How do you implement planned change?
A planned change is a change planned by the organization; it does not happen by itself. It is affected by the organization with the purpose of achieving something that might otherwise by unattainable or attainable with great difficulty. Through planned change, an organization can achieve its goals rapidly. The basic reasons for planned change are: Show
The planned organizational change process may comprise, basically the three following steps:
1. Planning for ChangeThe first step in the process of change is to identify the need for change and the area of changes as to whether it is a strategic change, process oriented change or employee oriented change. This need for change can be identified either through internal or external factors. Once this need is identified the following general steps can be taken:
2. Assessing Change ForcesThe planned change does not come automatically, rather there are many forces in individuals, groups and organization 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. If the management can overcome the resistance, change process will succeed. In a group process, there are always some forces who favor the change and some forces that are against the change. Thus, an equilibrium is established is maintained. Kurt Lewin calls in the “field of forces”. Lewin assumes that in every situation there are both driving and restraining forces which influence any change that may occur.
Equilibrium is reached when sum of the driving forces equals the sum of the restraining forces as shown in the following figure: There may be three types of situations, as both driving and restraining forces are operating:
Thus, to make the people accept the changes, the management must push driving forces and convert or immobilize the restraining forces. 3. Implementing the ChangeOnce the management is able to establish favorable conditions, the right timing and right channels of communication have been established the plan will be put into action. It may be in the form of simple announcement or it may require briefing sessions or in house seminars so as to gain acceptance of all the members and specify those who are going to be directly affected by the change. After the plan has been implemented there should be evaluation of the plan which comprises of comparing actual results to the objectives. Feedback will confirm if these goals are being met so that if there is any deviation between the goals and actual performance, corrective actions can be taken. Organizational Change Process (Lewin’s 3 Stage Model)Any organizational change whether introduced through a new structural design or new technology or new training programme, basically attempts make employees change their behavior. Unless the behavioral patterns of the members change the change will have a little impact on the effectiveness of the organization. Behavioral changes are not expected to be brought about overnight. These are the most difficult and marathon exercises. A commonly accepted model for bringing about changes in people was suggested by KURT LEWIN in terms of three phase’s process:-
1. UnfreezingUnfreezing means that old ideas and attitudes are set aside to give place to new ideas. It refers to making people aware that the present behavior is inappropriate, irrelevant, inadequate and hence unsuitable for changing demands of the present situation. According to EDGAR SCHIEN the following four elements are necessary during this unfreezing phase:-
Unfreezing thus involves discarding the orthodox and conventional methods and introducing dynamic behavior, most appropriate to the situation. People are made to accept new alternatives. 2. ChangingUnlike unfreezing changing is not uprooting of the old ideas, rather the old ideas are gradually replaced by the new ideas and practices. In changing phase new learning occurs. The necessary requirement is that various alternatives of behavior must be made available in order to fill the vacuum created by unfreezing phase. During the phase of changing, individuals learn to behave in new ways, the individuals are provided with alternatives out of which choose the best one. KELMAN explains changing phase in terms of the following elements:-
3. RefreezingRefreezing is on the job practice. The old ideas are totally discarded and new ideas are totally accepted. Refreezing reinforced attitudes, skills and knowledge. He practices and experiments with the new method of behavior and sees that it effectively blends with his other behavioral attitudes. FERSTER and SKINNER have in this connection introduced the main reinforcement schedules namely- Continuous and Intermittent reinforcements. Under continuous reinforcement individuals learn the new behavior within no time. And intermittent reinforcement on the other hand, consumes a long time but it is has the greatest advantage of ensuring a long lasting change. How is planned change implemented in an organization?Planned change in organizational development is preparing the entire organization for new goals or a new digital business strategy. The direction can be culture, metrics, internal structures, processes, or other relevant areas. Change does not appear randomly but needs a structured approach.
What is the best way to implement change?11 Strategies for Successful Change Implementation in 2023. Secure buy-in from your entire organization. ... . Identify your change scope clearly. ... . Hire people who are enthusiastic about change. ... . Create a cross-team change management project team. ... . Prepare for your change with open communication. ... . Build a change implementation plan.. What are the 5 steps to implementing change?5 Steps in the Change Management Process. Prepare the Organization for Change. ... . Craft a Vision and Plan for Change. ... . Implement the Changes. ... . Embed Changes Within Company Culture and Practices. ... . Review Progress and Analyze Results.. |