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The Case for Change • As part of the project definition, there should be a compelling "Case for Change" which can convince all participants and, in due course, the target population. If everyone agrees that the project has good and necessary objectives, they should be far more supportive of the changes. This is not the same as the project's main business benefit case. The business case is likely to be founded on business strategy and financial results - often not a compelling argument for the individuals in the workforce. In a "Case for Change", it should be clear that there are better ways of doing things - better for the organization, better for the workforce, better for customers and (maybe) better for suppliers. Sponsorship The Project Sponsor is usually the person who saw a need for change and had the authority to make something happen. There may be several sponsors who collectively have this role. The precise ownership of the project is more a matter for the Project Definition work. What counts from an organizational Change Management perspective is not the actual ownership and rationale for the project so much as the perceived sponsorship and purpose. For example, the project might exist because the Finance Director wants to cut costs, but it could be a better message that the Chief Executive wants to build a slick organization that can beat the competition. The original Project Sponsor will often have the power and status to create and deliver the project and may be able to deliver the change messages to the areas of the organization directly involved. In many cases, however, the change is broader than the immediate influence of the Project Sponsor. Other supporting sponsors may be required to promote the project in other areas of the organization. Make a Sponsorship Map - initially to show who is involved and what support they are offering. Use this to identify who else needs to participate and what they need to do. In major change programs many parts of the organization will be involved, for example: • The line business unit that houses the changed process, • Other departments involved in the process chain, • Senior management and general management of the organization who will be critical judges of this initiative's success, • The IT department who build and operate the technology • The finance department where the financial implications will be seen, • Customer-facing staff who will reflect the changes when dealing with the clients. A significant project will require a cascade of sponsorship, such that all affected parts of the organization hear strong support from their leadership. If the message is delivered from the top and reinforced by the immediate management, staff are far more likely to believe in the case for change and to act in support of the changes. For critical business change programmes the message should come from the very top. Get 12 November 2007 NHRD Journal
the Project Sponsor to engage the Chief Executive as the prime source of sponsorship messages. (You may find yourself writing the words for the Project Sponsor to give to the Chief Executive - but the key thing is that it is then seen as the Chief Executive's personal message.) Not everyone listens attentively to their Chief Executive, so it is important that these messages are cascaded down to all parts of the organization, with local management echoing and supporting the party line. Case Study A large, multi-divisional professional services firm was changing its time sheet system - affecting every member of the organization. They recognised the need for acceptance and compliance from everyone so they built an allencompassing sponsorship cascade. When the team was finalised it was apparent that the sponsorship team was considerably larger than the project team building the new system. Resistance to Change By definition, people are affected by change. A few will comfortably accommodate any degree of change, but most people have a change journey to undertake. Part of the art of organizational Change Management is to: understand what journey you want which populations to take (it may not be the same for everyone), assess what their attitude is likely to be, and use that knowledge to guide them in the right direction. Many people will hide their negative feelings. It is not wise to be openly critical of your bosses and their new ideas. Some people will not even be aware of their own resistance which, nevertheless, affects their behaviour subconsciously. Understanding their position requires more than listening to what they say. organizational Change Management specialists use an array of diagnostic tools to uncover the true characteristics and attitudes of the target populations. The most common response to impending change is a negative response where, initially at least, the target population sees the change as a bad or threatening thing. Psychologists have researched these "bad news" responses and found that there is a common emotional response. This chart shows how the individuals oscillate between inactivity and high emotion. Assuming the final outcome can represent a good thing from their perspective, the goal is to leave them in favour of the change and highly motivated to make it work. Here are some thoughts that might be expressed by someone passing through the "bad news" curve: Oh no! It can't be true! You cannot be serious!!! Can we sort this out some other way? That's it - after 20 years of service they want me to... Am I going to be part of this? Yes, I can live with this - it's not bad really. The "Good News" Curve A different emotional curve may occur where individuals are initially in favour of the change. November 2007 NHRD Journal 13
Page 1 and 2: NHRD Journal Organizational Change
Page 3 and 4: S.no Title of the Article Author Pa
Page 5 and 6: ORGANIZATIONAL CHANGE INDIRA J PARI
Page 7 and 8: give subtle shape to the organizati
Page 9 and 10: to be tempered by a sense of humor,
Page 11: Although the result did not spell o
Page 15 and 16: • Consultative - The target popul
Page 17 and 18: Now they are confronted with change
Page 19 and 20: A living system can never be direct
Page 21 and 22: ut in absence of formal process of
Page 23 and 24: Higgs, M. and Rowland, D. (2005),
Page 25 and 26: • Organization Structure Rigid hi
Page 27 and 28: magnitude of the programme, you can
Page 29 and 30: • In only about 10% of the school
Page 31 and 32: memorization, the focus of the teac
Page 33 and 34: HOW HR CAN IGNITE 'HOT SPOTS' YOGI
Page 35 and 36: pointed the prerequisites of change
Page 37 and 38: BRINGING CHANGE TO THE CHANGE AGENT
Page 39 and 40: were low, people lived simply and s
Page 41 and 42: 'People Academy' that seeks to fost
Page 43 and 44: DEFINING CHANGE AGENTS SANDEEP K. K
Page 45 and 46: human resource process like leaders
Page 47 and 48: References Chris Argyris, Initiatin
Page 49 and 50: needs to tell a trained nurse about
Page 51 and 52: esponse to changes in the external
Page 53 and 54: THE ENDURING SKILLS OF CHANGE LEADE
Page 55 and 56: left to resolve tensions, answer qu
Page 57 and 58: neglected step in the change proces
Page 59 and 60: enefits of the long march are lost,
Page 61 and 62: To address the challenge of executi
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very capable people; but the organi
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DRIVING ORGANIZATIONAL CHANGE LEENA
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change, preparing the leadership an
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However the good news is that the a
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Organizational Culture and Sub-Cult
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References Ashkanasy, N. M., Broadf
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• Finance and Accounts • Techni
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and gives the freedom to fail. Chan
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therefore shift gear and venture in
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COMMUNICATION EFFECTIVENESS, JUSTIC
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interactional justice focused on th
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and in a manner that is perceived a
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the merger, in whichever form has a
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is high, implying that there would
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• Successful integration approach
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management and the labor leaders to
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ONE REASON FOR FAILURE OF CHANGE IN
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IPO: A POWERFUL INTERVENTION IN ORG
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In expectation of such a reaction,
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system was designed, requiring mana
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Then the system was recommended for
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Newsletters used to be published an
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CHALLENGE OF MANAGING ORGANIZATIONA
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productive deployment of raw talent
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Conclusion There is a broad agreeme
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change is indeed the engine which f
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and regional development programs.
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ORGANIZATIONAL CHANGE-MARUTI SUZUKI
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in the HR thinking, approach and th
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• Cross Functional Teams (CFTs) o
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i. Technology • Plant location
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consolidates in a short period of f
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PBIT (Rs in crores.) The Company ha
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concepts in an organizational conte
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APPEAL TO CONTRIBUTORS The National
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