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true requirement of the company or a good-todo thing because it appears to be 'best practice'. Also, what is the impact that it is expected to make. A diagnosis of the current state is critical to understand the extent and nature of change that can be introduced. For example, 360 feedback cannot be introduced in a company that has never done assessments seriously. Incremental steps are always long lasting than wide-scale change introduced in a hurry. • Communicate objectives and change process Communication is not only about informing people about the initiatives, but targeting the communication to the audience, thinking through channels of communication and building feedback mechanisms to ensure that the messages have been understood. Communication is most credible when there is active participation of the project sponsors, in particular, the top management. • Engage people If people feel that it is an organization-wide initiative and everyone has a role to play, their participation and ownership is that much more real and involved. • Build change communities All organizations have people forming informal cohorts and support groups. These are particularly useful in a change program, as they can be used to spread formal and informal messages and also build acceptance. organizations can also orchestrate these by creating self-help teams that work on making the new initiative work and seeing people through it. • Evaluate and measure success Often companies assess achievement of change objectives after they are completed. This aspect actually needs to be considered before the change programme is introduced. Measurement should take place through the programme to ensure it is working and course correction should be made based on feedback received. Pilot projects for large initiatives are often very useful for collecting early feedback on what are likely to be the key issues. • Reinforce positive change behaviours It's a simple Pavlovian principle. No change will last if there is no incentive to make it long lasting. So reward and recognition mechanisms that reinforce the changed behaviours are critical to any change programme. For example, a line manager may enjoy giving employee feedback once in a while, but s/he will make employee development planning a regimen if it also impacts his or her success. • Grow and develop during change Finally, most often, change involves acquiring some new skill sets or using new processes or methods. People should get the desired training, coaching and technology support to adopt change faster and effectively. Training also gives employees the confidence of having acquired newer skill sets, thereby building a positive attitude to the change initiative. • Coping with Poorly Planned Change Having said all of this, we don't always have the luxury to plan things or be in control of the circumstances. Typically, this happens when a mangers joins an organization while some programme has been or is being implemented. Several HR managers will recount the nightmares they experienced when they joined and had to grapple with the impact of an ERP solution introduced in a hurry or a 360 programme launched without a plan for follow up action. Often, they would also have been blamed for everything that went wrong! However painful it may be, we cannot avoid dealing with this form of change as well; one that we were not instrumental in introducing, but nevertheless have to deal with. So where do we begin? • Seek Feedback The first way of building credibility is to seek feedback on what has worked and what has not. This instils confidence in people that you would like to do something about it. Depending on the 26 November 2007 NHRD Journal
magnitude of the programme, you can use formal surveys or informal grapevine and other sources of information to seek this feedback. A word of caution: do not do this if you have the slightest doubt on whether you will be able to action some of the issues that come up. • Recognise and Accept Individual Differences It is important to understand that people react differently to the same circumstances. Spread the message across that it is alright to do so. The ADKAR® model (Hiatt, 2006) can help you plan effectively for a new change or diagnose why a current change is failing. In some cases, corrective action can be taken and the change successfully implemented. The five elements of ADKAR are: • Awareness of the need for change. • Desire to make the change happen. • Knowledge about how to change. • Ability to implement new skills and behaviours. • Reinforcement to retain the change once it has been made. • Rebuild Sponsorship Often you will find that if an initiative has prolonged for a length of time, the commitment of the project sponsors also vanes. Ensure renewed commitment from the project sponsors, in particularly the top management, for their two key roles in the change process - visible participation and communication. Employees do what reflects them in a positive light - setting this expectation from the management reinforces organizational commitment. Strengthen Reinforcements If the initiative has been identified to be critical to the organization's success, re-visit the reward and recognition mechanisms that have been put in place. Ensure that there is a direct linkage between change behavior and reward. As importantly, ensure that this is communicated and understood by people. Coach and Develop Resistance usually stems from a fear of the unknown. This can be dealt with information and equipping people to deal with it. Everyone is more comfortable when they know what to expect and are prepared to deal with it. An absence of either can cause disruption. So it is never too late to provide the relevant coaching and training to help people cope with change. Identify Agents Because some of the change has already occurred, there must be some people who have benefited from it or feel that it is for the good of the organization. Identify and use such people to spread the message to the rest of the organization. However, ensure that these people are seen to be unbiased and not blind supporters of the management. Identify Add-on Benefits of Change Chances are there has already been much communication on what are the benefits an initiative will bring about. If this is the case, try to identify add-on benefits that were not already communicated. They can bring about renewed vigour if they can be demonstrated to be relevant to specific groups of people. The issues and ideas discussed here are by no means exhaustive. However, I hope that I have provided a few reference points that HR and line managers alike will find of use in implementing any change initiative in their organizations. Bibliography Hiatt, Jeffrey M. (2006). ADKAR: a model for change in business, government and our community. Prosci Research, Loveland, USA Kotter, J P. (1996). Leading Change. Harvard Business School Press. Boston, Massachusetts. Kotter, J P and Cohen, D S. (2002). The Heart of Change. Harvard Business School Press. Boston, Massachusetts. Mark Large, DLTP Delivery Support Manager. (2006). Change: How to do it and Make it Work, Tools and Techniques for Managing Change. Retrieved on 29th Oct 2007 at www.ams.mod.uk/content/docs/change_mgt/handbook.pdf Partridge, L. (1999). Managing People, Book One. Financial Times Management. London. November 2007 NHRD Journal 27
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 and 12: Although the result did not spell o
Page 13 and 14: the Project Sponsor to engage the C
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: • Organization Structure Rigid hi
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
Page 63 and 64: very capable people; but the organi
Page 65 and 66: DRIVING ORGANIZATIONAL CHANGE LEENA
Page 67 and 68: change, preparing the leadership an
Page 69 and 70: However the good news is that the a
Page 71 and 72: Organizational Culture and Sub-Cult
Page 73 and 74: References Ashkanasy, N. M., Broadf
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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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