Write synthesis of the course (change management. See uploaded courses session 1 and session 2)Summarize the main concepts and theorise of each session.
2 pages.
Présentation PowerPoint PROGRAMME MGE CHANGE MANAGEMENT 2019-2020 R u le s 1. Specific context: digital learning because of coronavirus outbreak 2. Every session starts with the highlights of the course via Teams 3. The rest of the session is autonomous work 4. Teams: please turn off your microphones 5. The chat is available for you to ask questions 6. Attendance: list of connected students At the end of the course, you will be able to : • DIAGNOSE A CHANGE SITUATION AND ADAPT YOUR MANAGEMENT ACCORDING TO THE CONTEXT • DECIPHER AND UNDERSTAND HUMAN BEHAVIOR IN THE CONTEXT OF CHANGE • PROPOSE WAYS OF SOLVING (TECHNIQUES, TOOLS) OPERATIONAL PROBLEMS RELATED TO CHANGE (RESISTANCE) • TRANSFORM HABITS AND PRACTICES BY FACILITATING THE APPROPRIATION OF CHANGE • FORMALIZE AND MANAGE A CHANGE MANAGEMENT PLAN PEDAGOGICAL OBJECTIVES Introduction EVALUATION Case study: Monography Group work Virtual Teams 40% Exam Individual Synthesis of the course and question 60% CASE STUDY MONOGRAPH OF AN ORGANIZATIONAL CHANGE Actual situation (current or past) Failure or success France or international Primary and secondary data Context (company presentation, history, service concerned…) Problem solving reasons for the change )Organizational Actors s Analysis of change management Criticism of piloting (management, managers, staffs) Recommandations (evaluation, deployment plan) April 20th Exam Your own understanding of the course’s main concepts and theories Your own reflexive opinion Empirical question about the current situation EXAM : SYNTHESIS OF THE COURSE Introduction 1 CHAPTER 1 INTRODUCTION TO CHANGE MANAGEMENT 2 CHAPTER 2 RESISTANCE TO CHANGE 3 CHAPTER 3 LEADING CHANGE 4 CHAPTER 4 ASSESSING CHANGE 5 WORK ON CASE STUDY COURSE PLAN CHAPTER 1. INTRODUCTION TO CHANGE MANAGEMENT WHAT IS CHANGE? WHAT ARE THE DIFFERENT TYPES OF CHANGE? WHAT ARE THE DIFFERENT STAGES OF CHANGE? HOW TO LEAD A CHANGE PROCESS? Introduction OUTLINE OF THE SESSION Part 1 Part 2 Part 3 • Change and its context • The organization exposed to change • Diagnosis of change PART 1 Introduction WHICH KEYWORDS ? Introduction WHO IS INVOLVED? The teams The management The top management CEO Manager 1 Collaborator 1 Collaborator 2 Manager 2 Collaborator 3 Introduction WHY CHANGE? Guaranteeing your survival Staying in the competition Going to conquer Ensuring your development « ADAPT OR DIE » Introduction WHY CHANGE? « Sooner or later, something vital will change in your work environment » Introduction The robots or us : are we condemned to change jobs? Introduction Introduction A PARADIGM SHIFT ? Introduction A PARADIGM SHIFT ? Introduction Source: McKinsey Global Institute, 2017 IMPACT OF AUTOMATION ON BUSINESS LINES By 2030 375 million people forced to change jobs (14% of the world's workforce) Developed countries mainly concerned All trades impacted, no sector preserved BUT processed trades not removed Most threatened occupations: related to machinery, fast food, administrative, etc. Occupations least threatened: expertise, human relations (teaching, management) PART 2 CHANGE Definition of a concept Introduction Define Manage Pilot Accompany Evaluate COMPANIES MUST LEARN HOW TO… … CHANGE Key idea: Change is an essential component of the life of organizations. It can concern a wide range of management areas. Introduction CHANGE : A DEFINITION «The transition from a current state to a desired state, from a current original situation, considered inadequate, to another considered more appropriate, which better meets the requirements of the environment or the new aspirations of the people concerned ». Laurent Bélanger, 1994. Change as a break in balance Introduction Change can also be defined as comme : A substantial change in the organization… … that impacts the various stakeholders of the organization (managers, employees, top managers, shareholders, suppliers, customers, etc.) WHAT IS CHANGE? Introduction Change is defined as a transformation that takes place at the level of : Structure Persons Culture Techniques WHAT ARE WE TALKING ABOUT? Introduction WHAT HAPPENED? Introduction WHAT HAPPENED? Introduction WHAT HAPPENED? Introduction WHAT HAPPENED? Introduction WHAT HAPPENS? Introduction WHAT HAPPENED? Introduction TRIGGERS FOR CHANGE Source: Pérugien, 2018 COMPLIANCE-ORIENTED → EXTERNAL REGULATIONS AND LEGAL STANDARDS • Labor code, Collective agreements, National cross-industry agreements • Suppliers, subcontractors • CSR and ILO GOAL-ORIENTED → ORGANIZATIONAL CONTEXT • Internal procedures • Achievement of goals FUTURE-ORIENTED → STRATEGIC CHANGES • Downsizing, mergers/acquisition, Investment PEOPLE-ORIENTED → SOCIAL SYSTEM • Social conflict, social climate deteriorated CATALYSTS Introduction CHANGE IS PERMANENT Introduction “CHANGE IS AN EVER-PRESENT FEATURE OF ORGANIZATIONAL LIFE… CHANGE COMES IN ALL SHAPES, SIZES AND FORMS” BURNES (2000) Introduction CHANGE, A CONSTANT CHALLENGE STABILITY MODEL Predictable (and not very dynamic) context) • For companies: Inertia of structures and organizations (the era of the Glorious Thirties) • For individuals: a job for life and family stability INSTABILITY MODEL Turbulent (and hyper-competitive) context) • Companies evolve daily • Individuals are trained throughout their lives (change jobs and companies several times during their careers) Source: Autissier et Moutot (2010) Introduction Source: Autissier et Moutot (2010) MOST COMMON CHANGES #1: Creation of a new product and/or service #2 : Change of information system #3 : Implementation of a new organization #4 : Deployment of a new strategy #5 : Enforcement of a law or regulation #6 : Implementation of a new management system #7: Creation or modification of the corporate culture Introduction Analysis of context, content and processes Analysis of human behaviour Formulation of a change strategy Implement- ation of the change Assessment and sustainabili- ty of change THE STAGES OF CHANGE PART 3 Introduction The first step in the change process consists in carrying out a diagnosis. The diagnosis focuses on three elements: -the content of the change -the context of change and -the change process. DIAGNOSIS, A KEY STEP IN ANY CHANGE Introduction Analysis of the content "What's changing" Context analysis "In what and why it changes" Process analysis "How it changes" Source: Pettigrew (1985, 1990) THE CONTEXTUALIST METHOD CONTENT PURPOSE AND EXTENT OF THE CHANGE PROCESS SPEED, DURATION AND FORM OF CHANGE CONTEXT (INTERNAL AND EXTERNAL) REASONS FOR THE CHANGE Introduction 42 OBJECTS OF CHANGE The organization's strategy (vision, positioning, activities, geographical areas , etc.) The structure and organisation chart Power relations The mission and values of the organisation The products or services of the organisation Individual or organizational skills Operational or administrative procedures Introduction EXTENT OF CHANGE The extent of change refers to the gap between the initial situation and the desired outcome. REALIGNMENT TRANSFORMATION Introduction • EXOGENOUS (IMPOSED CHANGE) • ENDOGENOUS (VOLUNTARY CHANGE) INTENTIONALITY • Marginal (gradual change) • BRUTAL (DRASTIC CHANGE) DIFFUSION SPEED OF CHANGE Introduction PRESCRIBED CHANGE CONSTRUCTED CHANGE CRISIS CHANGE ADAPTIVE CHANGE GRADUAL BRUTAL COMPULSORY VOLUNTEER FORMS OF CHANGE Introduction Source: Mintzberg et Westley (1992) Rather abstract More concretely ORGANIZATIONAL CHANGE Culture Structure Systems People STRATEGIC CHANGE Vision Positioning Plans and programmes Infrastructure THE NATURE OF THE CHANGE Introduction FOCUS ON A RADICAL CHANGE MERGERS: WHAT ABOUT THE UPHEAVALS? Introduction INDICATIVE BIBLIOGRAPHY •Autissier et Moutot (2010). Méthodes de conduite du changement: Diagnostic, Accompagnement, Pilotage, Dunod. • Burnes (2000). Managing change, Prentice Hall. • Pettigrew, A. M., (1987), « Context and action in the transformation of the firm », Journal of Management Studies, vol.24, n°6, pp.649-670. 49 PROGRAMME MGE SEE YOU SOON ! Présentation PowerPoint MGE PROGRAM CHANGE MANAGEMENT 2019-2020 Resistance to Change 1 CHAPTER 1 INTRODUCTION TO CHANGE MANAGEMENT 2 CHAPTER 2 RESISTANCE TO CHANGE 3 CHAPTER 3 LEADING CHANGE 4 CHAPTER 4 ASSESSING CHANGE 5 CASE STUDY COURSE AGENDA SESSION 2. RESISTANCE TO CHANGE HOW DO INDIVIDUALS HANDLE CHANGE FROM A PSYCHOLOGICAL POINT OF VIEW? WHAT ARE THE DIFFERENT FORMS OF RESISTANCE TO CHANGE? WHAT ARE THE ATTITUDES TOWARDS CHANGE? • Resistance to Change SESSION OUTLINE Part 1 Part 2 Part 3 • Individuals facing change • Forms of resistance • Rationality, conflicts and power PART 1 Resistance to Change Remember a situation when change was imposed to you How did you experience it? What did you feel? YOUR REACTION TOWARDS CHANGE INDIVIDUALS FACING CHANGE Understanding reluctance and fears Resistance to Change REACTIONS FOLLOWING THE ANNOUNCEMENT OF CHANGE Resistance to Change What is going to happen to me? Am I implied? With whom am I going to work from now on? Are my working conditions going to be affected?What am I going to lose? Will I have the means to face the new rules of the game? What will be the concrete use? Why would we want to change ? What do I have to win? How is this change going to impact my worklife balance? QUESTIONS Resistance to Change EMBRACING CHANGE Resistance to Change BEHAVIORS Resistance to Change EMOTIONS THE EMOTIONAL WHEEL Resistance to Change EMOTIONAL INTELLIGENCE Source: Kets de Vries et Miller (1988 ) et Lewin (1947, 1951) CHANGE REJECTION AND ADOPTION REJECTION ADOPTION PSYCHOLOGICAL ASPECT BEHAVIOURAL ASPECT Source: Kets de Vries et Miller (1988 ) THE PSYCHOLOGICAL PHASES OF CHANGE #1 Shock Paralysis with some moments of panic and bouts of anger. #2 Incredulity Powerful desire and search for what has been lost; incredulity, irrationality, remorse and sadness. #3 Rejection Rejection of ways of thinking, feeling and acting; disorganization and despair. #4 Awareness Reconstruction of the world of representations, self- redefinition, examination of conscience and acceptance of the new reality. THE BEHAVIORAL PHASES OF CHANGE Source: Lewin (1947, 1951) #5 Unfreeze The players become fully aware of the change and bring into question the current state of the organizational practices. These are thus investigated and discussed. #6 Move The players begin the transition to the organization sought. Former practices are progressively abandoned and new ones take their place in the organization. #7 Freeze The new practices are institutionalized. The players consider them as forming an integral part of internal operation. The organization reaches a new state of balance. Resistance to Change THE STAGES OF GRIEF (ELISABETH KÜBLER ROSS, 1969) Resistance to Change THE STAGES OF GRIEF (ELISABETH KÜBLER ROSS, 1969) Resistance to Change THE CHANGE CURVE Source : Cynthia Scott et Denis Jaffe, 1988 PART 2 Resistance to Change Not all individuals resist change There are many different behaviour patterns among people faced with change • They depend on the individual people and groups of people • They can vary in a given person depending on the moment and the context ATTITUDES TOWARDS CHANGE Resistance to Change Opponents Passives Proactives ATTITUDES TOWARDS CHANGE Source: Autissier & Moutot (2003) Resistance to Change Collerette and Schneider (1996) Active opponent Passive opponent Indifference Ambivalent Passive supporter Active supporter Herscovitch and Meyer (2002); Meyer et al. (2007) Active resistance Passive resistance Resigned conformity Cooperation Active support/ champion Orth (2002) Active resistance Passive resistance Passive support Active support Lapointe and Rivard (2005) Agressive resistance