Change management

overview of change
Change is inevitable in the life of an individual
or organization.
In today’s business world, most of the
organizations are facing a dynamic and changing
business environment.
They should either change or die, there is no
third alternative.
In very simple words we can say that change
means the alternation of status quo or making
things different.
“The term change refers to any alternation which
occurs in the overall work environment of an
organisation.”
 Characteristics of Change

Change results from the pressure of both

internal and external forces in the organisation.
It disturbs the existing equilibrium or status
quo in the organisation.
The change in any part of the organisation
affects the whole of the organisation.
 cont….

Change may be reactive or proactive.

When change is brought about due to the pressure of
external forces, it is called reactive change.
Proactive change is initiated by the management on
its own to increase organisational effectiveness.
 Purpose of Change

organizations must change because their

environments change.
change is unstoppable, and no organization can
avoid it.
Organizations that cannot manage their own
changes will cease to exist.
 Cont…..
In general change is needed for the following purposes:
To meet changing customer needs
To meet changing market conditions
To respond to internal pressures
To take advantage of new opportunities
To respond to competitive pressure
 Forces for Change

1. External Forces
External environment affects the organisations both
directly and indirectly.
The organisations do not have any control over the
variables in such an environment. Accordingly, the
organisation cannot change the environment but must
change themselves to align with the environment.
 Cont.…

A few of these external factors are:

1. Technology: Technology is the major external force
which calls for change. The adoption of new technology
such as computers, telecommunication systems and
flexible manufacturing operations has profound impact
on the organizations that adopt them.
 cont…
2. Marketing Conditions: Marketing conditions are no
more static. They are in the process of rapid change as
the needs, desires and expectations of the customers
change rapidly and frequently.
Moreover, there is tough competition in the market.
 Cont…
3. Social Changes: Social and cultural environment
also suggest some changes that the organisations have
to adjust for. There are a lot of social changes due to
spread of education, knowledge and a lot of government
efforts. Social quality, e.g. equal opportunities to
women, equal pay for equal work, has posed new
challenges for the management. The management has to
follow certain social norms in shaping its employment,
marketing and other policies.
 Cont…
4. Political Forces: Political environment within and
outside the country have an important impact on
business especially the transnational corporations. The
organisations do not have any control over the political
and legal forces, but they have to adapt to meet the
pressure of these forces.
 Internal Forces

major internal causes are explained as follows:

1. Nature of the Workforce: The nature of workforce
has changed over a passage of time. The profile of the
workforce is also changing fast and different work
values have been expressed by different generations.
 Cont…
2. Change in Managerial Personnel: Change in
managerial personnel is another force which brings
about change in organisation. Old managers are
replaced by new managers which are necessitated
because of promotion, retirement, transfer or dismissal.
 Level of Change Programs
1. Individual Level Change
Individual level changes may take place due to changes
in job-assignment, transfer of an employee to a different
location or the changes in the maturity level of a person
which occurs over a passage of time.

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 2. Group Level Change
The groups in the organisation can be formal groups or
informal groups. Changes at the group level can affect
the work flows, job design, social organisation,
influence and status systems and communication
patterns.
 3. Organisational Level Change
The organisational level change involves major
programmes which affect both the individuals and the
groups.
Decisions regarding such changes are made by the
senior management.
These changes occur over long periods of time and
require considerable planning for implementation.
 .

Types of organizational level changes

1. Strategic Change:
Strategic change is the change in the very basic
objectives or missions of the organisation. A single
objective may have to be changed to multiple
objectives
 2. Structural Change:
Structural change involves changing the internal
structure of the organisation.
This change may be in the whole set of relationships,
work assignment and authority structure.
Change in organisation structure is required because old
relationships and interactions no longer remain valid
and useful in the changed circumstances.
3. Process Oriented Change
These changes relate to the recent technological
developments, information processing and automation.
This will involve replacing or retraining personnel,
heavy capital equipment investment and operational
changes. All this will affect the organisational culture
and as a result the behavior pattern of the individuals.
4. People Oriented Change:
People oriented changes are directed towards
performance improvement, group cohesion, dedication
and loyalty to the organisation as well as developing a
sense of self-actualization among members. This can be
made possible by closer interaction with employees and
by special behavioral training and modification
sessions. To conclude, we can say that changes at any
level affect the other levels. The strength of the effect
will depend on the level or source of change.
 leading Planned Change
A planned change is a change planned by the
organisation; it does not happen by itself. It is affected
by the organisation with the purpose of achieving
something that might difficulty.
Through planned change, an organisation can achieve
its goals rapidly.
 The basic reasons for planned change are:
To improve the means for satisfying economic needs
of members
To increase profitability
To promote human work for human beings
To contribute to individual satisfaction and social
well-being.
 planned change process

The planned change process may comprise basically the

following three steps:
1. Planning for change
2. Assessing change forces
3. Implementing the change
 1. Planning for Change

Develop New Goals and Objectives: The leader

must identify as to what new outcomes they wish
to achieve. This may be a modification of previous
goals due to changed internal and external
environment or it may be a new set of goals and
objectives.
 Cont…
Select an Agent of Change: The next step is that the
management must decide as to who will initiate and
oversee this change.
Diagnose the Problem: The person who is appointed
as the agent of change will then gather all relevant
data regarding the area or the problem where the
change is needed. This data should be critically
analyzed to pinpoint the key issues. Then the solutions
can be focused on those key issues.
 Cont….
Select Methodology: The next important step is
selecting a methodology for change which would be
commonly acceptable and correct.
Develop a Plan: After devising the methodology, the
next step will be to put together a plan as to what is to
be done.
 2. Assessing Change Forces
The planned change does not come automatically; rather
there are many forces in individuals, groups and
organisation which resist such change.
The change process will never be successful unless the
cooperation of employees is ensured.
Therefore, the management will have to create an
environment in which change will be amicably accepted
by people.
 cont…
In a group process, there are always some forces who
favor the change and some forces that are against the
change. Thus, equilibrium is maintained. Kurt Lewin
calls in the “field of forces”.
every situation there are both driving and restraining
forces which influence any change that may occur.
 cont….
Driving Forces are those, forces, which affect a situation
by pushing in a particular direction.
These forces tend to initiate the change and keep it
going. Restraining Forces act to restrain or decrease the
driving forces.
Equilibrium is reached when the sum of the driving
forces equals the ‘sum of the restraining forces.
Thus, to make the people accept the changes, the
management must push driving forces and convert or
immobilize the restraining forces.
 3. Implementing Change
Once the leader is able to establish favorable conditions,
the right timing and right channels of communication
have been established the plan will be put into action.
After the plan has been implemented there should be
evaluation of the plan which comprises of comparing
actual results to the standards
Kurt Lewin's change process
1. Unfreeze
2. Change
3. Refreeze
1. Unfreeze
The first step in the change process involves preparing
individuals or the organization for change by
dismantling existing mindsets, beliefs, and practices.
This stage involves creating awareness of the need for
change, breaking down resistance to change, and
establishing a sense of urgency.
Unfreezing involves encouraging stakeholders to let go
of the status quo and be open to new ideas and ways of
operating.
2. Change
The second step focuses on implementing the actual
changes within the organization.
This stage involves planning and executing new
strategies, structures, processes, or behaviors that
align with the desired outcomes of the change
initiative.
Change requires effective communication, leadership,
and stakeholder engagement to ensure a smooth
transition and successful implementation.
3. Refreeze
The final step in the change process involves
stabilizing the new changes and reinforcing them as
the new norm.
This stage aims to solidify the changes by embedding
them into the organization's culture, systems, and
practices.
Refreezing helps to prevent regression to old habits
and ensures that the changes become sustainable and
enduring.
 Change Management Process
Phase 1 - Preparing for change
Phase 2 - Managing change
Phase 3 - Reinforcing change
1) Preparing for change (Assessment)
Identifying the problem: Opportunity that necessitates
change (symptoms)
Data collection: Gathering structural, technological
and people information and effects of these elements
on the process
 Data analysis: Summarizing the data ( advantages,
dis-advantages, risks, and consequences)
 Contd…
Strategic determination: Identifying possible
solutions, barriers, strategies
Decide if the change is necessary.
 Make others aware of the need for the change.
 2) Managing change (Planning and
Implementation)
State goal and specific measurable objectives and also
the time allotted.
 Establishing the who, how, what, and when of
change.
Allocating resources, budget and evaluation methods.
Plan for resistance management.
 3) Reinforcing change (Evaluation)
Determining effectiveness of change.
Achieved objectives and benefits - qualitative as well
as financial and the documented evidences of being
achieved.
 Stabilize the change: - taking measures to reinforce
and maintain the change.
2.4. Making the Change Process Effective

Kanter (1992) has produced her "Ten Commandments

for Executing Change "
1. Analyze the organization and its need for change
Any change process should start with understanding
of how the organization works what are its strength
and weaknesses, what are its relationships with the
environment and what are its needs to change.
 Cont…..

2. Create a shared Vision and Common Direction

One of the key first steps is to unite the organization
around a vision of the future.

3. Separate from the Past

This is an absolute detachment from the past. The
organization must identify what aspects of its
operations are to longer relevant.
 Cont….
4. Create a Sense of Urgency
Sense of urgency is accelerated as a result of crisis. But
preferably organizations should be more proactive in their
change strategies and change and change before crises
occur.
5. Support a Strong Leader
Several studies demonstrated that a strong leader is a factor
to vision creation, motivating the organization behind the
vision and rewarding who strive towards its realization.
 Cont….
6. Craft an implementation plan
While visions are of paramount importance
in effecting changes, the organization needs
clear information about what will done to
achieve it. A road map has to be prepared,
giving clear direction and a route to take.
 Cont….
7. Developing Enabling Structures
The old structures and methods of working are unlikely to be
satisfactory to support and sustain the change process on their
own. Enabling structures are systems and structures, which
support the transformation process during the transition from
the old to the new state.
8. Communicate, involve people and be honest
Wherever or whenever possible there should be open
communications and the involvement and trust of people in the
organization.
 Cont…
9.Reinforce and institutionalize the change
Managers need constantly to demonstrate their
commitment to the change. They should reward the new
desired behaviors and ensure they become part of
normal day to day operations.
"The only constant in life is
change." - Heraclitus
"Hope is a passion for the possible."
 Mindset… cont’d
 It is a way of thinking
 Mental inclination or a frame of mind.
 It is a collection of thoughts, beliefs and attitudes
that shape your thought habits.
 It affect how you think, what you feel, how you
behave and what you do.
 A set of ideas and attitudes that shape the way
someone thinks about themselves and the world.
 One can have a growth mindset or a fixed mindset

"Hope is a passion for the possible."

 Growth mindset Vs Fixed Mindset
Fixed mindset
Growth Mindset
1. Willing and keeps on trying 1. Gives up after 1 st
try
2. Tries again when they fail 2. Looks on negative side
3. “I can do this!” 3. “I can’t do this!”
4. Tries to go above and 4. Doesn’t want to try
beyond.
5. Doesn’t put in effort.
5. Not afraid to make mistakes
6. Doesn’t practice
6. Confident and optimistic
7. Hopeful 7. Pessimistic

"Hope is a passion for the possible."

With growth mindset

"Hope is a passion for the possible."

Attitude…

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It is all about attitude

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Manage the change or it will manage you. 73
 የጥናት ግኝቶች
1. በሕይወታችን 10% የሚይዘው በእኛ ላይ የሚደረግብን ድርጊት ሲሆን 90%
የሚያዘው ደግሞ እንዴት እኛ ምላሽ እንደምንሰጥ ነው፡፡ ይኸ የሚያሳየው ሁሉ
ነገር በእጃችን መሆኑን ነው፡፡
2. ሰዎች ሥራና እድገት የሚያገኙት 85% በቀና አመለካከት ሲሆን 15% በእውቀት
መሆኑን ያሳያል፡፡
3. በ500 ኩባንያዎች ኃላፊዎች ላይ በተደረገ ጥናት 94% ኃላፊዎች ስኬታቸው
የተመሰረተው በአመለካከታቸው መሆኑን ያመላክታል፡፡
4. ሠራተኞች ከሥራ የሚባሩት 30% በብቃት ማነስ ሲሆን 70% ደግም
በአመለካከታቸው ነው፡፡

"Hope is a passion for the possible." 74

 Types of Attitude
1. Positive Attitude
 The predisposition that results in desirable outcomes
for individuals and organizations.
 Positive attitude helps you cope more easily with the
daily affairs of life.
 It brings optimism into your life, and makes it easier
to avoid worry and negative thinking.
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 2. Negative Attitude

 The tendency of a person that result in an undesirable

outcome for individuals and organizations.

 It is characterized by a great disdain for everything.

 Negative attitude is contagious and therefore

avoiding people with one is the best way of

prevention.
With a Bad Attitude YOU can Never have a
Positive Day and with a Positive Attitude
YOU can Never have a Bad Day.

The CHOICE is
YOURS!

A positive attitude is a person’s passport to a

better tomorrow.
 Positive Negative
1. Rarely smiles
1. Smile easily
2. Unwilling to change
2. Willing to change ideas and
behavior 3. Can’t see another person’s point
of view
3. Can see another person’s point of
view 4. Blames others for own mistakes
4. Rarely complains 5. Don’t accept responsibility for
mistakes
5. Accepts responsibility for mistakes
6. Very critical of others
6. Seldom criticizes others
7. Thinks only of self
7. Is considerate of others
8. Does not look other people in the
8. Look others people in eyes when
eyes
talking with them
9. Forces own opinions on others
9. Respects other opinion of others
10. Often makes excuses
10. Never make excuse
11. Has few interests
11. Has a variety of interests
12. It says that you cannot achieve
12. It says that you can achieve success.
success
 Creating a Positive Attitude in the Workplace
 Lead/teach/support by example-be a new positive cure,
 Try to find the positive for everyone,
 Associate yourself with happy people,
 Read inspiring stories,
 Read inspiring quotes,
 Learn to master your thoughts,
 Learn concentration and meditation,
 Recognize and support.
 Creating a Positive Attitude … cont’d
Tips for Improving Your Own Attitude
 Don’t associate with people who have hostile attitudes,
you might get infected,
 Practice optimism and positive self-talk (inner voice),
 Dwell on positives,
 Become a problem-solver,
 Be alert.
10 life changing steps to turning Attitude in to
Action
Step 1: Understand the power of attitude
Step 2: Choose to take charge of your life
Step 3: Practice self-awareness
Step 4: Reframe your bad attitude
Step 5: Find your purpose and passion
Step 6: Be proactive
Step 7: Discover how to motivate yourself
Step 8: Build supportive relationships
Step 9: See change as an opportunity
Step 10: Leave a lasting legacy: planting positive seeds
To change your life-change your attitude.
Emotional Intelligence
 Intelligent quotient (IQ)
Emotional intelligence (EQ) and
 Intelligent Quotient (IQ):
• Focuses on cognitive skills: IQ is a score
obtained from standardized tests designed to
assess reasoning, problem-solving, logic, and
knowledge retention.
• Key aspects: Working memory, analytical
thinking, and ability to grasp complex ideas.
• Development: IQ is considered to be largely
influenced by genetics and tends to be
relatively stable throughout life.
 Emotional Intelligence (EI)
 It is defined as awareness of emotions and using
emotions to make good decisions in life.
 EI involves a combination of competencies which
allow a person to be aware of, to understand, and to
be in control of their own emotions.
 The ability to use your emotions in a positive and
constructive way in relationships with others.
 EQ can be developed and improved throughout life

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through practice and self-reflection. 88
 The four dimensions of EI

1. Self Awareness
2. Self management
3. Social awareness
4. Social management

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 1. Self-awareness

• This is the foundation of emotional intelligence. It's

all about understanding yourself – your emotions,
strengths, weaknesses, values, and motivations.
• Someone with high self-awareness can recognize
their feelings as they arise and understand how
those feelings might be influencing their thoughts
and behaviors.

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 Current State Assessment Tool: SWOT Analysis
 Sw …. Inside your team or organization
 OT…. Outside your team or organization
 The completed SWOT contains data about the
shape of your ship.
 To convert data into useful information we must
ask:
1. What? …. What are the current issues?
2. So what? … relevance of data
3. Now what? …. Actions to be taken

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 Actions to be taken based on SWOT

a. Buildup …… strengths
b. Decrease ….. Weaknesses
c. Leverage …… Opportunities
d. Mitigate …… ..Threats

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 2. Self-management
• Once you're aware of your
emotions, you need to be able to
manage them effectively.
• This involves regulating your
emotions, especially in stressful
situations.
• It also includes staying motivated,
taking initiative, and adapting to
change.
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 3. Social Awareness
• This part is about how well you can
understand the feelings, needs, and
viewpoints of other people.
• It involves noticing social cues and
knowing what is happening in different
situations.
• A person with good social awareness can
sense the mood of a group and change
how they act based on that.

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  Empathy-ability to recognize emotions in others.
 Do more than sense others’ emotions-care.
 Reading the currents of office politics.
 Sensitive to change them when the impact is
negative.
 Appreciating and accepting differences between
people.

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 4. Social management

 This is all about building and maintaining healthy

relationships.
 It involves effective communication, conflict
resolution skills, empathy, and the ability to inspire
and influence others.
 Someone with good relationship management can
build trust, navigate interpersonal challenges, and
foster strong connections with others. 97
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  The ability to induce desirable responses in others.
 Developing others
 Inspirational leadership
 Teamwork and collaboration

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People with High level of EI People with low level of EI
1. Motivation 1. Loneliness
2. Friendship 2. Fear
3. Focus 3. Frustration
4. Fulfillment 4. Guilt
5. Peace of mind 5. Emptiness
6. Awareness 6. Bitterness
7. Balance 7. Instability
8. Self control 8. Depression
9. Autonomy 9. Lethargy
10. Contentment 10. Obligation
11. Appreciation 11. Disappointment
12. Connection 12. Resentment
13. Desire 13. Anger
14. Dependence
15. Victimization
16. Failure

"Hope is a passion for the possible."

 • Samuel Tesfaye Kambiro
• 0949657300
• samuelkambiro@gmail.com
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