Change Management Process: Phases, Models, And Strategies

Key Phases of a Change Management Process

Answer 1

In a change management process, managers and teams need to institute their plan in three phases: preparation, management and reinforcement. The company needs to be assessed to figure out why the change is necessary and how it will affect the organization. Then a strategy needs to be developed to prepare for the intended change (Goetsch and Davis 2014). Most change methods agree that change is difficult and cumbersome. Therefore, involving people early on, implementing process, and continuously adjusting for improvement is critical to success. This includes thorough planning, buy-in, process, resources, communication, and constant evaluation.

Answer 2

The three reasons for organizational change are -transition from a start-up to a scale-up company, take on a partner, or introduce change in management and moving into new product lines. Internal business needs can also prompt business change. For example, to raise additional capital, improve cash flow or profitability of your business, to address outdated and inefficient working practices and processes and to eliminate excess job positions and remove duplicate management roles.

Answer 3

Kurt Lewin’s force field analysis change model was designed to weigh the driving and restraining forces that affect change in organizations. The ‘force field’ can be described as two opposite forces working for and against change (Williams 2013). It provides a framework for looking at the factors (forces) that influence a situation, originally social situations. It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces). 

Answer 4

The Burke-Litwin change model strives to bring in change in the performance of a team or an organization by establishing links between performance and the internal and external factors which affect performance. This change model is based on assessing the organizational as well as environmental factors which can be tweaked so as to ensure a successful change. The Burke-Litwin change model begins with outlining a framework, comprising the affecting factors which can be manipulated to guarantee a smoother transition from one phase of the change process to another. External Environment, Individual and Organizational Performance, Leadership, Mission and Strategy, Organization Culture, Management Practices, Structure, Systems (Policies and Procedures), Work Unit Climate, Motivation, Requirements and Individual Skills/Abilities and Individual Needs and Values are the parameters which need to be aligned in a proper framework to ensure required change in the management (Della Torre and Solari 2013).

Answer 5

According to Kotter’s 8 Step Change Model is the most important step is make employees aware of the need and urgency for change, support will be created. This requires and open, honest and convincing dialogue. The following steps include creating a guiding coalition, creating a vision for change, communicating the vision, removing obstacles, creating short-term wins, consolidating improvements and anchoring the changes. Values and standards must agree with the new vision and the employees’ behavior must provide a seamless match. Employees must continue to support the change. Regular evaluation and discussions about progress help consolidate the change.

Answer 6

The two strategies include formulating a clear vision can help everyone understand what the organization is trying to achieve within the agreed time frame. It makes changes more concrete and creates support to implement them. The ideas of employees can be incorporated in the vision, so that they will accept the vision faster. Linking the adopted vision to strategies will help employees to achieve their goals. Creating short-term goals so that the employees have a clear idea of what is going on. When the goals have been met, the employees will be motivated to fine tune and expand the change. By acknowledging and rewarding employees who are closely involved in the change process, it will be clear across the board that the company is changing course.

Answer 7

Reasons for Organizational Change

External Environment is a factor which represents any forces or conditions outside of the organization that will affect its processes. Political-legislative factors, legal and policy framework comprising the organization exists. The legal framework includes all laws and legal regulations and policy framework refers to the relational system created between political power and business. Example: commercial law regime of taxes, labor law, environmental law etc. Economic factors that directly affect business organizations by interest rates, inflation, exchange rate, fiscal policy, price fluctuations, etc.  Technological factors, with the new technologies very quickly we achieve productivity today, creating new products, creating the need for them while their consumption.

Answer 8

A participative management style offers various benefits at all levels of the organization. By creating a sense of ownership in the company, participative management instills a sense of pride and motivates employees to increase productivity in order to achieve their goals. Employees who participate in the decisions of the company feel like they are a part of a team with a common goal, and find their sense of self-esteem and creative fulfillment heightened. Managers who use a participative style find that employees are more receptive to change than in situations in which they have no voice. Changes are implemented more effectively when employees have input and make contributions to decisions. Participation keeps employees informed of upcoming events so they will be aware of potential changes. The organization can then place itself in a proactive mode instead of a reactive one, as managers are able to quickly identify areas of concern and turn to employees for solutions.

Answer 9

Whether at the organizational or individual level, people make the decisions. Organizational behavior influences the decisions that people make. Companies with robust, effective communication mechanisms enable managers and employees to make informed decisions, because they understand the business context. The organization’s approach to risk will determine the extent to which managers and employees feel comfortable taking risks in their decision making. Organizations that encourage informed risk-taking foster innovation and creativity. While the need to earn a salary ensures people will show up for work, organizational behavior suggests that employees need other motivational elements to perform to the best of their ability. Employees are most likely to feel motivated when they see a clear link between the effort they put in and the reward they receive. Employees must consider the reward system as fair and equitable to inspire them to increase performance. Managers can motivate employees by setting realistic, achievable goals and measuring progress. Employees should receive rewards for attaining these goals, either financially or through recognition from the manager.

Answer 10

A change management plan defines activities and roles to manage and control change during the execute and control stage of the project. Change is measured against the project baseline, which is a detailed description of the project’s scope, budget, schedule, and plans to manage quality, risk, issues, and change. During the execution and control stage, changes may require one or more revised project baselines to be issued. The five components of change management plan are policy and procedure for example in a quality management plan; describes how we will make sure the products are fit for propose. The plan should be executed in a time phased manner, hence including will be a high-level schedule, which highlights the key deliverables in the form of a milestone schedule. Budget is a cost plan showing the planned expenditure, with time, for each work package. Being able to predict with some certainty the rate at which the project is spending its funds is crucial to know whether the project is on track.

Answer 11

Force-Field Analysis as a Model for Understanding the Change Process

In an organizational setting, employees, peers, and managers will resist administrative and technological changes that result in their role being eliminated or reduced. Organizational stakeholders will resist change when they do not see any rewards. Organizational stakeholders will resist change to protect the interests of a group. In order to overcome resistance, it is imperative to engender a good team spirit, so you should consider ways in which you can do so. During periods of change, tensions may run high and personal anxieties will be heightened. Team meetings and team bonding sessions will help your people to understand and appreciate their colleagues more easily, especially if you ensure transparency of communication and a systematic approach to problem solving that encourages frank exchange of view to reach a collective and collaborative partnership.

Answer 12

The barriers arise as organizations develop more complex processes, systems and products — change becomes more challenging. Complexity of change is a fundamental barrier. Complex changes require diligent and highly  effective project, risk, quality, knowledge and change management. There is a common belief that just getting a message out to an audience is enough to get buy-in, eliminate resistance and even drive behavior change.  As a result, too many organizations singularly invest in top-down, one-way communications that don’t motivate people to move from the status quo to the desired state. One of the most common barriers to accelerating a change is the lack of a common understanding, too often there is no clear, concise picture of what the future looks like. While most organizations spend the bulk of their resources and energy on the technical and business process components during a change, the greatest risk for failure is actually on the human side of projects. This is especially true when the business change is enterprise-wide or a transformational change.

Answer 13

Structuring the team to maximize its potential as the team member’s appropriate roles and responsibilities that use skills to their best advantage, while also providing the potential for personal and team development. After communicating the change initiative, consider the strengths and weaknesses of each team member. In one-to-one sessions, establish how the team member is best suited to aiding with the change initiative, and consider ways in which it may help the individual improve personal weaknesses while simultaneously taking advantage of their strengths. Such a personal collaboration within the team effort will help engage each team member in the change effort (Turner 2014). Setting challenging, achievable and engaging targets will enhance clarity in guidance about goals and targets. Break change projects into smaller milestones, and celebrate achievements. Goals should be progressive and in line with values and beliefs. Resolving conflicts quickly and effectively, utilizing the seven methods of care-fronting to regulate and control communicative breakdowns. Encourage openness and honesty and engender an environment of mutual trust and respect.

Change management today requires companies to elevate the level of active leadership, move at a faster pace, include employees in decision-making, and ingrain new behaviors. By addressing these four imperatives as part of their overall change efforts, companies can strengthen their adaptiveness, competencies, and ability to change. They will also go a long way toward making change stick and achieving critical business outcomes. 

1. Solidify understanding of the family: Get to know the people and the history of the organization before you start to implement change. The work environment could have been a place where people were mistreated, creating feelings of mistrust, fear and manipulation. You must know your audience for change to run smoothly. If you have never worked with a corporate life coach before, now is the time (Hechanova and Cementina-Olpoc 2013).
2. Create an acquisition committee: Your committee should have at least one person from the following departments: Human resources, information technology, finance and operations, and an employee advocate or team lead. Others can be added depending on your industry and organizational structure. Having a head from each department ensures efficiency and keeps everyone on the same page.
3. Map out a strategic communication plan: Lack of communication is the No. 1 morale killer. Having gone through hundreds of acquisitions, I have repeatedly noticed that what will make or break the merger is how things are communicated across departments. Employees want transparency. They want to know:

• What does this transition mean for them?
• What are the steps involved?
• Should they be worried about their jobs?
• Will departments be affected?

Burke-Litwin Organisational Change Model and Its Application to the Change Process

Make sure you are keeping your employees involved. This will strengthen the relationship, build buy-in, encourage reactions and identify barriers. You should be prepared to ask: “How are we doing? Is there something we could be doing better?” Merger success is hinged upon your employees’ understanding that they are in good hands. Their jobs are major parts of their lives, and it is crucial that they understand what is going on, and that they aided in the decision making process.

1. Make sure employees understand their role: It is also important that all employees are steered toward a growth mindset. They should know that change is an opportunity, and that they should not lose sleep over a merger. This merger should be viewed as a situation that has potential for positive new beginnings. Having a corporate life coach during such times to guide employees through their anxiety is beneficial to the organization in gaining trust.

These innovative strategies for change management will largely boost the rate of success for mergers and acquisitions in your company. It is vital that human resources or a change management consultant be involved to streamline the process and make sure that these tactics are implemented in a timely matter. This approach will create a solid foundation that will be able to hold its own, enforce corporate health and bounce back from many obstacles.

Assessment 4

A change management plan helps manage the change process, and also ensures control in budget, schedule, scope, communication, and resources. The change management plan will minimize the impact a change can have on the business, employees, customers, and other important stakeholders.

1. Readiness Assessments.
2. Communication and Communication Planning.
3. Sponsor Activitiesand Sponsor Roadmaps.
4. Change ManagementTraining for Managers.
5. Training Development and Delivery.
6. Resistance Management.
7. Employee Feedback and Corrective Action.

One method of evaluating the process of change is through key performance indicators (KPIs). These monitor how well parts of an organisation are working towards fulfilling business objectives. For example, if an objective was to increase productivity, output can be measured and then compared to output data from before the change program. This helps to establish if it has increased (Cameron and Green 2015). Evaluating the outcomes helps to keep the process of change moving forward. For example, if the original strategy needs to be revised, it allows managers to make decisions that enable future processes of change to be more effective. After the change training and development, staff morale and managers’ confidence grew. They started to think more strategically about how to overcome challenges. First-line manager turnover fell significantly. This was because the issues identified in inspection reports had been tackled. Managers were able to approach challenges in a completely different way. They developed a better understanding of leadership and management, and of their own strengths and development needs as leaders. The programme helped to reduce costs and retain talent (Hayes 2018). Ultimately, it enabled individuals to contribute effectively to the setting and fulfilling of the organisation’s objectives.

The final step in the change management process is the after-action review. Good project managers apply these components effectively to ensure project success, avoid the loss of valued employees and minimize the negative impact of the change on productivity and a company’s customers. Organisations implement changes to increase the effectiveness of the business. Change can be a complex process and there may be barriers to overcome. This is why implementing change programmes within an organisation requires effective managers.Training and development ensures that managers have the skills and competencies required to manage their team through a process of change. It enables them to deal with the change process and to monitor and evaluate change (Hammer 2015). This helps to reduce possible resistance to change and establish if the change objectives were achieved. Another business objective for transitions is to improve organizational performance and effectiveness. What constitutes performance improvements varies by organization but can include achieving measurable goals on desired end-state readiness such as productivity increases, competency improvements, service-level agreement (SLA) adherence or internal policy compliance. Many organizations have transition goals around growth/position/efficiency, as well as performance improvement objectives. In the prior example of establishing a telequalification team, this change could also be measured by the new team’s productivity and adherence to SLAs with sales and marketing (Frankland et al. 2015)

Progress and adherence to plan/timeline. These metrics track the status of the different activities established in the transition plan – including task progress (e.g. tasks initiated, completed or delayed), changes in task ownership, and issues that are surfaced, escalated and resolved. Any adjustments made to deadlines and project scope are also tracked.

Milestone achievement. Milestones are tools used in project management to mark specific points along the project timeline that must be reached to achieve success (e.g. start/end dates, reviews, project phase completions). When combined with project scheduling methodologies, milestones allow project managers to accurately determine whether a project is on schedule. Specific metrics include the calculation of critical path, schedule variance and the amount of slack/float time in the schedule.

Budget/resource utilization. In addition to measuring against schedule, organizations must also measure against project budget. Large transitions frequently have dedicated budget allocated to the change effort, and key metrics include actual spend against the allocated budget, the number and amount of budget transfers and accruals, and overall cost variance (Doppelt 2017).

Training completion. Other project management activities to report include stakeholder participation in any training classes conducted to support the transition. Specific metrics include stakeholder training course attendance, satisfaction, training completion and certification.

Communication effectiveness. Track the creation, delivery and effectiveness of transition communications with a change management communications plan that segments stakeholder audiences, identifies key messages for each, establishes the optimal communication frequency, determines the appropriate messengers for the communication and ascertains the mix of communication vehicles. Key metrics include execution against the communications plan, collection of stakeholder feedback, and responses to the communication deliverables and messages.

References

1. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
2. Williams, C., 2013. Principles of management. South-Western Cengage Learning.
3. Della Torre, E. and Solari, L., 2013. High-performance work systems and the change management process in medium-sized firms. The International Journal of Human Resource Management, 24(13), pp.2583-2607.
4. Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
5. Hayes, J., 2018. The theory and practice of change management.
6. Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.
7. Hammer, M., 2015. What is business process management?. In Handbook on business process management 1(pp. 3-16). Springer, Berlin, Heidelberg.
8. Frankland, R., Mitchell, C.M., Ferguson, J.D., Sziklai, A.T., Verma, A.K., Popowski, J.E. and Sturgeon, D.H., Applications in Internet Time LLC, 2013. Integrated change management unit. U.S. Patent 8,484,111.
9. Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for business, government and civil society. Routledge.
10. Hechanova, R.M. and Cementina-Olpoc, R., 2013. Transformational leadership, change management, and commitment to change: A comparison of academic and business organizations. The Asia-Pacific Education Researcher, 22(1), pp.11-19.

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