ORGANIZATIONAL CHANGE
Muskaan Chaudhary
SHRM and HRCI Certified Human Resource Generalist || CHRMP Certified Advanced Human Resource Buisness Partner
PROCESS OF CHANGE MANAGEMENT
A systematic approach to implementing change management procedures within an organization is known as change management. David P. Baker defines change management as the procedures, instruments, and methods used to effectively manage the human side of the change process, attain the desired results, and implement the change within the individual, change agent, internal team, and larger system.
The following are change management's primary goals:
Ensuring that a change produces the intended effects
Maintaining Productivity and Efficiency in the Organization
Making certain that every worker in the company is aware of the change
Fostering an adaptable and creative culture
Getting rid of the problems that come with making the change
Calculating the precise cost of implementing changes
An organization must adhere to a set of procedures known as the change management process in order to adjust to the change. Typically, an organization creates a team to carry out the change management procedure.
Let's go over each of these stages individually.
Step 1: Get ready for change A high-level strategy is developed during this phase with the assistance of stakeholders or upper management.
Additionally, the management looks into different approaches to successfully implement the change within the company. The team also talks about the plan and clarifies what, when, and how changes should be made.
Step 2: Put the change into action This step involves implementing change within the company. Every employee receives change-related training or education. Highlighting the benefits of the change helps the management help the staff adjust to it.
Phase 3: Aftercare During this stage, the team solicits employee input regarding changes and relays it to upper management. This stage guarantees that the change that has been implemented will have the intended effects. If there is a deviation, corrective action is done.
CHANGE MANAGEMENT MODELS
Different models are available to assist an organization in adapting to changes in an efficient manner. These models make sure that the organization's ability to function smoothly is not hampered by the changes.
KANTER, STEIN AND JICK’S 10 COMMANDMENTS
Ten commandments were developed by Kanter, Stein, and Jick to aid in the management and execution of change within an organization.
Description of the Commandments
Examine the need for change and take action to comprehend what the organization needs to change.
Examine the organization's current operations, taking into account their efficacy as well as their advantages and disadvantages.
Establish a common vision: To bring the entire organization together, create a central vision.
The organization's values and philosophy must be reflected in the vision.
Keep the past behind you - Stop using any processes and activities that are no longer beneficial to the organization.
Create a sense of urgency: Help the staff realize how quickly things need to change and how it will impact the organization's performance.
Encourage a strong leadership role: Take on a strong leadership role in developing a company vision, motivating staff to embrace it, and rewarding those who strive to realize the vision in order to effect significant change.
Arrange political sponsorship: Acquire the backing of managers, change agents, and beneficiaries of the leadership that has been adopted.
Create an implementation strategy: Draft a change management plan that outlines exactly what needs to be done and how.
Create the enabling structures: Create organizational structure changes that can support and center on the changes implemented.
Engage people in conversation – Have honest conversations with all staff members to win their trust and encourage their participation in the change process.
Reinforce and institutionalize change by giving the transformation process top priority and recognizing those who successfully integrate new behaviors into the organization's everyday operations.
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KOTTER’S EIGHT-STEP MODEL
To summarize, Kotter's Eight-Step Model is as follows:
1. Determining the need for urgency: The management should conduct a market analysis, identify issues and opportunities, and employ strategies to demonstrate the need for change in this step.
2. Assuring a strong change group: The second phase focuses on putting together a strong group to guide and assist in a cooperative change endeavor.
3. Creating a vision: The goal of this step is to create a vision that will direct the change endeavor. Employee focus on the change that needs to be implemented is aided by the vision.
4. Communicating the vision: In this phase, staff members are informed of the organization's revised vision.
5. Empowering staff: This stage guarantees that the workers have the tools and knowledge necessary to carry out the change.
6. Ensuring short-term wins: This phase encourages individuals to carry out the change and experience short-term successes.
7. Consolidating Gains: The emphasis of this step is on putting organizational policies and procedures into place that both instill the change and provide rewards to those who accept it.
8. Embedding the change in the culture: This phase makes sure that the organization's culture has changed to accommodate the change, which will aid in employees' adjustment.
LEWIN’S THREE-STEP MODEL
The 1950s saw the development of Kurt Lewin's Three-Step Model, a psychological theory. Lewin pointed out that most people prefer to work in and around particular comfort and safety thresholds. He claims there are three steps in the process of managing change.
Below is a breakdown of Lewin's three-step change management model:
1. Defrosting: This speaks to the necessity of realizing that change is required, as well as the identification and purposeful detachment from outdated beliefs, behaviors, procedures, or structures. The goal of counseling programs is to influence employees' opinions. It makes change necessary, which can be accomplished by carrying out the following three tasks:
Strengthen the forces that bring about change.
Reduce the power of the forces opposing change.
Convert the forces opposing change to those in favor of it.
2. Changing: Organizations adopt new structures, behaviors, and values in place of the previous ones. The planned change process is put into practice in this step, which is action-oriented. Effective leadership is essential to the process' success. Another name for this stage is a transitional phase.
3. Refreezing: In this phase, the modification is incorporated into the organization's official policies and procedures, making it permanent. After the change is successfully embraced and put into effect, the organization's operations stabilize.
ACTION RESEARCH MODEL
Another well-liked model for change management employed by organizations is the Action Research Model. This model aids in the generation and acquisition of data that managers use to specify the intended goal of an organization.
Managers can use a variety of strategies and tactics to unfreeze an organization, transition it to the new, desired position through change, and then refreeze it to preserve the advantages of the change. There are five steps in all.
1. Diagnose the organization: Managers must recognize the presence of an issue and accept the need for change of some kind. To determine whether changes are required, the difference between the expected and actual performance is measured. It is imperative for managers to meticulously gather organizational data to pinpoint the issue and secure staff buy-in to oversee the entire transformation process.
2. Determine the desired position: This step determines the desired position for the organization and strategizes different ways to get there. It aids the organization in developing the structure and strategy needed to reach the intended state.
3. Put the change into action: This step entails putting the change into practice and identifying the important people who will be in charge of overseeing it. This step also identifies potential obstacles to change that the managers may encounter during the change process.
4. Evaluate the action: This determines how well the modifications have accomplished the goals. The management then determines whether any additional changes are required to meet the goals.
5. Institutionalize the action research: This entails putting the modification into long-term effect. It includes modifications to the organization's policies, practices, rules, and regulations so that staff members are aware of the new measures that have been put into place.
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