CHANGE MANAGEMENT |
CIP Project |
Submitted to : Mr. Adil Hassan |
Submitted by: Raunika Rawat PGDMHR IMI, New Delhi |
TABLE OF CONTENTS
S. No. | Topic | Page No. |
1. | Defining Change Management | 3 |
2. | A brief history of Change Management | 3 |
3. | Why do Change Management? | 4 |
4. | Challenges for Change Management | 5 |
5. | ADKAR Model | 7 |
6. | Kotter’s 8 step change model | 8 |
7. | Lewin’s 3 stage model of change | 8 |
8. | The change curve | 9 |
9. | Framework for managing change | 11 |
10. | Transition and Transformation Activities | 17 |
11. | Project structure ...view middle of the document...
The change management focus is on the wider impacts of change, particularly on people and how they, as individuals and teams, move from the current state to the future state. The change could range from a simple process change to a major system change to achieve the organization’s potential.
There are two types of change management programs:
(i) Systematic organization-wide change initiative that involves an organization-wide transformation effort.
(ii) Specific internal change management or change control program that involves providing tools and processes to control daily operational or project-specific changes.
Both these programs use similar tools but have different goals and priorities. They are equally important for the organization’s success.
Change management is a critical part of any project that leads, manages and enables people to accept new processes, technologies, systems, structures and values. It’s the set of activities that helps people transition from their present way of working to the desired way of working. The focus of change management is to address the people and organizational factors that will both drive and obstruct change throughout the organization. The ultimate goal of any change initiative is to ensure everyone in the organization is ready, willing, and able to appropriately perform their role in the new environment.
A Brief History of Change Management
Our understanding of change management has changed significantly over the last few decades. The first generation of change management began rather mechanistically. Once an organization’s leadership realized the need for change, they developed a strategy and ordered people to change. Internal or external experts told line management what to do. This approach did not work too well, and even when things changed the results could not be sustained.
The second generation recognized the need to involve the workforce. Most of these programs comprised broad, corporate-wide training and education initiatives. Employees were taught leadership’s strategy and given a set of tools to use. The underlying assumption was that changing people’s attitudes would modify people’s behavior, which would inevitably lead to some results.
This approach was very popular in the early days of Total Quality Management. Sponsorship of these efforts came from the corporate level, and effectiveness was measured by the number of training days per employee. However, many companies began to realize that teaching alone did not change behaviors. What seemed absolutely logical and rational in the training session was not always applicable in the real world. Often, the training did not help to improve bottom line results. Employees developed expectations but were frustrated when they could not apply their new knowledge and skills immediately. At best these programs were irrelevant, at worst they promoted cynical behavior and inoculated organizations against change.