Change_management_Slides+Public_Sector.ppt
- 1. Strategic Leadership in the Public Sector Unit 4 – Implementing Change
- 2. Unit 4 objectives Discuss change management issues in the contemporary public sector environment change management vs. organisational development planning for change managing resistance to change use of change agents change tactics Appraise options for effective communication with stakeholders stakeholder consultation choice of media barriers to communication
- 3. Change management vs. Organisational development (1) Organisational Development is defined as a planned and systematic approach to enabling sustained organisation performance through the involvement of its people. Planned Organisation wide Managed from the top, to Increase organisational effectiveness, through Planned interventions in the organisation’s processes using behavioural science knowledge
- 4. Change management vs. Organisational development (2) Differences between change management and organisational development. Organisational development is usually a planned intervention, designed to improve organisational effectiveness whereas change management can be more reactive responding to the issues that change creates as they happen. Organisational development relies on psychology and concepts from behavioural science whereas change management relies on management and strategic theory. Organisational development is a long term and continuous effort throughout the life of an organisation whereas change management relates to the management of particular strategic implementations and has a short term focus. Organisational development is mostly focused on the areas of motivation, job satisfaction and leadership style whereas change management generally covers these areas and the organisational processes that are needed to implement change effectively.
- 5. Planning for change (1) Steps in effective change management: Analyse the current position and the changes required Identify the future state required and the barriers to change that may occur Analyse the critical changes that need to be made Identify and design the approach to change Plan the transition path and the phasing of changes Manage and lead the transition Evaluate the process and communicate the outcomes
- 6. Planning for change (2) TROPICS Test The TROPICS test is a checklist for leaders and others involved in change management. Timescales – How long does the organisation have to implement the change? Are there specific tasks that need to be carried out in the short, medium and long term? Resources – What resources are available? Is this known at this stage? Objectives – What objective is the change process trying to address? Is it quantifiable and hard, or subjective and soft? Perceptions – Do all staff share the same perceptions about the change? Are there conflicts of interest? Can you identify any resistance to change at this stage? Interest – Who are the stakeholders? What is their interest in the change? Is their interest positive or negative? Control – Who will manage the change? Will a change agent be appointed? Will the process be managed internally or externally? Source – Where did the need for change originate? Was it due to internal process or an external event?
- 7. Planning for change (3) Change Kaleidoscope The Change Kaleidoscope identifies eight contexts relevant to any organisational change: Time – how long has the organisation got to achieve the change? Scope – the degree of change required. Preservation – there will always be certain things we do not want to change. Diversity – of staff/team experience of change and attitude. Capability Individual Managerial Organisational Capacity The amount of budget available The time people have to devote to the change The number of people with the skills required Readiness – the extent to which staff are aware of the need to change, and are ready to embrace it. Power – the amount of power that the change agents have and the autonomy they have in order to bring about the change.
- 8. Planning for change (4) Change Life Cycle Karl Lewin identified three stages of change: Unfreeze – This stage is concerned with challenging the views held by staff within the organisation. Leaders need to establish the reasons for the change and sell these to staff. It is important to gain commitment for the change from staff and to ensure that resistance in minimised. Change – This stage is sometimes referred to as ‘Move’. At this stage the change takes place and can be a time of anxiety and confusion for staff which requires careful management and support. Freeze – This stage is the opposite of the Unfreeze stage and is concerned with reinforcing the changes that have been made. This includes ensuring that the changes have been accepted by staff and that they are comfortable with new processes.
- 9. Managing resistance to change (1) Individual Resistance Political resistance Blind resistance Ideological resistance Group Resistance Changing allegiance Demand for new leadership Turf resistance/Closing ranks Types of resistance Organisational Resistance Insufficient sense of urgency Revolution becomes evolution It’s only flavour of the month Diversionary tactics Lack of followership
- 10. Managing resistance to change (2) The DABDA Model The DABDA model is used to explain the stages that people experience during the grievance process. This is also used to identify resistance to change as there are similarities between the two processes: Denial Anger Bargaining Depression Acceptance
- 11. Managing resistance to change (3)
- 12. Managing resistance to change (4) Leadership styles for managing resistance to change: Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and co-option Explicit or implicit coercion
- 13. Managing resistance to change (5) Practical steps that can be taken to overcome barriers to change: Create incentives to encourage the adoption and integration of new and better working methods. Try to predict changes to working practices so you can keep work groups together wherever possible. Regularly discuss new ideas with staff so they develop a positive attitude towards change. Be open and available during the change process for discussions with staff. Sell the benefits of the change to staff. Lead by example and adopt a positive attitude to the changes at all times (even if you have some concerns yourself).
- 14. Managing resistance to change (6) Force Field Analysis Force field analysis is a tool developed by Lewin that identifies what are termed the positive and negative forces affecting a change. Lewin argued that leaders should seek to weaken the negative forces and strengthen the positive forces.
- 15. Use of change agents (1) A change agent is the person appointed to manage the change process through to a successful conclusion. They can be internal to the organisation or an external firm can be appointed as consultants to manage the process. Often the change agent is the leader of the organisation but this can be delegated to staff with particular skills in the area that is undergoing change. Group discussion What competencies should an effective change agent possess?
- 16. Use of change agents (2) A key decision is whether to use an internal or external change agent. Internal advantages/External disadvantages Reduced cost – external consultants are expensive Access to information (experience of what the organisation is about, culture, etc.) Internal disadvantages/external advantages Having previous knowledge may limit convergent thinking (i.e. they stay within the existing paradigm) Could there be a conflict of interest? Internal change agents may not be as radical as an external change agent in suggesting solutions External change agents can bring experience from other clients which internal change agents cannot
- 17. Change tactics Past lessons Project team Communication Visible Leadership Stakeholders Dealing with resistance Timings Job losses Power bases Visible short term wins Rituals, routines and control systems Symbolic changes
- 18. Stakeholder consultation (1) Methods Consultation documents Public meetings Road shows Surveys Interviews Workshops and focus groups Which of these does your organisation carry out?
- 19. Stakeholder consultation (2) Ensuring the consultation is effective: The consultation process should take place early enough to allow the feedback and discussions to shape the actions of the organisation and for any key concerns that have been raised to be resolved. Those who are being consulted should be given sufficient information to allow them to participate as fully as possible. If the organisation does not have the internal expertise to carry out the consultation then they should consider appointing an external consultant to assist them in this area. The consultation exercises should cover representatives of all stakeholders groups where possible. If there are various languages in use then the organisation should consider printing information in different languages to ensure they do not exclude any groups.
- 20. Choice of media Common forms of media: Mailshots and newsletters Meetings Personal contact Social Media: Twitter YouTube Blogs Website Which of these are in use in your organisation?
- 21. Barriers to communication There are several different types of barriers to communication: Physical barriers Language barriers Psychological barriers Physiological barriers Systematic barriers Attitudinal barriers Clarity barriers