Approaches to

Managing Change
 Lewin’s
Lewin’s Three
Three Step
Step Model
Model

UN RE
CH
FR FR
AN
EE EE
GE
ZE ZE

 Unfreezing
Unfreezingovercomes
overcomesresistance
resistance


 Refreezing
Refreezingreestablishes
reestablishesresistance
resistance


 Forces
Forcesfor
forand
andagainst
againstchange
changeshould
shouldbe
be
analyzed
analyzedfirst.
first.
 Unfreezing
Unfreezing

 The focus of this stage is to create the motivation to change.

 In so doing, individuals are encouraged to replace old

behaviors and attitudes with those desired by management.

 Managers can begin the unfreezing process by disconfirming

the usefulness or appropriateness of employees' present
behaviors or attitudes.
 Changing
Changing

 Because change involves learning, this stage entails
Because change involves learning, this stage entails
providing employees with new information,
providing employees with new information, new new
behavioral
behavioralmodels,
models,orornew
newways
waysofoflooking
lookingatatthings.
things.


 The
Thepurpose
purposeisistotohelp
helpemployees
employeeslearn
learnnew
newconcepts
conceptsoror
points of view. Role models, mentors,
points of view. Role models, mentors, experts, experts,
benchmarking
benchmarking the the company
company against world‑class
against world ‑class
organizations,
organizations,and andtraining
trainingare
areuseful
usefulmechanisms
mechanismstoto
facilitate
facilitate change
change
 Refreezing
 Change
Change isis stabilized
stabilized during
during refreezing
refreezing by by helping
helping employees
employees
integrate
integrate the
the changed
changed behavior
behavior or
or attitude
attitude into
into their
their normal
normal way
way of
of
doing
doingthings.
things.

 This
This isis accomplished
accomplished byby first
first giving
giving employees
employees the
the chance
chance toto
exhibit
exhibit the
the new
new behaviors
behaviors or
or attitudes.
attitudes. Once
Once exhibited,
exhibited, positive
positive
reinforcement
reinforcementisisused
usedto
toreinforce
reinforcethe
thedesired.
desired.

 Additional
Additional coaching
coaching and
and modeling
modeling also
also are
are used
used atat this
this point
point to
to
reinforce
reinforce the
the stability
stability of
of the
the change.
change.
 Lewin’s
Lewin’s Force
Force Field
Field Analysis
Analysis
 Wide
Wide variety
variety of of forces
forces make
make organizations
organizations resistant
resistant
to
to change
change
 Wide
Wide variety
variety of of forces
forces pushes
pushes the
the organizations
organizations
towards
towards change
change
 They
They are
are in in opposition
opposition
 Even
Even balance
balance between
between thethe forces
forces does
does not
not bring
bring in
in
change
change
 Need
Need isis to
to reduce
reduce resistance
resistance and
and increase
increase support
support for
for
change
change
 Types
Types of
of Change
Change
 Evolutionary (TQM)
Evolutionary (TQM)

 Revolutionary (BPR)
Revolutionary (BPR)
Lewin’s Force Field Analysis
 Kotter’s
Kotter’s88Step
StepPlan
Plan
 Create
Create Urgency
Urgency
 Form
Form aa Powerful
Powerful Coalition
Coalition
 Create
Create aaVision
Vision for
for Change
Change
 Communicate
Communicate the theVision
Vision
 Remove
Remove Obstacles
Obstacles
 Create
Create Short-term
Short-term Wins
Wins
 Build
Build on
on the
the Change
Change
 Anchor
Anchor the
the Changes
Changes inin Corporate
Corporate Culture
Culture
 Action Research Model
 Problem
Problem identification
identification
 Consultation
Consultation with
with aa behavioral
behavioral science
science expert
expert
 Data
Data gathering
gathering and
and preliminary
preliminary diagnosis
diagnosis
 Feedback
Feedback toto aa key
key client
client or
or Group
Group
 Joint
Joint diagnosis
diagnosis ofof the
the problem
problem
 Joint
Joint action
action planning
planning
 Action
Action
 Data
Data gathering
gathering after
after action
action
Contemporary Change Issues for Today’s
Managers

 Technology
Technology in
in the
the workplace
workplace

 Stimulating
Stimulating innovation
innovation

 Creating
Creating learning
learning organizations
organizations
ORGANIZATIONAL
ORGANIZATIONAL
DEVELOPMENT
DEVELOPMENT

 Organization
Organization development
development (OD) (OD) isis a a planned,
planned,
organization-wide
organization-wide effort
effort toto increase
increase anan organization's
organization's
effectiveness and viability.
effectiveness and viability.


 Warren
WarrenBennis,
Bennis,has
hasreferred
referredtotoOD
ODasasa acomplex
complexstrategy
strategy
intended to change the beliefs, attitudes, values,
intended to change the beliefs, attitudes, values, and and
structure
structureofoforganizations
organizationssosothat
thatititcan
canbetter
betteradapt
adapttoto
new
newtechnologies,
technologies,markets,
markets,and
andchallenges.
challenges.



 ODOD can
can involve
involve interventions
interventions inin the
the organization's
organization's
"processes,"
"processes," using
using behavioural
behaviouralscience
science knowledge
knowledge asas
well
wellasasorganizational
organizationalreflection,
reflection,system
systemimprovement,
improvement,
planning,
planning,and
andself-analysis.
self-analysis.
 Foundations of OD

 Organization
Organization development
development isis aa process
process by
by which
which
behavioral
behavioralscience
scienceknowledge
knowledgeand andpractices
practicesare
areused
used
totohelp
helporganizations
organizationsachieve
achievegreater
greatereffectiveness,
effectiveness,
including
including improved
improved quality
quality ofof work
work life
life and
and
increased productivity (Cummings, & Huse, 1989).
increased productivity (Cummings, & Huse, 1989). . .


 Development
Developmentininthis thiscontext
contextisisthe
thenotion
notionthat
thatanan
organization may become more effective over
organization may become more effective over time time
atatachieving
achievingitsitsgoals.
goals.
 OCTAPACE
OCTAPACE OF
OF OD
OD
O OPENNESS
C CONFRONTATION
T TRUST
A AUTHENTICITY
P PROACTIVITY
A AUTONOMY
C COLLABORATION
E EXPERIMENTATION
 Characteristics
Characteristicsof
ofOD
OD

 Planned
Plannedchange
change

 Encompasses
Encompassesthe thewhole
wholeorganization
organization

 Long
Longrange
rangechange
change

 Systems
Systemsorientation
orientation

 Change
Changeagent
agent

 Problem
Problemsolving
solving

 Experiential
Experientiallearning
learning

 Collaborative management
Collaborative management

 Group
Groupprocesses
processes

 Organizational
Organizationalculture
culture

 Feedback
Feedback

 Situational
Situationaland
andcontingency
contingencyoriented
oriented

 Team building
Team building
 Needs for OD

 Training
Training for
for change
change

 To
To help
help in
in making
making the
the organizational
organizational change
change more
more
responsive
responsive
 Benefits
Benefitsof
ofOD
OD


 Provides opportunities for people to function
Provides opportunities for people to function as as
human
humanbeings
beings

 Every
Everyindividual
individualcan candevelop
develophis
hisown
ownpotential
potential

 Seeks to make the organization more effective
Seeks to make the organization more effective in in
meeting
meetingallallitsitsgoals
goals

 Enhances
Enhanceschallenging
challengingand andexciting
excitingwork
work

 Treats each human
Treats each human beingsbeings
 Assumptions
Assumptions of
of OD
OD

 Most
Mostpeople
people are
are motivated
motivated by by personal
personal growth
growth and
and
development
development
 Higher
Higher productivity
productivitycancanbe beachieved
achievedonly onlyififthere
thereisisaa
effective
effective integration
integration ofof individual
individual goals
goals with
with
organizational
organizational goals
goals
 Cooperation
Cooperation isis more
more effective
effective than
than conflict
conflict
 Free
Free expression
expression ofoffeelings
feelings isis an
an important
importantingredient
ingredient
for
forcommitment
commitment to towork
work
 Sense
Senseof ofcommitment
commitmenthelps helps toto accept
accept change
change
 Change
Change cannot
cannot be
be implemented
implemented in in isolation
isolation
 The
The Development
Development Process
Process

 Internal
Internal diagnosis
diagnosis of of the
the problem
problem
 Data
Data collection
collection
 Data
Data feedback
feedback and
and confirmation
confirmation
 Planning
Planning strategy
strategy for
for change
change
 Intervening
Intervening the
the system
system
 Team
Team building
building
 Evaluation
Evaluation
 Techniques of OD-
Promoting Change

 Sensitivity
Sensitivity Training
Training
 Process
Process consultation
consultation
 Team
Team development
development
 Survey
Survey feedback
feedback
 Third
Third party
party peace
peace making
making
 Role
Role playing
playing
 Structural
StructuralTechniques
Techniques
 Appreciative
Appreciative enquiry
enquiry
 Sensitivity
Sensitivity Training
Training
 Also
Also called
called TTgroups
groups
 Method
Method isis unstructured
unstructured group
group interaction
interaction
 Members
Members interact
interact inin small
small groups
groups in
in open
open
environment
environment
 Behavioral
Behavioral scientist
scientist professionally
professionally directs
directs the
the group
group
 Groups
Groups learn
learn by
by observing
observing andand practicing
practicing
 Participation
Participation isis encouraged
encouraged
 Survey Feedback

 Questionnaire
Questionnairebased
based

 Interview
Interviewcancanfollow
followthat
that

 Questionnaire
Questionnairedeals
dealswith
withattitude,
attitude,perceptions,
perceptions,
decision
decisionmaking,
making,cooperation
cooperationand andcoordination
coordination

 Data
Datatabulated
tabulatedand
anddistributed
distributed

 They
Theyareareclustered
clusteredtotoidentify
identifyproblems
problemsofofthe
thegroup
group

 Discussions
Discussionson onthe
thetopic
topicofofproblem
problem
 Process Consultation

 ItItisisaasuperior
superiorstyle
styleofofmanagement
managementconsulting
consulting

 Outside
Outsideexpert
expertassists
assistsaaclient
clienttotoperceive,
perceive,
understand
understandand andwork
workon onthe
theevents
events

 Improves
Improvesorganizational
organizationaleffectiveness
effectiveness

 involves
involvesaamix mixofofexpert
expertandandprocess
processmodels
models

 Solutions are specifically tailored to the situation
Solutions are specifically tailored to the situation

 Wider
Widerapplication
applicationofoftechniques
techniquesand andmethods.
methods.

 ItItisisaajoint
jointeffort
effortbybyclient
clientand
andconsultant
consultant
 Team
Team Building
Building
 High
High interaction
interaction among
among team
team members
membersto to increase
increasetrust
trust
and
and openness
openness
 Within
Within group
group oror intergroup
intergroup
 Applicable
Applicablewhere
where activities
activitiesare
areinterdependent
interdependent
 Thrust
Thrust areas
areas are
aregoal
goal setting,
setting, development
development of of
interpersonal
interpersonal relations,
relations, role
role analysis,
analysis, team
team process
process
analysis
analysisetc.
etc.
 Team
Team members
membersdefines
definesthethe goal,
goal, discusses
discusses,,evaluates,
evaluates,
identifies
identifies problem
problem areas
areas
 Parallel
Parallel Learning
Learning Approach
Approach
 Groups representing various levels and functions work to open new channels
 Groups representing various levels and functions work to open new channels
of communication outside of and parallel to the normal, hierarchical structure.
of communication outside of and parallel to the normal, hierarchical structure.
 It is a form of Knowledge Management.
 It is a form of Knowledge Management.
 Knowledge Management involves capturing the organization's collective
 Knowledge Management involves capturing the organization's collective
expertise wherever it resides (in databases, on paper, or in people's heads) and
expertise wherever it resides (in databases, on paper, or in people's heads) and
distributing it to the people who need it in a timely and efficient way.
distributing it to the people who need it in a timely and efficient way.
 To develop and implement organization-wide innovations.
 To develop and implement organization-wide innovations.
 To foster innovation and creativity
 To foster innovation and creativity
 To capture the organization's collective expertise.
 To capture the organization's collective expertise.
 Appreciative
Appreciative Enquiry
Enquiry
 ItIt accentuates
accentuates all all positive
positive
 Sorts
Sorts out
out the
the strengths
strengths and
and tries
tries to
to work
work on
on them
them
 The
The focus
focus isis therefore
therefore onon the
the successes
successes
 ItIt builds
builds confidence,
confidence, boostsboosts up
up performance
performance andand
develops
develops aa competitive
competitive advantage
advantage
 Requires
Requires aa change
change agent
agent
 Steps
Steps involved
involved are are discovery,
discovery, dreaming,
dreaming, design
design and
and
destiny
destiny
 Drafting
Drafting an an action
action plan
plan and
and developing
developing
implementation
implementation strategies
strategies
 OD
ODTechniques
TechniquestotoDeal
Dealwith
with
Resistance
Resistanceto
toChange
Change


 Education
Educationandandcommunication
communication

 Participation
Participationand
andempowerment
empowerment

 Facilitation
Facilitation

 Bargaining
BargainingandandNegotiation
Negotiation

 Manipulation
Manipulation

 Coercion
Coercion
THANK
THANKYOU
YOU