9

Change Management
o

• On the basis of situation:

o Groups - A group does not have any goal or work to accomplish. There is no any specific situation
under which the formation of group takes place. It can form in any situation and generally are a
result of common interest and interaction between the people. However, the formation of groups
sometimes also takes place in form of ‘unions’ when things are need to be solved by group of
people on common grounds about which they require clarification form the organization they work
in.
o Teams - A team on other hand has a goal or work to accomplish and are formed for that particular
purpose only. The formation of team generally occurs to cope up with a situation where the
individual efforts are required in combined form. there may be various business situations under
which a team is formed so as to cope up with that situation and emerge as winner.
• Based on approach:
o Groups - A group is formed of regular interaction between people in the organization. People
understand each other and their interest and thus constitute themselves as a part of group later with
time. There is no such a well-defined approach to formation of groups. It generally forms as people
in any organization starts interacting with each other during their off job times and they find the
people having similar interest as they have, thus they feel a sense of belongingness with them and
share their problems, work life things and other interest. people with same interest finds each other
and thus leads to formation of groups on basis of grounds of similar interest.
o Teams – As mentioned teams are formed generally to fulfil a common goal or purpose where
individual goal fulfilment leads to achievement of team goal. There is a well-defined 5 step model
approach to Team formation in organization. the stages are as follows:
I. Forming – At this stage the people from various departments come in contact with each
other. there is a feeling of uncertainty among group members and they try to develop pattern
of relationship and common ground rules among them.
II. Storming – Here the group has high degree of conflict between members as no on role is
defined and no idea is there about the leader. this stage is completed when we choose a
leader and we define each other’s role.
III. Norming - At this stage the members have set mutual understanding between them and
they start functioning as a cohesive unit. there is a sense of belongingness between them.
IV. Performing – Here the group starts actual working towards a predefined specific goals.
V. Adjourning – this is the last step that leads to dilution of groups after purpose is resolved.

November 23, 2020 10

Change Management

• On the basis of deliverables :

o Groups – The deliverables of group are generally the sense of belongingness and comfort one
enjoys being a part of a group. A group provides an individual to interact with the people having
similar interests thus help individual to release work stress and do activities of their interest and
which pleases them. The group members provide each other that moral support and comfort by
interacting with each other. Thus, the deliverables of the groups are moral support, comfort and
belongingness one enjoys by sharing his views and interacting with each other.
o Teams – The deliverables of the team are the common goal achievement for which the team is
formed. A team is generally formed for fulfilling a specific purpose either to overcome a particular
problem or for any special purpose. Thus, In team all people thus come up together and focus on
fulfilling individual goals and duties they have been assigned and thus by fulfilling individual goals
and their responsibilities, they in turn achieve the organizational goals and the purpose for which
the team is formed.
• Apart from these basis of difference, the teams and groups can be differentiated on other factors as
well. Some of them are described here.

Point of difference Groups Teams

Size Unrestricted Restricted

Responsibilities No responsibilities Shared responsibilities

Accountability No accountability Individual accountabilities

Reason of formation Common interest Common goals fulfilment

Dependency Interdependence to each Interdependency to

achieve goals

• How to improve team effectiveness – Generally for any goal to be fulfilled, there must be proper
team formation with people having right approach for the purpose and clear vision. A team must
include members having a clarity about their individual goals which will help them to serve the
purpose for which the formation of team is done. Having clarity of duties, clear leadership, focus
and a desired direction to goal fulfilment is what makes a team effective. The several ways to
improve team effectiveness are as follows :

November 23, 2020 11

Change Management

▪ Proper delegation of authority and responsibility with proper goal clarifications and tasks
to perform by the individuals.
▪ The leader must understand the team members and communicates with each of them with
clarity about the goals and purpose of team building.
▪ There must be proper settlements of conflicts between members and any situation must be
handled well.
▪ Proper and correct timely communication between the individual team members must be
there.
▪ The team as a whole know well of their strength and weakness areas and use there strength
well to overcome the weakness areas.
▪ The leader must motivate team members by giving them incentives as a reward to boost up
their performance and commitment towards goals fulfilment.
▪ Also, the removal of unnecessary work is done so that effectiveness can be improved by
focusing on what is important.
▪ The use of integrated technology can also be done to improve team effectiveness and to
view the success stage.
▪ There must be proper planning of tasks followed by proper execution of the same.
▪ There must be a feedback loop for learning and accountability.
▪ There must be standards of performance on which an individual can sense his contribution
and tries to do better next time.
▪ The leader must lead but get out the way focusing on decentralized approach to decision
making and execution.
4. What kind of different leadership styles is required to manage different organizational teams?
Ans - In any organization there are various types of teams like self-managed teams, problem solving teams,
virtual teams and so on. Each team has its own purpose of forming and goals to pursue. The Leader is the one
who leads the team, guides the team members, motivates them and look for a change as well as is responsible
for all important decision. The leader must possess a set of intellectual, behavioural and other qualities that
helps him to guide a team effectively and help them members in fulfilment of the goals. The teams have
different situations and motive behind formation and similar kind of leadership cannot manage all teams in
same manner.

November 23, 2020 12

Change Management

The leaders of the various teams must possess and use various leadership styles to manage the teams with
varying purposes. The different leadership styles that are commonly used by leaders around the world to lead
and manage different organizational teams are as follows :
• Visionary leadership – The vision is itself the main ingredient of leadership where the leader has
a clear idea of what he wants to do professionally and personally and for what purpose the
formation of team has taken place. The three basic ingredients of vision leadership style are - A
guiding vision, passion and integrity. A visionary leader has a clear idea of what the future will
look it and thus align the functioning of the team as per that approach leading to goal fulfilment.
They see the potential of change situation and how the change will look like in future. A visionary
leader as per his vision guides the whole team, align the resources and other in a way that leads to
success. A visionary leader also knows that his ideas are driven by his vision and assessment and
are prone to risk and the team members who are following as per him are also taking the risk as
well. Thus, here leader blames himself for any misfortune and treats all equally. in case of winning
credit goes to all as a team. the leader has a guiding vision that act as a path for team to follow,
have passion to take risk, motivate others and direct them through is ideas and have a sense of
integrity as well by being honest, reliable and trustworthy.
➢ Qualities of visionary leaders – the leader possessing visionary leadership posses traits such as
Persistent, bold, strategic, organized, risk taking, thinker, organized, focus, collaborative,
communicative and possess charisma in their personality.
• Transformational leadership - In this type of leadership style, the leader inspires the followers
with a vision and then encourages and empowers them to achieve them. It involves leader rising
the followers with a sense of purpose and levels of motivation. the aim of the leader and the
follower is to fulfil a common purpose and the leader himself raises the followers confidence and
expectations that is he inspire people to have a vision about goal fulfilment and thus also guides
and motivates them to achieve that leading to transformation in them. this leadership style allow
leader to place high value on corporate vision, uses motivation to gain employee support and place
high values on mutual relationships.
➢ Qualities of transformational leaders – the leader possessing transformation leadership style
possess traits such as charisma, inspiration, intellectual stimulation and individual considerations.
• Transactional leadership – In transactional leadership style, there exists a transaction between a
leader and the followers in the form of rewards, punishment and other changes so as to get the
required job done.

November 23, 2020 13

Change Management

• The leader sets clear goals and tell the followers on what basis they will be rewarded for their
compliance and what will be in case the goal is not fulfilled. This is a more of “Give and take ”
leadership style where the leader assigns the duties and individuals take rewards by performing
the tasks well. this style is concerned with more doing work as per the established rules and
procedures thus making specific, clear and time bound goals to achieve for the employees.
➢ Qualities of transactional leaders - Focus on short term goals, opposed to change, inflexible,
focus on structure and policies, do work as per rules and regulations.
• Authoritarian leadership - This type of leadership style is characterized by a leaders into the
dominant role and control over all decision making process with little or no input from the group
members. It involves a strict control of the leader over the group members and their activities. The
leader is the one who impose the expectation and define the outcomes as well. There is a strict
hierarchical structure followed here where the decision taking power is concentrated only with
leader and employees can act as per established dictated rules.
➢ Qualities of authoritarian leaders – Independent, innovator, quick decision maker, rule maker,
motivates on basis of rewards and risk.
• Participative leadership – This type of leadership style is totally opposite from that of
authoritarian leadership. Here, the employees are motivated to showcase their creativity and skills
from upfront and are directly involved in the decision-making process as well. team members thus
feel included, engaged and motivated to control. The participative leadership can take from of a
consensus, collective or democratic leadership form. This leadership style allows leaders to have a
collective thinking on various matter leading to increase in efficiency of decision making. This
leadership style thus helps in making a strong team and achieving a higher level of productivity.
➢ Qualities of participative leaders – Motivators, forward pushers, team builder, empowering,
visionary, consultative, democratic.
• Delegative leadership – This type of leadership style is also known as “ Laissez –faire leadership.
Here a leader called hands off and focus on delegating initiative to team members and allowing
them to take group decisions. This leadership style is highly successful if team members are
competent, takes responsibilities and prefer engaging in individual work. however, this leadership
style leads to the lowest productivity among the group members.
➢ Qualities of delegative leaders – team builder, employee motivator, supporting, focus on getting
work done through involving directly involved in all processes.

November 23, 2020 14

Change Management

5. How team and individual adapt the organizational changes ?

Ans - An organization change basically refers to change in structure, policies, system, technology either due
to internal forces or external forces. These changes have direct effect on the individuals and teams who work
in an organization. Whatever be the change, the individuals and teams are the one who affected form these
changes and need to adapt themselves as per these new changes. The effect of change on individuals and teams
and how they adapt to these organizational changes are described here:
• Individual adaptation to change – Individuals while viewing a change in organization undergoes
various conditions and the adapt to change demands various transformation in individual in terms
of their cognitive, behavioural, psychodynamic, physical qualities. At first, they resist the change
and try to avoid it at any cost but with time they adapt to themselves as per those changes. Various
approaches, learning cycles and many models are described in order to describe the individual
change and the way they adopt to these organizational changes. the various approaches in support
of how individuals adapt to change are described here:
➢ Learning cycle – As per this when any change arrives the individual goes into an unconscious
incompetency leading to a dip in their performance. With time he comes into his senses and the
unconscious incompetence turns into conscious incompetence followed by conscious competence
and finally unconscious competence is the stage where he fully adapts the change and aligns
himself with the change.
➢ Behavioural approach – Here the adaptation towards change is done by focusing on modifying
the behaviour using reward and punishment. to get the desired results. if the results are not achieved
the behavioural analysis is done by finding the factors of success and failure, thus making the
individual ready to adapt to new change.
➢ Cognitive approach – Here the adaptation to change is done by focusing on the cognitive qualities
of individual. The focus is on developing the capacity for language and on the thought process of
the individual. As per this by changing the thought process we can make and individual ready for
the change. Various techniques like rational analysis, pattern braking, positive listening etc help
individual ready to adapt the change.
➢ Psychodynamic approach – Here the focus is on individual psychological state of mind and the
various techniques are done to change the individual psychological state of mind and make him
ready for the change. The individual goes under numerous states of mind while reaching to a
consensus where they adapt to the change.

November 23, 2020 15

Change Management

➢ At first, they totally resist the change and try to avoid it by negotiating but if fails went under
depression and efforts are done to overcome this stage and finally reach the adaptation of the
change.
➢ Personality approaches – Here the focus is on the personality traits of the individual as each
person differs in the personality traits. So, various actions are done to make the personality traits
of an individual to cope up with the desired change. Act on the personality traits are done to make
an individual adapt to the change. we focus on the type of individual, how they see the change,
what is the response of an individual towards the change and what efforts can be done in order to
make an individual ready to adapt to that change.
• Team adaptation towards the change - A group of people generally forms team for some kind
of purpose to pursue. The team consists of various individuals with different cognitive, behavioural
and personal characteristics. They see change different from each other and react to change in a
different way. So, there must me a well-defined approach dealing with the team for the adaptation
towards the change. this present both challenges and opportunities as well. In order to make the
team members adapt to the change, it is necessary to understand the current and future state and
the status desired by those engaged in a change both from psychological and task perspectives. the
various ways which can help be helpful in making a team ready to adapt to a new change are as
follows:
➢ At first we must try to find the basic nature of the team, what kind of team it is, what is the purpose
of the team, who are its participants and what are their duties and roles. We must have a clarity
about what might be needed to change in it’s structure, format and the roles it will have to perform.
➢ We must be aware of the requirements of the team members and team as a whole and then how we
can make best use of our strategy to make team members adapt to the new change.
➢ We must also look in for the understanding of the requirements are in terms of changes with respect
to the team’s five elements namely
▪ team mission, planning and goal setting
▪ team roles
▪ team operating process
▪ team interpersonal relationships
▪ Inter team relationships
➢ We also must be able to sense the changes that occur of change situation within the teams and also
between the various teams and thus constitute efforts to make team successfully adapt to changes.

November 23, 2020 16

Change Management

➢ Also, in order to make team adapt to change successfully there must be a clear set of roles and
responsibilities with increased accountability. The goals must be clear, and flow of information
and proper communication must be there.
➢ There must be proper planning at each stage of team from Forming to final adjourning.
• Conclusion – Thus, we can say that In any organization whenever change occur due to various
forces or any other factors, the individuals as a whole at particular positions and as a part of team
affected the most and thus they need to adapt themselves with those changes fully in order to
sustain the success and motto behind the process of change. Thus, We must plan adapt to change
process well for a team as well as for individuals.

6. Discuss reported models and approaches in literature to organizational change.

Ans – Organization change is defined as change in process, technology, system, structure or any other form
because of various internal external forces. There is a well-defined approach to an organization change
process. Several models and approaches are explained in the literature with regard to organizational change.
The various approaches and models to organizational changes are discussed here:
• Lewin’s three step model to organizational change - His model is based on the idea that until a
change in the organization is actually introduced, It must be fully prepared for that change. The
change must be established and incorporated into the behaviour of the organization. Lewin is
responsible for introducing the force field analysis that determines the driving and resisting forces
in any situation. Lewin suggested a way of looking at the overall process of making changes. He
proposed that organizational changes have three steps. The first step involves unfreezing the
current state of affairs. This means defining the current state, surfacing the driving and resisting
forces and picturing a desired end state. The second is about moving to a new state through
participation and involvement. The third focuses on refreezing and stabilizing the new state of
affairs by setting policy, rewarding success and establishing new standards. Basically, there are 3
steps of change process in any organization as per his model. they are –
➢ Unfreezing – this is the process where the change is not even introduced or just introduced in the
organization. To the extent that the new view deviates from the old perspective, the old one
indicates doubt about its own existence. Here the Unlearning process is done. It is known as
unfreezing.

November 23, 2020 17

Change Management
➢ People are encouraged to reject and forgot the old behaviour and practices by shaking the balance
that maintains the status quo. Unfreezing therefore creates the need for radical change, inspiring
people to change and thus minimizing the change resistance.
➢ Changing – Here, at this stage the individual is ready for a new behaviour and a change in
viewpoint after he has unlearned his experience. efforts are being made to replace old attitudes
and behaviour. This therefore implies the transformation process from the old to new behaviour
experimentation.

➢ Refreezing – This is the

third and last step where a new
status quo is developed with new
approach, mindset and new ideas,
behaviours. The new ways of
functioning are cemented and
strengthened by adding new
behaviours, working style and
methods into formalized structure
and thus strengthening
interpersonal relationships and
individual personalities as well.
• Summary - The Lewin 3 step model thus acted as a useful tool for considering organizational
change. When this model is used in combination with a collaborative definition of the current state
versus the desired end state, a team can quickly move to defining the next steps in the change
process. These next steps are usually combinations of communicating the gap between the current
state and the end state to the key players in the change process; working to minimize the resisting
forces; working to maximize or make the most of driving forces; and agreeing a change plan and
a timeline for achieving the end state.
• Bullock and Batten model of planned change – This model to planned change draw conclusion
on the discipline of project management. There are many similar ‘steps to changing your
organization’ models to choose from. This model consists of steps that we use in organizational
change. The three steps are: exploration, planning, action and integration.

November 23, 2020 18

Change Management

➢ Exploration – It involves verifying the conditions for the need for the change, aligning and
acquiring useful resources such as expertise, manpower, technology etc necessary for the change
to go ahead.
➢ Planning – It involves thinking of how to execute the change process, what steps to follow, what
resources to commit and what activities to peruse in order to get the desired change Planning
involves technical experts and key decision makers to come up together A diagnosis is completed
and actions are sequenced in a change plan.
➢ Action - This is the actual stage where the prepared plan is made into execution in real. The plan
is signed off by management before moving into the action phase. Actions are completed
according to plan, with feedback mechanisms that allow some re-planning if things go off track.
➢ Integration - The final integration phase is started once the change plan has been fully actioned
Integration involves aligning the change with other areas in the organization and formalizing them
in some way via established mechanisms such as policies, rewards and company updates.
• Summary – This model takes into account the concept of project management and assumes that
change can be defined and moved towards in a planned way. This approach simplifies the change
process by isolating one part of organization machinery either developing leadership skills in
middle management or other in order to make the necessary changes. This approach views
organizational change as a technical problem that can be only solved with a technical feasible
solution.
• Kotter’s eight step model – His model derives from analysis of his consultative practice with 100
organizations going through a change process. He gave 8 step model of organizational change
which addresses the powerful issue of making change happen, highlights the importance of “felt
need” for change and emphasis on communication as well for proper vision set up and success for
change. the eight steps are described as here:
➢ Establish a sense of urgency – This means we should always look up for the changes by doing
something new in order to have a step ahead of our competitors. we must create a sense of urgency
among team members for a change. the change can be introduced by many ways like adaptation
of new technology, diversifying, introducing new products and others. A condition is established
where we emphasis a situation for need of change and why it is important for us.
➢ Form a powerful guiding coalition – Here we assemble a group of best people from various
departments who can work well together in a team.

November 23, 2020 19

Change Management

➢ Create a vision – At this stage, the team together build a vision to guide the change effort together
with strategy formation for achieving this.
➢ Communicate the vision – The leader must thoroughly communicate the vision to all the team
members numerous times till they get the proper sight of it. what is expected from what team
member is communicated well enough so that individual can achieve it. The developed vision,
accompanying strategies and new behaviour need to be communicated in a variety of different
things.
➢ Empower others to act on the vision – Next, the leader needs to empower and motivate the team
members to make them act on the develop strategy and vision.
➢ Plan for and create short term wins – At first we must aim for fulfilling the short term goals by
introducing the change at lower levels and then proceed to other levels of change by fulfilling
individual goals step by step. Here we look for and advertise short term improvements.
➢ Consolidate improvements and produce still more change – promote and reward those able to
promote and work towards the vision. Energize the process of change with new projects, resources
and change agents.
➢ Institutionalize new approaches – At last, ensure that everyone understand the new change, new
behaviour that leads to corporate success.
• Summary – This model appeal to
managers and help them in introducing the
change a team in a proper phased manner. The
model steps appear to encourage an early bust
of energy, delegation and distance in the team.
Thus, Here change in an organization appears in
the cyclic process manner.
• Bechard and Harris change formula –
they developed this change formula. It’s a
concise way of capturing the process of change
and identifying the factors that needs to be
strongly in place for a change to happen. Factors
A, B, and D must outweigh the perceived costs
[X] for the change to occur.

November 23, 2020 20

Change Management
• If any person or group whose commitment is needed is not sufficiently dissatisfied with the present
state of affairs [A], eager to achieve the proposed end state [B] and convinced of the feasibility of
the change [D], then the cost [X] of changing is too high, and that person will resist the change.
➢ The formula is sometimes written
(A × B × D) > X. This adds
something useful to the original
formula. The multiplication implies
that if any one factor is zero or near
zero, the product will also be zero or
near zero and the resistance to change
will not be overcome. This means that if the vision is not clear, or dissatisfaction with the current state
is not felt, or the plan is obscure, the likelihood of change is severely reduced. These factors (A, B, D)
do not compensate for each other if one is low. All factors need to have weight.
• Summary – This formula although looks simply but is very important and can be used at any point in
a change process to analyse how the change process is going on. When the formula is shared with all
parties involved in the change, it helps to illuminate what various parties need to do to make progress.
• Nadler and Tuchman Congruence model – This model takes a different approach by looking at the
factors influencing the success of the change process and helps in understanding the dynamics of what
happens in an organization when we try to change it his model views an organization as a set of
numerous sub system interacting with each other and scan and sense the changes in the external
environment that forces an organization to change. This model views the organization as a system that
draws inputs from both internal and external sources (strategy, resources and environment) and
transforms them into outputs
(activities, behaviour and
performance of the system at
three levels: individual, group
and total). The heart of the
model is the opportunity it
offers to analyse the
transformation process in a way
that does not give prescriptive
answers, but instead stimulates
thoughts on what needs to
happen in a specific organizational context.
November 23, 2020 21
Change Management

➢ In this model of the transformation process, the organization is composed of four components, or sub-
systems, which are all dependent on each other. These are: The work the people, the informal and the
formal organization. This model proposes that effective management of change means attending to all
four components, not just one or two components.
• Summary – The model is useful as it provides a memorable checklist to those involved in the change
process. This model is a more problem focused rather than a solution focused and lacks any reference
to the powerful effects of guiding vision, or to the need for setting or achieve a goal as per the new
change.
• William Bridge model of managing the transition – Bridge creates a clear distinction between the
planned change and transition. He labels transition as the more complex of the two and focuses on
enhancing our understanding of what goes on during transition and of how we can manage this process
more effectively. In this way, he manages to separate the mechanistic functional changes from the
natural human process of becoming emotionally aware of change and adapting to the new way of
things. Bridges’ ideas on transition lead to a deeper understanding of what is going on when an
organizational change takes place. While focusing on the importance of understanding what is going
on emotionally at each stage in the change process. Transition consists of three phases: ending, neutral
zone and new beginning.
➢ Ending - Before you can begin something
new, you have to end what used to be. You
need to identify who is losing what, expect a
reaction and acknowledge the losses openly.
Repeat information about what is changing.
It will take time to forget and hence mark the
endings.
➢ Neutral Zone – At this stage, people feel disoriented. Motivation falls and anxiety rises. Consensus
may break down as attitudes become polarized. It can also be quite a creative time. The manager’s job
is to ensure that people recognize the neutral zone and treat it as part of the process.
➢ New Beginning - Beginnings should be nurtured carefully. They cannot be planned and predicted, but
they can be encouraged, supported and reinforced. The beginning is reached when people feel they can
make the emotional commitment to doing something in a new way.
• Summary - This phased model is particularly useful when organizations are faced with inevitable
changes such as closure of a site, redundancy, acquisition or merger. The endings and new beginnings
are real tangible events in these situations, and the neutral zone important, though uncomfortable.

November 23, 2020 22

Change Management

• We use this model when working with organizations embarking on mergers, acquisitions and
significant partnership agreements. In particular, the model encourages everyone involved to get a
sense of where they are in the process of transition.
• Colin Carnal change management model – He produced a useful model that brings together a
number of perspectives on change. He says that the effective management of change depends on the
level of management skill in the following areas:
➢ Managing transitions effectively - A manager who is skilled in managing transitions is able to help
people to learn as they change and create an atmosphere of openness and risk-taking.
➢ Dealing with organizational cultures - A manager who deals with organizational cultures examines
the current organizational culture and starts to develop what Carnal calls ‘a more adaptable culture’.
This means, for example, developing better information flow, more openness and greater local
autonomy.
➢ Managing organization politics - A manager who is able to manage organizational politics can
understand and recognize different factions and different agendas. He or she develops skills in utilizing
and recognizing various political tactics such as building coalitions, using outside experts and
controlling the agenda.
• Summary - He thus
makes the point that ‘only by
synthesizing the management of
transition, dealing with
organizational cultures and
handling organizational politics
constructively, can we create the
environment in which creativity,
risk-taking and the rebuilding of
self-esteem and performance
can be achieved’.
• Senge et al organization model - Senge model is focused on the idea of sustainable change in an
organization. As per him he uses the principles of environmental systems to illustrate how organizations
operate and to enhance our understanding of what forces are at play. The approach taken by Senge et al is
noticeably different from much of the other work on change, which focuses on the early stages such as
creating a vision, planning, finding energy to move forward and deciding on first steps. he looks at the
longer-term issues of sustaining and renewing organizational change.

November 23, 2020 23

Change Management

• He examines the challenges of first initiating, second sustaining and third redesigning and rethinking
change. He says that the key challenges of initiating change are the balancing forces that arise when any
group of people starts to do things differently.
• Summary – The ideas of Senge were thought provoking and highly perspective. However, in the current
climate of time pressure and the need for Fast results, these ideas are often a bitter pill for managers
struggling to make change happen despite massive odds. Whenever possible we encourage clients to be
realistic in their quest for change, and to notice and protect areas where examples of the right sort of
behaviours already exist. The messages we carry with us resulting from Senge et al’s thoughts are:
➢ Consider running a pilot for any large-scale organizational change.
➢ Keep your change process goals realistic, especially when it comes to timescales and securing
resources.
➢ Understand your role in staying close to change efforts beyond the kick-off
➢ Recognize and reward activities that are already going the right way
➢ Be as open as you can about the purpose and mission of your enterprise.

November 23, 2020 24