Facing Change in Organizations

1. OPA Board Retreat
September 2013
Robin L. Graff-Reed, Ph.D

3. “It is not the strongest of the
species that survives, nor the
most intelligent that survives. It
is the one that is the most
adaptable to change.”
∼Charles Darwin

4. “They always say time
changes things, but you
actually have to change them
yourself.”
∼Andy Warhol

5. Change would be easy if an
organization were not made up of
people!
∼Anonymous

6. Change is stressful –
even positive change

7. Change is stressful –
even positive change

8. Change is stressful –
even positive change

9. (Based on: Beckhard & Harris, 1987)
Defining the
desired
FUTURE STATE
Describing the
CURRENT
STATE
Facilitating &
managing the
TRANSFORMATION
STATE
Developing
PLANS
to get from
here to there:
Determining the
work to be done
WHY
CHANGE?
Determining the
need for change
Determining the
degree of choice
about whether
to change

10.  Determining WHY change is needed
• Determining WHAT to change
 • Determining WHO to change
• Determining HOW to change

11. “Before we build a better
mousetrap, we need to find
out if there are any mice out
there.”
∼Yogi Berra

12. • Are there serious risks if we do NOT
change?
• Are there serious risks if we DO change?
• Can we make sufficient time to search for
and deliberate about an optimal strategy
for planning and managing the change?
• Can we take the risk of offering
alternatives that differ from leaders’
apparent preferences?
 (Janis, 1989)

13. The first step in any
innovative process is
an ACT OF
DESTRUCTION

14. Complex systems change is
experienced by some involved
parties as a threat of destruction of
familiar, comfortable conditions
where they felt competent and
confident

15. • Compelling, attractive, desirable
• Achievable, realistic
• Understandable
• Meaningful to champions, planners,
implementers, affected parties
• Beneficial to organization, subsystems,
stakeholders, individual employees

16. • How is the Current State different from the
Desired State?
• How is the Current State similar to the
Desired State?
• What resources that are needed to achieve
Desired State are already present?
• What requisite resources are missing?

17. • Single or mixed strategy
• Action steps
• Responsible parties
• Time lines
• Resource allocation
• Project management
• Cost and schedule management

18.  Communicate!
 Communicate!
 Communicate!

19. Change Styles
Conservers
Pragmatists
Originators

20. Conservers
◦ Deliberate, disciplined, and
organized
◦ Prefer change that maintains the
current structure
◦ Enjoy predictability
◦ Honor tradition and established
practice

21. Pragmatists
◦ Practical, agreeable, flexible
◦ Prefer workable outcomes
◦ More focused on results than
structure
◦ Open to both sides of an
argument
◦ More team-oriented

22. Originators
◦ Challenge the current
structure
◦ Challenge accepted
assumptions
◦ May be impractical
◦ Visionary

23. The Change Agents
◦Articulate the need for change
◦Are accepted as trustworthy
and competent
◦Can take multiple perspectives
◦Motivate people to change

24. The Resistors
◦Active or Passive
◦Always see change as a
potential loss

25. Change masters have dealt
with resisters in different
ways over the years.

27.  Better ways:
◦ Start by identifying people who have
something to lose and try to
anticipate how they will respond
◦ Learn from the resisters…they may
have a point!
◦ Communicate the “why” of change to
potential resisters

28. ◦Emphasize the benefits of
change to potential resisters
◦Help resisters find new roles
◦Remember that loss of control
encourages resistance. Make
potential resisters active
partners in the change
program

29. Change and the process of
changing create uncertainty
that is experienced as a threat
and is felt at individual
cognitive, organizational, and
political levels --
simultaneously

30. Remember the
WIIFM Principle

32.  Direct the Rider
 Motivate the Elephant
 Shape the Path

33. How many
psychologists does
it take to change a
light bulb?

35. Planning Phase
 Planning occurs before
 implementing change.
 Understand the impetus for change (opportunity, crisis, etc.).
 Develop the mission, vision, and strategies to achieve change.
◦ Is the need for change clear? …compelling? …shared?
 Secure leadership commitment to change (partners in change).
 Mobilize energy by communicating the vision with staff.
Address Reactions of Uncertainty/Hesitation
◦ Connect the vision for change to what people value.
◦ Use data, stories, and emotional appeal to communicate need.
35

36. 36
Implementing Phase
 Start change at the periphery.
 Communicate the change – what is the
destination and why is it worth it.
 Reinforce a supportive culture of change.
◦ Ensure a psychologically safe workplace for staff to express concerns
◦ Help staff build the capabilities to implement change
◦ Engage staff in implementing change and in sharing the vision
Address Reactions of Doubt and Resistance
◦ Communicate at all levels of the organization. Ask for input. Use it.
◦ Listen and understand objections. Hold people accountable.
◦ Break down the change into small steps (specific actions vs. ‘big picture’).

37. 37
Enhancing Phase
 Recognize and reward employees
helping to implement change.
 Continue to mobilize (and communicate) energy and support.
 Celebrate improving positive outcomes (performance, relationships).
 Continue to eliminate barriers
 Move Reactions Toward Acceptance
◦ Provide staff with the systems or resources to support change.
◦ Mobilize leadership in modeling positive change behaviors.
◦ Communicate positive changes through feedback on relationships,
functions, and performance.

38. 38
Sustaining Phase
 Institutionalize success by making
connections between new behaviors
and organizational success.
 Monitor change and adjust strategies, as needed.
 Continue to build and encourage positive habits
Move Reactions Toward Engagement
◦ Use performance measurements and accountability systems to
provide feedback on change.
◦ Stay engaged with those affected by the change – seek to
improve.

39.  http://www.youtube.com/watch?
v=fW8amMCVAJQ

40.  Beckhard, R., & Harris, R.T. (1987), Organizational transitions: Managing complex change, 2nd
ed. Reading, MA: Addison-Wesley.
 Freedman, A.M. (1997). The undiscussable sides of implementing transformational change.
Consulting Psychology Journal, 49(1), 51-76.
 Janis, I.L. (1989). Crucial decision: Leadership in policymaking and crisis management. New
York: The Free Press
 Kotter, J.P. (1996). Leading Change. Harvard Business School Press.
 Kotter, J.P. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business
Review, Januay 2007.
 Yukl, G., Falbe, C. M., & Allen, J. (2001). Patterns of influence behavior for managers. Group &
Organization Management, 18, 5-28.