Individual Change Management
An early model of change developed by Kurt Lewin described change as a three-stage process. The first stage he called "unfreezing". It involved overcoming inertia and dismantling the existing "mind set". Defense mechanisms have to be bypassed. In the second stage the change occurs. This is typically a period of confusion and transition. We are aware that the old ways are being challenged but we do not have a clear picture to replace them with yet. The third and final stage he called "refreezing". The new mindset is crystallizing and one's comfort level is returning to previous levels.
Some change theories are based on derivatives of the Kübler-Ross model from Elizabeth Kubler-Ross's book, "On Death and Dying." The stages of Kubler-Ross's model describe the personal and emotional states that a person typically encounters when dealing with loss of a loved one. Derivatives of her model applied in other settings such as the workplace show that similar emotional states are encountered as individuals are confronted with change.
A Formula for Change was developed by Richard Beckhard and David Gleicher and is sometimes referred to as Gleicher's Formula. The Formula illustrates that the combination of organisational dissatisfaction, vision for the future and the possibility of immediate, tactical action must be stronger than the resistance within the organisation in order for meaningful changes to occur.
The ADKAR model for individual change management was developed by ProSci with input from more than 1000 organizations from 59 countries. This model describes five required building blocks for change to be realized successfully on an individual level. The building blocks of the ADKAR Model include:
Awareness – of why the change is needed
Desire – to support and participate in the change
Knowledge – of how to change
Ability – to implement new skills and behaviors
Reinforcement – to sustain the change
Organizational Change Management
Organizational change management includes processes and tools for managing the people side of the change at an organizational level. These tools include a structured approach that can be used to effectively transition groups or organizations through change. When combined with an understanding of individual change management, these tools provide a framework for managing the people side of change.
The role of the management
Management's first responsibility (and that of administration in case of political changes) is to detect trends in the macroenvironment as well as in the microenvironment so as to be able to identify changes and initiate programs. It is also important to estimate what impact a change will likely have on employee behaviour patterns, work processes, technological requirements, and motivation. Management must assess what employee reactions will be and craft a change program that will provide support as workers go through the process of accepting change. The program must then be implemented, disseminated throughout the organization, monitored for effectiveness, and adjusted where necessary.
Gabrielle O'Donovan has designed a strategic implementation plan for a culture transformation programme which is largely based on primary research. The first phase 'strategic planning and design' includes a series of steps; back to the drawing board to revisit the company purpose, form the strategic management team to oversee implementation, create programme vision and define strategy, organize the workforce and design the core programme and cultural embedding mechanisms that will support it. The second phase 'strategy implementation' includes these steps; communicate vision and roll-out, manage the human landscape plus maintain momentum and solidify ground made. The final phase 'evaluation and readjustment' focuses on the measuring of results and also planning for the future.
Working with assumptions
Process Oriented Psychology by Arnold Mindell talks about the field in which each human relationship exists. Its application field, Worldwork, intends to transform systems by shifting roles that people unconsciously hold in a system.
Dialogue (by David Bohm) is a new form of communication in large groups that is based on the suspension of assumptions, thus letting the common knowledge of a group emerge.
Appreciative Inquiry, one of the most frequently applied approaches to organizational change, is partly based on the assumption that change in a system is instantaneous ('Change at the Speed of Imagination')
Theory U of Otto Scharmer who describes a process in which change strategies are based on the emerging future rather than on lesson from the past.
The constructionist principle
The map is not the territory: The map/territory relation is proven by neuroscience and is used to signify that individual people do not have access to absolute knowledge of reality, but in fact only have access to a set of beliefs they have built up over time, about reality. It has been coined into a model by Chris Argyris called the Ladder of Inference. As a consequence, communication in change processes needs make sure that information about change and its consequences is presented in such a way that people with different belief systems can access this information. Methods that are based on the Map/Territory Relation help people to:
become more aware of their own thinking and reasoning (reflection),
make their thinking and reasoning more visible to others (advocacy), and
inquire into others' thinking and reasoning (inquiry).
Some methodological frameworks that are based on this principle are:
Neuro-linguistic programming (NLP), an eclectic school of psychotherapy developed by Richard Bandler, John Grinder, Robert Dilts, and others;
Circular Questioning and other techniques basically developed in Systemic Family Therapy;.
Gestalt Psychology, a theory of mind and brain that proposes that the operational principle of the brain is holistic, parallel, and analog, with self-organizing tendencies;
The concept of the Fifth Discipline by Peter Senge and other management thinkers
Scenario Thinking, a method that helps people to create stories about the future
Change management in industrial plants
Since complex processes can be very sensitive to even small changes, proper management of change to industrial facilities and processes is recognized as critical to safety. In the US, OSHA has regulations that govern how changes are to be made and documented. The main requirement is that a thorough review of a proposed change be performed by a multi-disciplinary team to ensure that as many possible viewpoints are used as possible to minimize the chances of missing a hazard. In this context, change management is known as Management of Change, or MOC. It is just one of many components of Process Safety Management, section 1910.119(l).1
Reference
^ Lewin, K. (1951). Field Theory in Social Science. New York: Harper and Row.
^ Senge, Peter; C. Otto Scharmer, Joseph Jaworski, Betty Sue Flowers (March 2004). Presence: Human Purpose and the Field of the Future. Society for Organizational Learning. ISBN 0974239011.
^ Argyris, Chris (Autumn 1982). "[1]" (PDF). Organizational Dynamics,. Retrieved on 2006-12-29.
^ Tucker, Kate. "The Milan Approach To Family Therapy: A Critique". Retrieved on 2006-12-29.
Worren, N. A. M.; Ruddle, K.; and K. Moore. 1999. "From Organizational Development to Change Management: The Emergence of a New Profession," The Journal of Applied Behavioral Science. 35 (3): 273-286.
Beckhard, R. 1969. Organization Development: Strategies and Models, Addison-Wesley, Reading, MA.
Hiatt, J. 2006. ADKAR: A Model for Change in Business, Government and the Community, Learnng Center Publications, Loveland, CO.
Kubler-Ross, E. 1970. On Death and Dying, Macmillan Company, England
Monday, 4 June 2007
Wednesday, 16 May 2007
Library in trouble spot
Sighthill Library saw off competition from 130 other projects to win one of four top prizes in the Scottish Executive's Standing Up To Antisocial Behaviour scheme.
Two years ago, the library was plagued by a host of problems, including gang fights, under-age drinking and vandalism, both inside and outside the building.
The library staff were nominated for the award by the police after lifting a ban on youngsters involved in the trouble and instead urging them to use the library's computers and other facilities.
The staff also helped set up a local youth football team, a graffiti arts project and drama group.
Since then, trouble in the area has dropped dramatically.
Andrew McTaggart, one of the library workers involved in the projects for youngsters aged between five and 19, said: "There was basically mayhem in the library a couple of years ago, with large groups coming in and causing disruption, pulling over shelves, and drinking.
"They were getting themselves banned, but we felt that was just not working and it was becoming a real stand-off situation, as the library is a focal point in the area.
"The projects have definitely made a real difference here. There are a lot less problems and the library is now used as a real community centre for these kids."
The library created a dedicated area for youngsters, where they were able to set up their own "Sighthill Computer Crazies" website, learn how to create computer games and compile CVs for the first time.
The project is currently giving local youngsters the chance to produce their own "video diaries" about life in and around Sighthill.
Sergeant Colin Gagen, of the Lothian and Borders Police safer communities unit at Sighthill, said: "The staff at the library found that banning the kids from going in was basically causing them more hassle.
"They have met the kids half way and it has been made clear to them that if they do cause trouble then we will get involved, but generally things have gone very well.
"The library was very important in helping reduce the number of complaints about young people in the area by almost a third in the 12 months from April 2004 to April 2005."
Donald Urquhart, head of the council's antisocial behaviour division, said: "This award reinforces the fact that dealing with antisocial behaviour is about much more than using enforcement powers. Preventing anti- social behaviour before it has a chance to develop is key to solving the problem."
Sighthill Library won the award in the community projects category.
Two years ago, the library was plagued by a host of problems, including gang fights, under-age drinking and vandalism, both inside and outside the building.
The library staff were nominated for the award by the police after lifting a ban on youngsters involved in the trouble and instead urging them to use the library's computers and other facilities.
The staff also helped set up a local youth football team, a graffiti arts project and drama group.
Since then, trouble in the area has dropped dramatically.
Andrew McTaggart, one of the library workers involved in the projects for youngsters aged between five and 19, said: "There was basically mayhem in the library a couple of years ago, with large groups coming in and causing disruption, pulling over shelves, and drinking.
"They were getting themselves banned, but we felt that was just not working and it was becoming a real stand-off situation, as the library is a focal point in the area.
"The projects have definitely made a real difference here. There are a lot less problems and the library is now used as a real community centre for these kids."
The library created a dedicated area for youngsters, where they were able to set up their own "Sighthill Computer Crazies" website, learn how to create computer games and compile CVs for the first time.
The project is currently giving local youngsters the chance to produce their own "video diaries" about life in and around Sighthill.
Sergeant Colin Gagen, of the Lothian and Borders Police safer communities unit at Sighthill, said: "The staff at the library found that banning the kids from going in was basically causing them more hassle.
"They have met the kids half way and it has been made clear to them that if they do cause trouble then we will get involved, but generally things have gone very well.
"The library was very important in helping reduce the number of complaints about young people in the area by almost a third in the 12 months from April 2004 to April 2005."
Donald Urquhart, head of the council's antisocial behaviour division, said: "This award reinforces the fact that dealing with antisocial behaviour is about much more than using enforcement powers. Preventing anti- social behaviour before it has a chance to develop is key to solving the problem."
Sighthill Library won the award in the community projects category.
Monday, 14 May 2007
Monday, 30 April 2007
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