7. Involvement into the changing process.

7. Involvement into the changing process.

Involvement is one of the approaches to changing (modern approach) which means letting the employees participate into the changing process. It means that the decisions are made not only by the small group of people but the others are welcome.

The changing process looks like this:

-Evaluating the current status

-Gaining info & resources

-Producing solutions/alternatives

-Setting criteria of the optimal solution

-Implementing the changes

-Evaluating the results

And here are the methods of involving people into the changing process:

- C reate a plan for involving as many people as possible, as early as possible, in the change process.

- I nvolve all stakeholders, process owners, and employees who will feel the impact of the changes, as much as possible, in the learning, planning, decisions, and implementation of the change. Even if employees cannot affect the overall decision about change, involve each employee in meaningful decisions about their work unit and their work.

- B uild measurement systems into the change process that tell people when they are succeeding or failing. Employees who are positively working with the change need rewards and recognition.

- H elp employees feel as if they are involved in a change management process that is larger than themselves by taking these actions to effectively involve employees in change management.

8. Types of changes.

There are 3 major types of changes:

Developmental

Developmental changes are those you make to improve current business procedures. Those are changes, which enhance or correct existing aspects of an organization, often focusing on the improvement of a skill or process.

Examples of developmental change include:

- improving existing billing and reporting methods

- refocusing marketing strategies and advertising processes.

Managing these small steps well demonstrates to your team that you are taking a sensible, measured approach to change. When making developmental changes, it's important for you to:

- explain to staff your reason for the changes

- skill your staff to use new processes and technology

- show your staff your commitment to minimising the impacts of change on your business.

Transitional

Seeks to achieve a known desired state that is different from the existing one. Transitional changes are those you make to replace existing processes with new processes. Transitional change is more challenging to implement and can increase your employees' discomfort.

Examples of transitional change include:

- experiencing corporate restructures, mergers or acquisitions

- creating new products or services

- implementing new technology.

The 'transitional' phase of destroying old systems and processes and implementing new ones can be difficult for staff. When making transitional changes, you need to:

- clearly communicate the impacts and benefits you foresee as a result of your changes

- reinforce to staff that their jobs are secure

- capture the views and contributions of your staff in making your changes

Transformational

Transformational changes are those you make to completely reshape your business strategy and processes, often resulting in a shift in work culture. These changes may be a response to extreme or unexpected market changes. Transformational change can produce fear, doubt and insecurity in staff, and needs to be very well managed.

Examples of transformational change include:

- implementing major strategic and cultural changes

- adopting radically different technologies

- making significant operating changes to meet new supply and demand.

Transformational changes will usually involve both transitional and developmental change - where businesses recognize that they need to overhaul the way they do business. When making transitional changes, it's crucial that you:

- develop and communicate a well-defined strategy that explains the approaches you are taking to change and the goals you are setting

- plan and methodically implement new business systems and approaches

- involve your staff in all phases of change discussions and planning and communicate regularly throughout the process.

9. Lewin’s psychlogical approach to changes

One of the main models for understanding organizational change was developed by Kurt Lewin in the 1950s, and still is true today. His model is known as Unfreeze – Change – Refreeze, or the three-stage process of change. Lewin explained organizational change using the analogy of changing the shape of a block of ice.

“If you have a large cube of ice, but realize that what you want is a cone of ice, what do you do? First you must melt the ice to make it possible to change (unfreeze). Then you must mold the iced water into the shape you want (change). Finally, you must solidify the new shape (refreeze).”

Unfreeze

This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before building up a new way of operating.

Key to this is developing a message showing why the existing way of doing things cannot continue.

To prepare the organization successfully, the manager needs to challenge the beliefs, values, attitudes, and behaviors that currently define it. When cutting down the "way things are done", everyone and everything will be put off balance and that's exactly what needs to done.

By forcing the organization to re-examine its core, the manager creates a (controlled) crisis, which can build a strong motivation to seek out a new equilibrium. Without this motivation the changes are impossible.

Change

The change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction.

The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change.

In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them.

People need time to understand the changes and they also need to feel highly connected to the organization.

Refreeze

When the changes are taking shape and people have accepted the new ways of working, the organization is ready to refreeze. The refreeze stage needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working.

This refreezing stage is important. Without it, employees get caught in a transition trap where they aren't sure how things should be done, so nothing ever gets done to full capacity.

Дата добавления: 2015-09-29