CHANGE MANAGEMENT

 SIX CONSTRAINTS

SCHEDULE QUALITY

COST RESOURCES

SCOPE RISK

Week 3-- 19/09/22

Project – something unique (means something different)

It is different from operations because they are tasks that are over and over again, they are
permanent

Similarities:

They both execute and control

They both have constraints and recruitment

Change Management

The act or instance of making or becoming different (noun)

Make different, alter, or modify (verb)

PMI--- Comprehensive (inclusive of everything, has to cover all the implications, aspects, impacts,
or areas for that change) cyclic (it does not happen all at once), and structured approach
transitioning from one stage to another stage

Change is inevitable and accelerating (PMI)

Change initiatives are timing-consuming and costly

Disciplined approach to get benefits from change

Criticality of Change

Change is critically indispensable (you can not live without it) for continuous development

The only continuous and permanent thing in this world is CHANGE

The most precious thing on Earth is TIME (it is IRREVERSIBILITY- what is done is done)

The conflict between time and quality – we always try to ensure the highest quality- always choose
quality over time- projects have implications on safety- if no has any implications on safety we can
play with quality

Review carefully impacts of quality compromise and time compromise in stakeholders

Managing change is both creative as well as a Rational Process

Creative skills (change is dynamic, new, you may not have dealt with or known before) as well as
your sense of Rationality – you need to think, think and think deeper to develop creative skills plus
to do creative activities (painting…)

Rationality is equally important to ensure that the creative pathway you decide on needs to be
practically doable and effective (the requirements) too for the purpose for which you are
implementing the change

Tensions and Paradoxes in Organizational Change Management

Tension—is a force or a state of experiencing a force that tends to stretch something (universal
definition)

Tension always leads to the generation of strains (stretches that are undesirable) which in turn
causes stresses (force per unit area of anything- any material or your mind and body)

Hence, we do not want to generate tension while implementing change- the importance of
rationality – waste time, energy, and money

Tensions lead to conflicts

A paradox is a typically absurd or self-contradictory statement or proposition that is often true as

There is always a paradoxical side to each and every decision and approach, so the paradox is
INEVITABLE and can arise at any level

Paradoxes shouldn’t be avoided but ANALYTICALLY ENGAGED to find the MOST CONDUCIVE
course of action.

Duality means the stage of being in two different forms or identities or characteristics at the same
time which may not seem logical.

Contradictions are incompatible opposite things and may often lead to conflicts

To resolve conflicts – have an OPEN DISCUSSION, understand the other points of view – have an
open mind to discuss the pros and cons

Paradoxes can be basically of 3 types in an organizational context

 Paradoxes of performing – employees may have to deal with competing, even conflict
demands, and causes stress and anxiety—change of roles or responsibilities—takes time
to happen it – needs to a balance thorough the transitions period
Functional organization - companies have different departments, they report to their boss
Matrix organizational- a mix of bosses
  Paradoxes of belonging: hierarchies and workgroups are replaced by new ones. Adjusting
to this requires employees to SHIFT ALLEGIANCES and DEVELOP NEW WORK
RELATIONSHIPS
 Paradoxes of organizing: involves drawing distinctions between groups of people based on
their skills- is inherently paradoxical- be friendly and formal at the same time

Types of changes

Based on the classification used.

On a very high level, changes can be of two basic types- POSITIVE CHANGE and NEGATIVE CHANGE

The change manager needs to ensure that it is a positive change- changes for the better

There may be cases where negative changes may also need to be affected- for e.g., planned
obsolescence (not in service anymore) scenarios

Other types of change: Mission changes, strategic changes, operational, tactical, and technological
changes.

Another classification: ASSIGNMENT:

Week 4: 26/09/22

Environment & Methodologies

Human beings are social animals: civilized, we can think

We typically get induced, influenced and affected to very high degrees by our environments

Practical example: if I get good friends, I can get good results in my life

Organizations, and their business, approaches, strategies, as well as their vision, mission, and
objectives get incredibly affected by changes in the environment in which the business operates

The companies must continually upgrade themselves with the requirements in the environment—
WHY- TO STAY RELEVANT AND COMPETETIVE IN THEIR BUSINESS

Continuous change management for the company’s vision, missions, objectives, strategies,
approaches, business models, and cultures--- a lot of changes—the change manager, manager, or
the PM leading such a project on change, needs to ensure that the changes requested for and
being worked for, SERVE the intended PURPOSE—the changes are relevant to the dynamically
changing needs

Organizational change can be classified into 2 basic groups:

 Internal factors: are causes that are self-generated by the company and not directly
influenced by the external environment.
 Can be innumerable: the company’s targets to grow, goals to enhance portfolios, and
reduce losses.
Each of these factors can also become an external factor in case the direct causal of this
need for change is coming from the external environment
 External factors are the causes due to the direct influence of the dynamic external
environment. The stimuli for this can come from political, social, technologies, economics,
etc. from outside of the organizations that call for the change
Four categories: Political, socio-cultural, economic, and technological

Change management needs to follow through the state-of-the-art methodologies, approaches,

Otherwise, WHAT?

8 MODELS AND THE BASIC METHODS THEREIN

Change is a resistance marked by fear and discomfort: as animals, we resist change, we don’t like
discomfort, and we don’t want to change our comfort zone

Lewin’s Change management model

The Mckinsey 7-s model

Kotter’s Change Management theory

ADKAR Change management mode (most favorite for the companies)

Nudge Theory of change management:

This theory is about finding a persuasive way to nudge the employees towards wanting the change
due to their own self-interests which in turn aligns with the company’s business interests

Bridges transition model

The satir change management methodology

 Each model and method center around engaging the employees and effective
communication
 Nudge theory may seem the most preferred approach

Group A

Week 5 -- 3/10/22

DIAGNOSTIC MODELS AND STRATEGIES

DIAGNOSTICS: Observing symptoms or characteristics, analyzing issues, root causes, strategies,

Why change is required by companies?

Company intents to go to point B from point A- -- CHANGE is the pathway for them to implement
that, it usually starts with the vision, mission, purpose, and objectives and then flows down into
changes and projects to do those changes. – From implementing those changes the projects are
necessary

A business plan is drafted and then the change is started from point A, however, if down the line it
emanates that the changes being done will not lead to point B but to point C, then the manager
needs to re-evaluate, analyze and diagnose the issue

Note that the point C thus emerging may even be a better one than point B but to decide or
whether corrective action is required is based on the analysis that the manager needs to
undertake

Built-to-change organizational models

You will always find leaders talking about being flexible and adaptable, however, the fact remains
that most organizations are built to discourage change

However, change is necessary if companies want to succeed in the dynamically changing world
(businesses, markets, employees’ skillsets, technological advancements, employees’ preferences,
social needs)

So that calls for the organizations that are built and designed with the assumption that things will
change and may change drastically and hence, keeping the requisite pathways for those changes
to happen as and when required

Organizational designs are therefore moving towards an agile approach from a typically traditional
waterfall method or a bureaucratic approach and in most cases, it is a mix of both approaches as
per relevance.

SEVEN R’s of Change Management Checklist

There are 7 points that the manager needs to keep a tab on in order to ensure the requirements
are being met:

Raised, Reason, Return, Risks, Resources, Responsibility, and Relationship

Assess the Change—before the change – so you need to simulate

When Should You Use a Change Management Readiness Assessment? (prosci.com)

Change Management Training for Leaders | Harvard Business Publishing

Change Management | What is Change Management | Prosci