Change Management Process and Structure

Question: Discuss about the Change Management Process and Structure. Answer: Introduction Change management is a process to transit individuals, teams and organizations to a desired future state. Organizational change serves to review and modify structures of management and business processes. According to Frankland et al. (2013), it is important to adapt changes within an organization. Globalization and constant innovation in business processes are forcing the organizations to evolve accordingly to survive. For example, phenomena such as social media marketing and mobile adaptability have brought huge changes in business sectors. In order to deal with those changes, the organizations must implement change and enhance the old work procedures. However, it is also important to become comfortable with the change. Therefore, the management of an organization should enhance their ability to manage and adapt organizational change. According to Quinn et al. (2012), rapid organizational change is intensely difficult because the structure, routines and culture of organizations wil l resist against any type of change. In order to make the organizational changes easy and comfortable, several change models are introduces so that organizations can use them accordingly. Among several change models, this study will shed light on most important four models, which are Prosci Adkar model, Stephen Covey model, Lewins Classical model and Kotter eight model. Prosci Adkar Model Figure 1: ADKAR model of change (Soure: Shah 2014) According to Shah (2014), the Prosci Adkar model is an objective-oriented change management model that serves to both individual and organizational changes. In this study, the application of Prosci Adkar model in organizational change will be discussed. This model helps to understand the needs of an individual during a change at workplace. It also helps to direct kind of support an organization can provide to help employees to adapt the changes. Awareness The first question rises during a change is whether the employees are aware of the need for change or not. As mentioned by Hornstein (2015), if a change is implementing and employees are unaware about it, then they will consider it as a waste of time. They will also stat resist the change. That is why; organizational awareness messages are highly important, especially if it comes from the most senior leaders of the organization. Desire The second questions that rises during a change is whether the employees have the desire to participate in the change or not. Employees who are not interested in change will show no interest in it. In order to deal with such employees, direct manager or supervisor will have come forward to provide help (Kazmi and Naarananoja 2013). For any employee they are the closest senior personnel and they understand how those employees perform and what kind of mindset they have. Therefore, through one to one conversation, managers or supervisors will be able to uncover the reasons for resisting changes. Knowledge It is paramount that the employees have the knowledge to make the change. Therefore, knowledge building among the employees is another critical task for the managers and supervisors. However, this task can be performed only after completing the milestones of increasing awareness and desire among the employees (Hornstein 2015). Knowledge can be shared through training seasons. While selecting a proper process for training, the management must remember that training is specific to the employees role in the change. Ability Another important question that rises during a change is Can the employees put their knowledge into practice? Knowing the steps to perform in a changed workplace and actually using those steps properly are very different things (Shah 2014). In order to eliminate the knowledge to ability gap, employees should be allowed to work in an atmosphere where they are allowed to make mistakes and ask questions. Reinforcement Organizations that are planning to bring changes must have reinforced methods to prevent employees from reverting to old habits. If reinforced methods are not in place, then employees will reply on their old spreadsheets instead of the new system. They will again stat resisting the change by saying the new process is excessively long and complex (Rosenbaum et al. 2016). Therefore, it is important to monitor whether the change is being sustained or not. If employees are responding positively then rewards can be awarded. If some employees are not happy with the change, then it is important to figure out whether they will need more training, coaching and reinforcement or not. Stephen Covey: 7 Habits Model Figure 2: Seven habit model (Source: Handel and Steckler 2013) This model of change management was first published in the year of 1989 and includes 7 habits of extremely effectual people. Those habits are, Habit 1: become proactive This habit states about the aptitude to manage the environment around, rather than allowing it to manage you. Habit 2: start with the end in mind According to Handel and Steckler (2013), Stephen Covey named it as the habit or personal leadership. This habit helps an individual to achieve his aims and goals. If an employee can concentrate on relevant activities then he will be able to build a platform through which he will become productive and successful. Habit 3: fist thing first According to personal aims and goals, it is necessary to organize and implement activities. As mentioned by Cameron and Green (2015), habit 2 is the mental creating where habit 3 is physical creation. Habit 4: think positive This habit is called as habit of interpersonal leadership. Interpersonal leadership is paramount characteristics as it helps to carry out a work by using co-operative efforts with others (Jacobs et al. 2013). Habit 5: request first to appreciate and then to be understood This defines the habit of interaction, which is tremendously powerful. According to Handel and Steckler (2013), Covey explained this habit in a simple analogy which is diagnose before you prescribe. Habit 6: synergize Covey calls this characteristic as innovative collaboration It automatically surrounds all other behaviors that enables and encourages employees to grow. Habit 7: Sharpen the motto This habit is described as self-renewal process. It includes all the behaviors that encourage a person to grow and enhance its capabilities. In his recent book ,Covey introduce another habit that deals with personal fulfillment and helps other to fulfill their achievement. Lewins Classical Model This model states that using three stages an organization can implement the required changes successfully. Those three stages are unfreeze, change and refreeze. Figure 3: Lewins classical model (Source: Cummings et al. 2016) Unfreeze In this first step, an organization prepares itself to accept changes that are required. The management breaks down the existing status quo in order to establish a new way of operating. In this step, the existing beliefs, values, attitudes and behaviors are challenged. Then everything and everyone will be put at off balance (Cummings et al. 2016). This might evoke critical reaction in people which is the ultimate goal. This will motivate the employees to seek out a new equilibrium. Without this motivation, it is impossible to execute a meaningful change. Steps of unfreeze Conclude areas that should be changed Surveys must be conducted to understand the present situation Figure out why change is required Gain strong support from senior management Stakeholder analysis and stakeholder management methods can be used win support from higher authority of the organization Issues must be framed as one of organization-wide importance Develop the need for a change Share information with the employees stating the requirement of a change Vision and strategies of organization should be shared as supporting evidence Highlight why Understand and solve the doubts and concerns Ask employees about their concerns and address in terms of the need to change Table 1: steps of unfreeze (Source: McAleese et al. 2013) Change: Once uncertainly is created in the stage on unfreeze, the stage of change comes where people start to resolve their doubts and look for new traditions to do things. However, the evolution from unfreeze to change will not ensue suddenly. Employees will take time to embrace new directions and contribute proactively in the change (Kazmi and Naarananoja 2013). The higher management of the organization will have to educate their employees about how the changes will benefit them. Steps of change Regular communication Communicate with the stakeholders during the planning and implementation of the change Explain the benefits Describe how the changes are going to create positive impact Prepare everyone for the change Disperse rumors One will have to answer questions of the employees in an open and honest manner If problems arise, then deal with it immediately Authorize action Provide more than one opportunity for employee involvement Managers should provide regular directions Ask employees to join the process Develop short-term goals to implement the change Negotiation with the employees is important part of change Table 2: Steps of Change (Source: Kazmi and Naarananoja 2013) Refreeze After a certain time, changes will take shape and employees will start to adopt new ways of working. This is when; the organization can refreeze the process (Handel and Steckler 2013). However, the higher authority must make sure that changes are utilized and used regularly and are included into daily business. As an important part of refreeze, organizations must celebrate the success for the change. Steps of refreeze Secure the changes in the organization Figure out factors that support the change Figure out obstacles to sustaining change Establish ways to sustain the change Make sure employees get leadership support during the refreeze state New reward systems must be developed Feedback system must be implemented Provide training and coaching Gain support from each of the employees Table 3: Steps of refreeze (Source: McAleese 2013) Kotter 8 Step Model Figure 4: Kotters eight step model (Source: Appelbaum et al. 2012) Many theories exist that help organizations to implement a change. John Kotter, a lecturer at Harvard Business School and a popular change expert, introduced one of the most common procedures known as Kotters eight steps. Those eight steps are described below, Step 1: Develop urgency Higher authority of an organization must create a sense of necessity around the requirement for change. This will help the organization to spark the initial inspiration to get things moving (Appelbaum et al. 2012). Step 2: Develop a strong alliance Employees and other stakeholders must be convinced that the change is necessary for them and for the organization. This will require strong leadership skills including visible support from senior management of the organization. According to Mishra (2013), managing change is not enough as you will have to lead it properly. Step 3: Develop a vision to support the change It is obvious that several ideas and solution will float around initially when the management will think about a change (Klein 2013). It is important to link these ideas to develop an overall vision so that employees can understand it easily. Step 4: Share the vision with everyone Success of the change will depend on how the management will react after developing a vision. It is necessary to communicate with the stakeholders frequently and powerfully about the developed vision (Calegari et al. 2015). The higher authority can also use the vision regularly to make decisions and solve problems. Step 5: Eliminate barriers Some people will always be there to resist the change. Other barriers will also be there to prevent any type of change in an organization (Jacobs et al. 2013). It is paramount to figure out those barriers properly so that the management can eliminate them in order to empower the people you need to execute your vision. Step 6: Develop short-term win It is evident that nothing can motivate employees rather than success. Therefore, it is important to provide a taste of victory initially in the change process. If staffs can see that positive results are coming out because of the change, they will start responding to it. Step 7: Construct on change Kotter stated that victories because of change must not be declared too soon. Real change aims to run deep with an objective to dig out log-term benefits (Cummings et al. 2016). For example, if the change helped an organization to launch a new product successfully, then 10 more products must be launched with it in order to maximize the positive efforts of change. Step 8: Fix the changes in the organizational culture In the last step, an organization must take proper steps to ensure that the change remains constant (Shah 2014). It is also important that leaders of an organization must continue to support the changes. Conclusion and Recommendation All the models of change management are effective in their own way. Organization can use any of those models to bring change in their workplace. Each of these models is unique and has different styles and processes. Therefore, an organization must decide carefully before selecting a model. Senior management of an organization must remember that, whatever model they choose, they will have to implement each of the steps properly. Most of the times, companies implement initial steps properly and when they find that employees have accepted the change, they start to neglect rest o the steps. This will bring negative consequences as maintaining the change is more important that implementing it. References Appelbaum, S.H., Habashy, S., Malo, J.L. and Shafiq, H., 2012. Back to the future: revisiting Kotter's 1996 change model.Journal of Management Development,31(8), pp.764-782. Calegari, M.F., Sibley, R.E. and Turner, M.E., 2015. A Roadmap for Using Kotter's Organizational Change Model to Build Faculty Engagement in Accreditation.Academy of Educational Leadership Journal,19(3), p.31. 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