Change management is a basic skill in which most leaders and managers need to
be competent. There are very few working environments where change
Management is not important.
When leaders or managers are planning to manage change, there are five key
principles that need to be kept in mind:
1) Different people react differently to change
2) Everyone has fundamental needs that have to be met
3) Change often involves a loss, and people go through the “loss curve”
4) Expectations need to be managed realistically
5) Fears have to be dealt with
Here are some tips to apply the above principles when managing change:
1) Give people information. That is they have to be open and honest about the
facts, but at the same time need not give over optimistic speculation. It is
important to meet their openness needs, but in a way that does not set
unrealistic expectations.
2) For large groups, the management must produce a communication strategy
that ensures information is disseminated efficiently and comprehensively
to everyone. It must be ensured tha the grapevine does not take over. For
example the management must tell everyone at the same time. However,
follow this up with individual interviews to produce a personal strategy for
dealing with the change. This helps to recognise and deal appropriately with
the individual reaction to change.
3) People should be given choices to make, and the management must be honest
about the possible consequences of those choices. They must be given enough
time to express their views, and support their decision making, providing
coaching, counselling or information as appropriate, to help them through
the losses.
4) Where the change involves a loss, the management must identify what will
or might replace that loss. The loss is easier to cope with if there is something
to replace it. This will help assuage potential fears.
5) Where it is possible to do so, the individuals must be given an opportunity
to express their concerns and provide reassurances. This would help assuage
potential fears.
6) The management should keep observing good management practice, such
as making time for informal discussion and feedback (even though the
pressure might seem that it is reasonable to let such things slip. During
difficult change such practices are even more important.
Where management is embarking on a large change programmes, the change
programme should be treated as a project. That means the management should
Leadership and Team
Buildings apply all the rigours of project management to the change process. In other
words, produce plans, allocate resources, appoint a steering board and/or project
sponsor etc.. The five principles above should form part of the project objectives.
Different people react differently to change
The stability and change can be considered on a continuum with stability at one
extreme and change at another extreme.
Different people have different preferences for where they like to be on this
spectrum. Some people like to be at the stability end of the spectrum. They like
things to be the way they have always been. Other people like to be at the change
end of the spectrum. Such persons are always looking for something different
and new.
Problems arise when the individual’s preferences differ from the situation they
find themselves in. That is, if:
• a stability-oriented person finds that circumstances are changing quite rapidly,
or
• a change-oriented person finds that everything is the same and there is nothing
new
In these situations, the individuals involved can experience:
• strong dissatisfaction
• stress
• negative attitudes towards individuals with preferences at the other end of
the spectrum (eg: distrust, dislike)
• resistance (to change, or to the status quo)
• intense emotions
• loss of rational judgment
People tend to resist, therefore, approaches on other parts of the spectrum than
where they themselves prefer to be.
2.10.2 Principle 2
Everyone has fundamental needs that have to be met
A famous psychologist called Will Schutz identified three basic needs that people
have interpersonal relations. These basic needs are also of fundamental
importance in people’s reaction to change:
• The need for control
• The need for inclusion
• The need for openness
Whilst the need for these can vary between people, in any change process there Change Management
is always some degree of need for control over one’s environment/destiny, some
degree of need to be included in the process of forming the change that is taking
place, and some degree of need for managers/leaders to be open with their
information.
If a change programme fails to meet the control, inclusion and openness needs
of the individuals affected by it then that programme is likely to encounter a
range of negative reactions, ranging from ambivalence through resistance to
outright opposition.
2.10.3 Principle 3
Change often involves a loss, and people go through the “loss curve”
The relevance of the “loss curve” to a change management programme depends
on the nature and extent of the loss. If someone is promoted to a more senior
position, the ‘loss’ of the former position is rarely an issue because it has been
replaced by something better. But if someone is made redundant with little
prospect of getting a new job, there are many losses (income, security, working
relationships) that can have a devastating effect.
There are many variations of the “loss curve”. One is known as “Sarah” - that is,
the individual experiences (in this order):
• S-hock
• A-nger
• R-ejection
• A-cceptance
• H-ealing
The common factors amongst all “loss curves” are:
1) that there can be an initial period where the change does not sink in. For
example, feelings may be kept high by the individual convincing themselves
that the change is not going to happen.
2) that when the loss is realised, the individual hits a deep low. The depth of
this ‘low’ is deepened if the loss is sudden/unexpected.
3) that the period of adjustment to the new situation can be very uncomfortable
and take a long time. In the case of bereavement, the period of adjustment
can be as long as two years.
2.10.4 Principle 4
Expectations need to be managed realistically
The relationship between expectations and reality is very important. One can see
this in customer relations, as for example, if a supplier fails to meet expectations
then the customer is unhappy, and if the supplier exceeds expectations then the
the customer is happy.
To some extent the same principle applies to staff and change. If their expectations
are not met, they are unhappy. If their expectations are exceeded, they are happy.
Sometimes, enforced change inevitably involves the failure to meet expectations.
That is there had been an expectation of job security, which has now been taken
away.
What leaders/managers have to do, however, is make sure they don’t aggravate
the situation by making promises that can not or will not be kept. Expectations
have to be set at a realistic level, and then exceeded.
2.10.5 Principle 5
Fears have to be dealt with
In times of significant change rational thought does not seem to function. This
means that people often fear the worst, that is they fear far more than the worst,
because their subconscious minds suddenly become illogical and see irrational
consequences. Given below are a few examples of this type of situation.
1) Our company is reducing staff, which means...
2) They will make people redundant, and...
3) I’ll be the first to be kicked out, and...
4) I’ll have no hope of getting another job, and...
5) I won’t be able to pay the mortgage, so...
6) I’ll lose the house, so...
7) My family won’t have anywhere to live, and...
8) My wife won’t be able to cope, so...
9) She’ll leave me, and...
10) I’ll be so disgraced that the children won’t speak to me ever again.
Such fears need to be addressed, by helping people to recognise that most people
who are made redundant find a better job with better pay and have a huge lump
sum in their pocket. Or, where appropriate, by explaining how the reductions in
staff numbers are going to be achieved (by natural wastage or voluntary
redundancy)
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Discuss the five key principles of change management.
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Change management is a basic skill in which most leaders and managers need to
be competent. There are very few working environments where change
Management is not important.
When leaders or managers are planning to manage change, there are five key
principles that need to be kept in mind:
1) Different people react differently to change
2) Everyone has fundamental needs that have to be met
3) Change often involves a loss, and people go through the “loss curve”
4) Expectations need to be managed realistically
5) Fears have to be dealt with
Here are some tips to apply the above principles when managing change:
1) Give people information. That is they have to be open and honest about the
facts, but at the same time need not give over optimistic speculation. It is
important to meet their openness needs, but in a way that does not set
unrealistic expectations.
2) For large groups, the management must produce a communication strategy
that ensures information is disseminated efficiently and comprehensively
to everyone. It must be ensured tha the grapevine does not take over. For
example the management must tell everyone at the same time. However,
follow this up with individual interviews to produce a personal strategy for
dealing with the change. This helps to recognise and deal appropriately with
the individual reaction to change.
3) People should be given choices to make, and the management must be honest
about the possible consequences of those choices. They must be given enough
time to express their views, and support their decision making, providing
coaching, counselling or information as appropriate, to help them through
the losses.
4) Where the change involves a loss, the management must identify what will
or might replace that loss. The loss is easier to cope with if there is something
to replace it. This will help assuage potential fears.
5) Where it is possible to do so, the individuals must be given an opportunity
to express their concerns and provide reassurances. This would help assuage
potential fears.
6) The management should keep observing good management practice, such
as making time for informal discussion and feedback (even though the
pressure might seem that it is reasonable to let such things slip. During
difficult change such practices are even more important.
Where management is embarking on a large change programmes, the change
programme should be treated as a project. That means the management should
Leadership and Team
Buildings apply all the rigours of project management to the change process. In other
words, produce plans, allocate resources, appoint a steering board and/or project
sponsor etc.. The five principles above should form part of the project objectives.
When leaders or managers are planning to manage change, there are five key
principles that need to be kept in mind:
Different people react differently to change
The stability and change can be considered on a continuum with stability at one
extreme and change at another extreme.
Different people have different preferences for where they like to be on this
spectrum. Some people like to be at the stability end of the spectrum. They like
things to be the way they have always been. Other people like to be at the change
end of the spectrum. Such persons are always looking for something different
and new.
Problems arise when the individual’s preferences differ from the situation they
find themselves in. That is, if:
• a stability-oriented person finds that circumstances are changing quite rapidly,
or
• a change-oriented person finds that everything is the same and there is nothing
new
In these situations, the individuals involved can experience:
• strong dissatisfaction
• stress
• negative attitudes towards individuals with preferences at the other end of
the spectrum (eg: distrust, dislike)
• resistance (to change, or to the status quo)
• intense emotions
• loss of rational judgment
People tend to resist, therefore, approaches on other parts of the spectrum than
where they themselves prefer to be.
2.10.2 Principle 2
Everyone has fundamental needs that have to be met
A famous psychologist called Will Schutz identified three basic needs that people
have interpersonal relations. These basic needs are also of fundamental
importance in people’s reaction to change:
• The need for control
• The need for inclusion
• The need for openness
Whilst the need for these can vary between people, in any change process there Change Management
is always some degree of need for control over one’s environment/destiny, some
degree of need to be included in the process of forming the change that is taking
place, and some degree of need for managers/leaders to be open with their
information.
If a change programme fails to meet the control, inclusion and openness needs
of the individuals affected by it then that programme is likely to encounter a
range of negative reactions, ranging from ambivalence through resistance to
outright opposition.
2.10.3 Principle 3
Change often involves a loss, and people go through the “loss curve”
The relevance of the “loss curve” to a change management programme depends
on the nature and extent of the loss. If someone is promoted to a more senior
position, the ‘loss’ of the former position is rarely an issue because it has been
replaced by something better. But if someone is made redundant with little
prospect of getting a new job, there are many losses (income, security, working
relationships) that can have a devastating effect.
There are many variations of the “loss curve”. One is known as “Sarah” - that is,
the individual experiences (in this order):
• S-hock
• A-nger
• R-ejection
• A-cceptance
• H-ealing
The common factors amongst all “loss curves” are:
1) that there can be an initial period where the change does not sink in. For
example, feelings may be kept high by the individual convincing themselves
that the change is not going to happen.
2) that when the loss is realised, the individual hits a deep low. The depth of
this ‘low’ is deepened if the loss is sudden/unexpected.
3) that the period of adjustment to the new situation can be very uncomfortable
and take a long time. In the case of bereavement, the period of adjustment
can be as long as two years.
2.10.4 Principle 4
Expectations need to be managed realistically
The relationship between expectations and reality is very important. One can see
this in customer relations, as for example, if a supplier fails to meet expectations
then the customer is unhappy, and if the supplier exceeds expectations then the
the customer is happy.
To some extent the same principle applies to staff and change. If their expectations
are not met, they are unhappy. If their expectations are exceeded, they are happy.
Sometimes, enforced change inevitably involves the failure to meet expectations.
That is there had been an expectation of job security, which has now been taken
away.
What leaders/managers have to do, however, is make sure they don’t aggravate
the situation by making promises that can not or will not be kept. Expectations
have to be set at a realistic level, and then exceeded.
2.10.5 Principle 5
Fears have to be dealt with
In times of significant change rational thought does not seem to function. This
means that people often fear the worst, that is they fear far more than the worst,
because their subconscious minds suddenly become illogical and see irrational
consequences. Given below are a few examples of this type of situation.
1) Our company is reducing staff, which means...
2) They will make people redundant, and...
3) I’ll be the first to be kicked out, and...
4) I’ll have no hope of getting another job, and...
5) I won’t be able to pay the mortgage, so...
6) I’ll lose the house, so...
7) My family won’t have anywhere to live, and...
8) My wife won’t be able to cope, so...
9) She’ll leave me, and...
10) I’ll be so disgraced that the children won’t speak to me ever again.
Such fears need to be addressed, by helping people to recognise that most people
who are made redundant find a better job with better pay and have a huge lump
sum in their pocket. Or, where appropriate, by explaining how the reductions in
staff numbers are going to be achieved (by natural wastage or voluntary
redundancy)