This is where I am spending most of my time with work today — facilitating teams that are having a hard time with keeping the paddle moving against this never-ending tide of change resistance. It is failing all over the place now… and there are a lot of blog entries dedicated to writing and discussing this.
I am really now only selecting to work with people who WANT to be successful with using Scrum — and the other agile techniques that are also required for a successful organizational change to occur. I am a ScrumMaster and about to USE Scrum to re-engineer a failed software project for a Liquefied Natural Gas Company. Good luck… let me know if you have any questions as you start your first deployment of Scrum!
I have changed job and I am now scrum master in a small new team who really tries hard to get things right.
For some organizations, technology, society, economics and politics have changed their operating environment at a pace that has been difficult to keep up with. For many, all of this change is very threatening because people and the organizations of which they are a part have to be fit to deal with change on an on-going basis as never before. At its most fundamental level, organizational change is any substantial shift in the way in which a given organization operates or functions.
As regulatory pressures, increasing customer demands and competitive forces impact organizations on a worldwide basis, change is becoming the norm rather than the exception.
There is a simple cycle that will help you identify where organizational change seems to be needed and plan its introduction (establish where we are now), set a vision for the future and implement (establish where we are going and how we get there) and just to make sure that we have learned from our experience, review the success of our efforts. What you will see in a team or a department or even a whole organization is the outward and obvious part of the reality.
How would you start to identify where you should be and where you are going to better cope in the future (again as an individual, a team or a whole organization) and criteria would you possible use to measure how big the gap is likely to be? Your overall plan in the previous step is an overall organizational change strategy or describes the broad intentions for getting to where in the future you may want to be. In this final step in the cycle, we look back at the plan we originally established and its actual implementation and determine where better strategies could have been employed, so that this can be taken into account next time a major change comes along. There are many change management tools and change planning techniques available to managers, including sophisticated processes such as Critical Path Analysis, using Gantt or PERT charts or networks. If you can’t involve them all, communicate as you have never done before, to avoid speculation and rumor, and to raise overall levels of cooperation and commitment.
If people are with you in the planning, they are more likely to support you in the implementation and monitoring.
Once we are clear about the nature of the change that we are about to face, it is always tempting to rush out and take action, just to get things moving. Time available:  Some organizations fail to factor in the degree of change already under way when planning the timing of another significant change. Personal preference:  Some changes may not fit the expectations, abilities needs, wants and desires of existing employees, suppliers or customers.
Of course, it is of no surprise that the above headings are exactly the same in both very basic and highly complex change situations. This typically involves the development of a comprehensive description of the organization, systems or processes and individuals involved in the change. How will we deliver our outputs in terms of structure, operations, infrastructure, people etc? Opportunities are the things which have the potential to help us to handle the change well – e.g.
Looking for potential “blind spots” involves challenging existing assumptions about the way things currently operate or exist today in order to uncover blind spots and develop new perspectives.
Often the people that we perceive to be resistors to change (or even our own personal resistance) can help us to identify these things. Both of these actions will help to give individuals and the organization a better capacity to handle the organizational change that we face. We should remember, of course, that not everything that affects the way individuals and groups operate is expressed openly. To some extent, looking at change in organizations is a little bit like looking at the moon. Jon Warner is an executive coach and management consultant and in the past has been a CEO in three very different companies.
ReadyToManage is your one-stop shop for world class employee and personal development resources. The purpose of this report is to analyse the case study on D2 which is an auto-components manufacturer undergoing major structural changes to minimize costs and implement innovation and technology. When a company undergoes change, there are a series of opportunities and challenges that it has to face.
Therefore, one of the primary issues witnessed in the D2 case was that the management would have difficulty in implementing the change due to improper communication channel used for communicating the strategy to the rest of the employees. Apart from this, environmental pressures are another reason why organisations undergo change.
Change management can be of many types, varying from a change in structure to a change in culture, leadership style, operations, systems and strategy. Lastly, and most importantly, since the company’s operations are dispersed geographically and one of its core competencies is the pace and quality of its product development, in change management , the company might lose out its current strategic position or the core competency it has, thus, assuring that the pace and quality product development remains the same while re-structuring its manufacturing operations, would be very challenging for the company.
The underlying problem chosen for in-depth discussion is the employee resistance to change and the leadership issues in bringing about the change.
Furthermore, when the leader fails to apply a transformational leadership style where he articulates the vision and re-defines the strategy, the resistance increases further as employees are unclear about the goals and objectives they need to achieve as individuals as well as collectively (Eisenbach et al., 1999). Another potential solution of managing organisational change would be to conduct training programs and adopt situational leadership style.
The firm’s strategy of achieving cost leadership while maintaining the pace and quality of product development requires that it should, it focuses on value addition. In order to implement the proposed solutions, careful planning and formulation would be required. Apart from this, in helping leaders being aware of different leadership styles, leadership workshops should also be conducted.
In order to cut down costs while maintaining the core competency, the organisation should align its operations with the new strategy. In implementing the proposed solutions, the possible limitations that might be faced include the heavy investment costs associated with training. Furthermore, in identifying leadership styles, one of the factors that have been ignored is the number of cultural issues.
While implementing the solutions, another possible limitation is the effectiveness of the feedback.
Thus, by strategizing the change process and aligning the structure, the culture and the processes with the overall strategy, implementing the change process would be more effective, reducing any potential resistance of the employees through greater involvement and empowerment in decision-making. My name is Steve Jones and I’m the creator and administrator of the dissertation topics blog. It’s been 5 months now, and your post is great reminder that we need to keep paddling.
The world is changing the face of markets and financial conventions, with major implications for political and economic systems. It is therefore becoming increasingly important for leaders at all levels to act not only in their traditional roles as supervisors and managers, but also as transitional leaders or leaders who deploy a specific change management strategy whenever necessary. One meaning of managing change refers to the making of changes in a planned and managed or systematic fashion. Being a natural cycle the process typically goes around again and again, continuously of course. You may feel that this is pretty simple: just list what we do, how we do it and where it fits in and that part of the process is done. Tasks, equipment, work flow and procedures are clearly visible, as are the structures between jobs, the connecting “lines” between inputs and outputs. Whatever you decide, your change management strategies have to be achievable, measurable and specific.
However, “what” needs to change is only one part of the equation and you now need to add “how” the change is to be carried out.  How we get to the future is the “means” of getting you there or the tactics that underpin the overall change strategy. Whilst we shouldn’t stifle our enthusiasm to deal with it, it is also critical to ensure that our efforts are as focused as possible. By considering these issues carefully, we can quite accurately assess the need for change and the relative effort that it is likely to entail.
Our challenge is to be prepared to listen to people and pay attention to any other things may not be quite as we would prefer to see them.
It does this by helping us to think about the responses and inputs to our most challenging questions.
To truly understand the context of change, we also need to explore the things which lurk in the shadows of organizations.

Jon Warner is a prolific author, management consultant and executive coach with over 25 years experience. In order to post comments, please make sure JavaScript and Cookies are enabled, and reload the page. Apart from this, having a balanced strategic change is also a significant challenge since in order to achieve the balance, the organisation needs to assure that its internal management and resources are aligned with each other and with the external opportunities (Bordum, 2010).
In order to be aligned with the environment, there is a certain organisational structure and a strategic positioning required.
At times one change may lead to another change and while doing so, organisations encounter a number of issues.
As stated in the case, D2 required an urgent need for change management therefore it cannot go slow in bringing about the change and would require major transformations in its structure and human resource. The management needs to keep a balance between the organisational needs and the human needs since ultimately it is the human resource that needs to implement the change (Griffin and Moorhead, 2011). According to Bamford and Forrester (2003), using a middle-out approach would be of significant advantage in addressing the issue.
The 3 step model of Lewin is applicable here which suggests that the organisation needs to plan change management in three stages: unfreezing, moving, and re-freezing (Burnes, 2013). The situational leadership theory states that there is no one best style of management and the leader would have to either adopt a relationship-oriented style or a task-oriented style depending on the situation being faced (Griffin and Moorhead, 2011). This would mean cutting down costs by minimizing any wastage of resources and streamlining processes. The use the planned change model can be implemented by having a leader who first identifies the potential areas that require change in terms of employee attitude and behavior Also, while addressing the need for change, the leaders should first conduct a field force analysis to identify the factors that are for and against the change (Schwering, 2003). These might include assessment centres and activities where the management can be given different scenarios and asked to adopt an appropriate leadership style (Cummings and Vorley, 2009).
For example, the effectiveness of relationship-oriented style is not only dependent upon the organisational situation but also on the culture where it is operational.
Employees might be reluctant to speak up any negative feelings regarding the process or the feedback might be unstructured and more intuitive rather than formulized.
Also by applying the three-step planned approach to change, the employee attitudes would be more positive towards change, removing any ambiguities that might exist regarding the strategic change.
The strategic balance in a change management perspective. Society and Business Review, 5(3), pp. Strategic flexibility and change: an aid to strategic thinking or another managerial abstraction? Strategic Change Management, 13(5), pp. I stumbled upon your blog a while ago, and I have to be honest – I love the cartoons!
The worldwide web, integrated computer systems and robotics are just a few of the innovations that have made enormous differences to the way in which businesses and services can and do operate. In both small and large scale change however, often the best way to manage the transition or to have a deliberate “change management” approach. This is a role that focuses on guiding people through the changes inherent in all kinds of teams, departments and whole organizations today.
The aim is to more effectively implement new methods and systems in an ongoing organization. These things are typically managed in a very active way and are discussed regularly by managers.
The most important and most difficult factor relates to the impact of change on individuals and on the emotional well-being of the people. These often give us a new “context” for why the change might be happening, how it might be better managed and why it is important for us to deal with specific change related issues as willingly and positively as we can. Typically there is a fundamental level of “messiness” associated with life in complex organizations.
Then there is a covert or shadow side that we know exists even though we cannot see it from where we are standing.
Thus, the report would be identifying the issues and proposing relevant solutions and their implementation to manage change effectively, by using the 5D-Framework which comprises of definition, discovery, dream, design and destiny. When an organisation is undergoing strategic change, it needs to re-formulate its mission and strategies and thereafter align all its business operations with the overall strategy (Cummings and Vorley, 2009).
One of the key issues in the case was that there has been an outpaced growth of technology over the years and in order to meet that pace it needed to undergo significant innovation and get rid of the obsolete technology. Another key issue evident in the case was the autocratic leadership style and a centralized management as a result. This might cause D2 to lose out its competitive position in the market which would then be difficult to re-obtain since by focusing on cost reduction rather than value addition, maintaining the sustainability of operations is less likely to happen. While deciding which operations to shut down and which ones to expand, it has been taking into account the external environment and the returns it would get out of it.
The key issue in the case of D2 was that a feeling of mistrust and insecurity was occurring not only in the U.K.
This would involve giving the middle management the authority to lead the change under the supervision of the top management. In the case of D2, a sense of urgency was created and the change was seen more as an emergent one rather than a planned one. Similarly, motivational levels of employees would also have to be taken into account and the purpose of the chosen leadership style would be to boost employee morale and assure that they have a positive attitude towards the change.
The purpose of having such teams would mean greater diversity and flexibility among employees as well as greater coordination between different divisions and manufacturing facilities.
At the same time, it would also be adding value through the innovative tools and technology used. The firm should first start expanding its operations in France by investing in new technology and setting up the production design, it should then plan out staffing requirements and communicate the strategy to the employees in the U.K.
Therefore, in order to minimize the training costs, the management can focus on more informal ways of training such as in-house training where the costs of additional trainers and location can be saved. There might be differences in terms of collectivism and individualism, and power distances (Kirsch et al., 2012).
To overcome this limitation, the management can take anonymous written feedbacks and then re-evaluate performance after the feedback is taken into account, in order to measure its effectiveness. The Role of Agent Types in Detecting and Responding to Environmental Change Management. Human organisation, 71(1), pp.
Managing planned and emergent change within an operations management environment. International Journal of Operations and Production Change Management, 23(5), pp. Leadership and Organisational Change Management in a Competitive Environment. Business Renaissance Quarterly, 2(2), pp. Transformational leadership in the context of organisational change.Journal of Organisational Change Management, 12(2), pp. The impact of cross-cultural dynamics on change management. Cross Cultural Management, 19(2), pp. A Systemic Model for Managing and Evaluating Conflicts in Organisational Management Change. Systemic Practice and Action Research, 24(3), pp. Also, I really like your content, and I’m glad to see you’re planning on posting more again! In addition, we have seen a significant shift in the way that we work (and even where we work), the way we are educated and even the way that we often now progress our careers (which may now involve several very different job roles and in many different organizations). We therefore need to spend a little time in both defining the term “managing change” talking about the overall tasks that are involved in managing organizational change. If think about the analogy of a tree, what you see at first glance are the leaves, branches and at appropriate times, flowers and berries. What you will not see are the values, the culture and the operating norms of individual work groups. It is fundamental to effective organizational change management that people experience the absolute minimum trauma and distress. In the context of change, we have simply suggested that coherent change management strategies can and should be developed which take the whole picture into account as much as possible. While managing strategic change, implementation is more challenging than just designing the change. This required greater strategic flexibility which then bore a cost to the organisation since the employees resisted the change and job insecurity arose (Skordoulis, 2013). In identifying the change management areas, the management itself first made decisions and formulated the strategy, and then later informed the employees. However, in doing so, it has neglected the reaction that might be expected from the employees, and which could majorly impact and hinder any change management process that happens in the organisation.
In doing so, employee needs would be addressed in a better form since the line managers are more closely linked with the operational level staff and thus would be able to provide adequate feedback to the top management of how to create a link between the overall strategy and the needs addressed.
However, to make the change more sustainable, carrying out the planned approach would decrease employee resistance, since the unfreezing stage would first help in abandoning the old ways of doing work and preparing the employees for change. This strategy would have to be defined by the leader after taking employee opinion and feedback using the bottom-up approach and would then have to be implemented across the organisation.

This would include the consumer demand for more innovative auto components, availability of technology, upgraded technology in the other two manufacturing facilities and the identification of a new strategy. Also while change management is being implemented, the performance should be monitored and measured more frequently in order to understand employee behavior and their progress. Similarly, the organisation could identify change agents who are trained and competent enough before the change takes place and then these agents could help other employees in carrying out the change (Griffin and Moorhead, 2011). To overcome this limitation, the leader can identify the similarities in culture that can help employees adjust in the other two regions and make them aware of the differences to avoid any cultural shock.
Perhaps the most familiar instance of this kind of change is the change or “version control” aspect of information system development projects. However, below the surface is another set of structures that holds the visible parts down and gives them their foundation.
You will also not see the informal relationships or the loyalties that may exist between people and unless you take a “sideways” look, you may well miss the real motivating factors that affect performance and thereby potentially inhibit or accelerate a future change or transition.
This is not just so that you seem to be a caring boss or executive team; it is effective management that works towards change with minimal disruption to systems and output. While some things are clear, obvious and easy to manage, there are others which are more elusive, and even contradictory. And, this investment in change planning will make the change easier to handle for all concerned. Moreover, owing to the environmental pressures, it was significantly cutting costs and thus, had to face a trade-off between lowering costs and smooth flow of work. As the case stated that the decision was yet to be announced and the workers in UK might be shock to hear it since the firm had made heavy investments in the manufacturing plants.
Greater teamwork and participation of the workers would also be required to increase their motivational level and making the flow of communication more efficient.
For instance, D2 could have addressed the issue of mistrust among its employees in other regions as well as in U.K.
The drivers against change management would include employee resistance due to increased mistrust, decrease in morale in case of deployment and fear of exploring the new methods of working. In case of teamwork as well, the leader would have to assure that there is no group think that could result in in-group conflicts, and the goals of the team are aligned with that of the organisation (Raza and Standing, 2011).
Ein wesentlicher Aspekt im Change-Management liegt daher im Vorgehen des Change-FA?hrungsteams. There is a deep-rooted, hidden side of the tree and this applies just as much when thinking about organizational change too. The smooth flow of work would be disrupted since to lower costs, it would have to shut down some of its manufacturing facilities that are not producing enough and would have to redeploy staff to other geographic regions which would require a lot of planning and control. Moreover, while redeploying the employees from one geographic region to another, cultural issues might also be faced which would require heavy investments in training.
Leadership issues are also one of the reasons why organisations fail in managing the change.
This would also be accompanied with extensive training to avoid any ambiguity among the employees. Thus, once the forces are identified, in order to overcome any barriers, training programs should be conducted throughout the change process, that is, the unfreezing, moving and re-freezing stage. The management would have to be more decentralized in its approach by practicing open door policies and being on the floor to address employee needs.
Online video conferencing or virtual teams can also be formed where there could be cross-regional communication to assure that all its units are at the same pace and the goals of the organisation are communicated clearly across. Change management researchers and practitioners alike typically distinguish between a “knee-jerk” or reactive response and an anticipative or proactive response.
According to Alessa and Kliskey (2012), responses to environmental change management is required which can be done through change agents.
Thus, a greater resistance might be expected from the employees since they were not part of the decision making process and the organisation’s interests might then be in conflict with the interest of the employees (Banutu and Shandra, 2007).
Uncertainty often accompanies change and as a leader, one needs to minimize the uncertainty levels and create an environment of greater employee commitment and trust.
It should then also point out the alternative employment opportunities available and how these would be a better platform for their growth. These training programs should involve two way communications which would mean delivering the new company strategy to the employees and also taking their feedback on what concerns they have and how they think it can be improved further (Hoag et al., 2002). The alternative employment opportunities available for the employees need to be clearly identified before the change process in order to conduct the implementation smoothly.
Also by using internet as a platform for communication, organisation would be further saving on its time and costs in coordinating the teams.
VerA¤nderungen initiieren heiAYt, vor allem die beteiligten Menschen zu motivieren, diese A?ber den gesamten Prozess mitzutragen. The moving stage then would involve applying the change process such as re-structuring, changing leadership styles, re-articulating the vision or changing the strategic position. Similarly, while communicating the new strategy to the employees, the opportunities available to them should be delivered first, which could act as a buffer to the disappointment they might have on hearing the shutting down of operations.
Mit unserer erprobten Diagnosemethodik ermitteln wir unter Einbeziehung Ihrer Unternehmensstrukturen und Kompetenzen der Beteiligten den konkreten Entwicklungsbedarf. These environmental change agents would assure that the company’s strategy is in correspondence with the changes in the external environment.
This is when D2 should start shutting down its facilities and redeploying the staff where expansion is happening. Daraus erarbeiten wir gemeinsam mit Ihnen neue Strategien und leiten UmsetzungsmaAY-nahmen ab. In the case of D2, the changes in technology were an environmental pressure which required a change agent to manage it effectively and efficiently.
According to Ashman (2012), ‘redundancies have become an unwelcome necessity across all sectors of the economy’, and while strategy and procedure in change management are important, the third element, psychology, is not given much attention which focuses on how employee emotions need to be dealt with to prevent any resistance to change management. The moving stage would then be followed by the re-freezing stage where the new practices would be adopted in a more permanent basis by providing training and aligning the new behaviors with the organisational strategy and culture (Bamford and Forrester, 2003). Thus, this requires that to avoid such issues the message is communicated accurately while the sensitivity of such messages is taken into account adequately (Ashman, 2012). Many leadership concerns regarding change management are common issues, though, many are perpetuated by myths.So what are some of the biggest myths about change management?Change is easy – No, it’s not. Anyone who tells themselves change is easy has never lived through it or is choosing to pull the wool over their eyes. Change deals with transitioning individuals, teams, and organizations from a current state to a desired future state – the unknown.
This is normal – though not an easy process for people to go through.People will do what they’re told – Perhaps they will and perhaps they won’t. A good change management plan must account for governance, communications, training, and ongoing support. The plan also needs to be implemented by those skilled in change management in collaboration with trusted stakeholders throughout the organization.Leadership doesn’t need to be involved in the whole process – This one always makes my eyes roll! If ‘resistance coalitions’ are forming, that shared vision is probably to preserve the status quo. If others see that those resisting the change are getting minimized or let go, they’re likely to say screw it, and start a lil sabotage of their own.
Or worse, they could check out all together.We can make it happen fast – Some change can happen faster than others – but no change can be immediate. You need to set realistic expectations regarding the timing of completion and realistic expectations regarding milestones and measurements of success.
And whatever you do – don’t give up midway through the process!Technology will fix the problem – Technology can be helpful, in many ways, but it can also be a hindrance. In cases of technology change it is often easy to lose sight of the people side of change by focusing too much on the technical and process related changes. Many of the change efforts I’ve led involved technology (ERPs) as the enabler or catalyst for change – however that is all technology is – the catalyst. In most cases, businesses are changing to better serve their customers – so then why shouldn’t customers be involved in the change process? They should – or at least their opinions and concerns should be heard and addressed.Some smart person wrote a book with a model that worked great someplace else so we’ll use it here – Many, many, many, many (you get the gist) change management models and frameworks exist. I’ve got shelves full of them, many books by my peers, and most have served useful over the years in one way or another. Just because a certain model or framework worked well someplace else doesn’t mean it will work at your organization.
Every organization is different, every culture is different, and change management frameworks should be adapted to best suit the organization and type of change.Change itself is a process – managing it, leading it, achieving it is also a process.

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