Organization in which there are no barriers to information flow; ideas, information, decisions, and actions move to where they are most need and information is freely accessible so the organization as a whole functions better than as separate parts
Prosci 3-Phase Change Management Process
Phase 1 – Preparing for Change
1. Define your change management strategy
2. Prepare your change management team
3. Develop your sponsorship model
Phase 2 – Managing Change
1. Develop change management plans
2. Take action and implement plans
Phase 3 – Reinforcing Change
1. Collect and analyze feedback
2. Diagnose gaps and manage resistance
3. Implement corrective actions and celebrate successes
Unfreezing
Realizing that current practices are inappropriate and that new behavior is necessary
Performance gap
The difference between actual performance and desired performance
Moving
Instituting the change
Force-field analysis
An approach to implementing the unfreezing/moving/refreezing model by identifying the forces that prevent people changing and those that will drive people to change
Refreezing
Strengthening the new behaviors that support the change
Education and Communication
Education – communicating the nature of change and its logic; includes discussions, presentations, and reports
Communication – feedback and listening
Participation and Involvement
Participation – people affected by the change participate in the process; use the advice of people
Involvement – people involved in decisions understand them more fully and are more committed
Facilitation and Support
Facilitation – provides the training and resources people need to carry out the change
Support – listening and being understanding if performance drops or the change is not perfected
Negotiation and Rewards
Negotiation – offering concrete incentives for cooperation for the change
Rewards – bonuses, wages, and salaries, recognition, and perks
Manipulation and Cooptation
Manipulation – subtle, covert tactics to implement change
Cooptation – giving a resisting individual a desirable role in the change process
Explicit and Implicit Coercion
Applying punishment or the threat of punishment to those who resist change
Essential Activities of Leading Change
1. Establishing a sense of urgency
2. Creating the guiding coalition
3. Developing a vision and strategy
4. Communicating the change vision
5. Empowering broad-based action
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Anchoring new approaches in the culture
external forces for change (name the 4) originate outside the organization: 1. demographic characteristics 2. technological advancements 3. shareholder, customer, and market changes 4. social and political pressures internal forces for change (name the 2) Read more…
Kurt Lewin -emigrated from Germany in 1930’s -founder of social psychology 3 stages of theory 1. Unfreeze 2. Change 3. Freeze (or Refreeze) 1. Unfreeze 1. getting ready to change -getting to point of understanding Read more…
External forces for change Originate outside the organization. Such forces often apply to your organization and its competitors or even entire industries Demographics, technological advancements, shareholder, customer, and market changes, social and political pressures Internal Read more…