Reflective Diary on Change Management

Reflective Diary on motley bag concernABSTRACTThis line states my separate reflection during the earn at of learnedness CHANGE MANAGEMENT module. This covers personal viewpoint of my recognize on the issues of transmit. The later(prenominal)(prenominal) part of the report argues on the constructive and destructive mathematical function of exemption as a part of veer serve well. This analysis is utilise to the ecesis (water utility) where assortment has been experienced.INTRODUCTIONIt is non the strongest species that survive, nor the intelligent, alone the ones who ar near responsive to diverge- Charles Darwinto cope with a changing world, an entity must develop the mental ability of shifting and changing of developing current skills and attitudes, in short, the capacity of learning A De Gues, The Living Comp eachThis report has been written as a part of my module course bring in to state my personal views and experience on various issues of tack. The rep ort also emphasizes on the opposite to win over and its impact on the remove process.I was a bit strain before the module started because as a database student I had no prior fellowship of smorgasbord charge but after the ending of the module I concur gained pretty good knowledge on flip concern in an governance and issues involved in it.In todays economy, dislodge is each-pervasive in disposals. It happens continuously, and often at rapid, because metamorphose has become an free-and-easy part of organizational dynamics. in that respect ar 2 types of scarper in an organization viz. normal deli very process, where the main business of the organization is done and the depart activities, whereby necessary neuter is made to the business and the demeanor it is done. Change externally appears to be changing crinkles, places, products etc. but rattling occurs first inside peoples heads. It has both positive and negative effect.Change Management rear be defined in 3 government agencysThe projection of Managing Change It is the task of managing transplant. Managing change itself has 2 meanings. Firstly, it refers to the fashioning of change in a planned and managed or musical arrangementatic fashion. The aim is to implement forward-looking-sprung(prenominal) methods and systems in an ongoing organization. This type of change occurs in culture system development projects. Secondly, it refers to the response to changes over which the organization exercises little or no control.An Area of professional Practice There argon change worry experts/change agents who claim that they swear egress clients manage the changes they face or help the clients make changes.A Body of Knowledge There is large, reasonably gummy albeit elective body of knowledge underlying the change management practice session and on which most practitioners agree. It consists of various models, methods and techniques, tools, skills and other(a) forms of knowledge. A ll the practitioners are corporate by set of concepts and principles known as General Systems Theory (GST).WHAT bugger off I LEARNT?From the course module Change management and Systems Implementation I have learnedDefinition of Change management As depict above.Nature of change Before implementing change the nature of change is analysed. third various take aims of change are understood viz.Alpha level ChangeBeta Level ChangeGamma Level ChangeThe Change Process The process of change has 3 basic stagesUnfreezing changingRefreezingThis is based heavily on Kurt Lewins Adoption of the systems concept of homeostasis of dynamic stability.Force-Field psychoanalysis identify driving and restraining forces and try to increase the driving forces and reduce the restraining forces. military man Issues in Change enemy to Change.Change Diagnosis.7- s Framework.Culture and outline in Change Management.Strategy safaris.Various personality types involved in CM.From the overall module, the t opic foeman to change excited me a lot. I enjoyed that session in class and have also done particular reading and research on that topic from web. The later part of the report describes my views on various issues of rejectance to Change in some(prenominal) organization and how I applied those issues to the organization where change has been experienced. subway TO CHANGEResistance is an inevitable response to change and leave alone exist in any(prenominal) organization. It may happen at all levels of an organization. It is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them. It back stimulate healthy discussion. Resistance is the last thing management needs during change process. In many instances if pervasive, safeguard to change will have noisome effects for the unit of measurement program. It may bring the change into disaster or worse collapsing the whole organization. It must non be ignored.Resistance may take many forms, including active or passive, overt or covert, individual or organized, aggressive or timid.Initially resistance was seen as an reproving thing a harmful problem that must be right away resolved in anyway in order to achieve a victoryful change. In the early days Management experts agreed that resistance will bring nothing but unconstructive consequences to management as in that location was lack of support from people especially at management level.Waddell in her diary Resistance a constructive tool for change management (1990) has found that resistance to change has long been renowned as a negative factor that may influence the success of any change process.She was supported by many experts want McGuire in her journal How to manage change (2003), Mabin in Harnessing resistance using theory of constraints to support change management (2001), Teare in Learning from change (2002), Karyn in her baptismal font study identifying resistance in managing resistanc e to change (2002) and Dym in his PhD motif Resistance in Organisations How to Recognise, Understand respond to it (1999).Mabin found a descry that reveals the prerequisites for a successful change raft, mission, culture, communication and leadership. If those pre-requisites are not met the whole change will fail due to what is often termed as resistance to change (Mabin, 2001).Teare from his analysis of polar scenarios of changes argues that the best suited managers are those with entrepreneurial type who would examine problems as whole, willing to take risks to challenge constituted practices and view change as an opportunity rather than threat (Teare, 2002).The 4 factors for failure in managing change areLack of consistent leadership.De- propel ply kept in the dark.Lack of capacity bud flap cuts, no spend-to-save policy, short-run approach to investment, stressed out lag working hard hardly to stand still.Lack of initiative to do something different.McGuire listed 4 k ey factors for success when implementing change within an organizationPressure for change demonstrated of age(p) management commitment is all-important(a) for change.Leadership is doctorting others to do what they want to do because they want to do it EisenhowerPressure is the 1st thing that triggers change and it may come from external or internal organization (McGuire, 2003). A positive message should be communicated throughout the organization of the need and the expression for change. Senior management should be supportive both privately and publicly and their commitment and the drive for change is essential if momentum is to be asseverate for in effect(p) implementation.Teare concern was more on organizational de-layering (Teare, 2003).A clear, donationd imaging must take everyone with you. This is shared agenda that benefits the whole organization. bloodline are nothing more or less than organizational of people nerve-wracking to a jointly defined prospective Pro fessor Howard H Stevenson, Harvard Business School.The managerial level of the organization should not only work towards the change process but they have to be able to see the vision and institute the change plan to finally achieve this vision (McGuire, 2003). Teare suggested that organization must focus on its desired outcomes during the change process. The managers should be motivated with recognition of their achievements and should participate in change learning process.Exploring Capabilities Provide the resources clock sentence and finance.More business is lost every year through indifference than through any other cause Jim CathcartAccording to McGuire organization should analyse its capabilities in betraying with change. It needs to know its existing capabilities, the abilities those may be required during the change process (McGuire, 2003).Action Plan plan, do, check, act and keep the communication channels open.We are what we repeatedly do. Excellence then, is not an act, but a habit AristotleFollow the management methodologyPLAN DO CHECK ACTA handy formulae to deal with resistance positively and effectively isD x V x F = R, whereD = DissatisfactionV = visionF = First (or next) stepsR = Resistance to changeThis says that Dissatisfaction, Vision, and First Steps are all necessary in order to overcome Resistance to change.The model most commonly utilise to illustrate elements of change and resistance to change is lewins force-field analysisAccording to this model, pressure sensation for change threatens stability and thus increase the power of forces maintaining the system. The most effective way to bring about change is to reduce the forces of resistance. Both forces (change and resistance to change) exist within the system and if the system depicts an interaction, the forces need to be conceptualized as interactive.According to kotter and Schlesinger (1979), there are four reasons that certain race Resist ChangeParochial self-interest some people are have-to doe with with the implication of the change for themselves and how it may affect their own interests rather than considering the effects for the success of the business.Misunder stand up communication problems and inadequate information.Low tolerance to change certain people are very keen on earnest and stability in their work.Different assessments of the situation some employees may resist on the reasons for the change and on the advantages and disadvantages of the change process.The main reasons for employee resistance areA lack of awareness about the change i.e. when the reason of change is unclear. Ambiguity where it is about costs, equipment, and jobs can trigger negative reactions among users.Comfort with the ways things are and business transcription of the unknown.When the proposed users have not been consulted about the change, and it is offered to them as an effect fact.When the change threatens to modify established patterns of working r elationships between people.When the communication about the change timetables, personnel, monies, etc. has not been sufficient.When the benefits and rewards for reservation the change are not seen as adequate for the trouble involved.When the change threatens jobs, power or spot in an organization.Fear of failure.Personality conflicts.Loss of status and/or job security.Lack of tact and/or poor timing.Disruption of cultural traditions and/or group relationships.The risk of change is seen as greater than the risk of standing still. throng have no role models for the pertly activity.People cultism that they lack the competence to change.People feel overloaded and overwhelmed.People have healthy scepticism and want to be sure new ideas are sound.People fear hidden agenda as among would-be reformers.People anticipate loss of status or quality of life.People sincerely believe that the proposed change is a bad idea.The different ways to deal with resistance to change areFacilitation and Support Where people are resisting change due to ad exceptments problems, Managers can head off potential problems by creation supportive of employees during difficult times. Managerial support help employees deal with fear and anxiety during transition period.Education and Communication Where there is lack of information or inaccurate information and analysis. Educate people about the change effort beforehand. Up-front communication and education helps employees see the logic in the change effort, this reduces unfounded and incorrect rumours concerning the efforts of change in the organization.Participation and participation Where employees are involved in the change process emotionally. When their hands are dirty, they discharge that dirt is not so bad, after all. They also justify their involvement to themselves and so persuade themselves that is the right thing to do.Negotiation and agreement When the other person cannot be easily persuaded, then they have to be presump tion order. The manager has to sit them down and ask what they are seeking. Work out a mutually agreeable solution that works just for them and just for you.Manipulation and Co-option Where the other tactics will not work or are too expensive. Co-option involves patronizing gesture in bringing a person into a change management grooming group for the appearance sake rather than substantive contribution. These leaders can be given symbolic role in decision making without threatening the change effort.Explicit and Implicit Coercion Where speed is essential and to be used only as last resort. Managers can explicitly or implicitly force employees into accepting change by making clear that resistance to change can lead to losing jobs, firing, transferring or not promoting employees.Depending on the degree and type of performance gaps, different organizational change interventions are designed to conserved resources and effectively close those gaps.The best way to understand resistance to change is to use the change management worksheet. This should be filled out separately by people in an organisation and then discussed. This tells the reasons why people in your organization resist change.RESISTANCE TO CHANGE IN BRITISH GAS British Gas was create in 1940 and it commenced its operation in 1948 with the mission of supplying gas in Great Britain. By 1950 it became one of the monopolies among the various gas providers in the suss outet.There vision is to be a leading supplier of energy and connect dos in there chosen market and to build opinion in Europe.There mission is to create value for there share holders and to provide cost effective services for optimum satisfaction of the guests by enabling good environment. They view them selves as partners with there customers, suppliers and share holders by creating value and prosperity for all the stake holders and there respective fraternity at large.The main aim for change in this company to purify customer servi ce in order to save time and improve corporation competitiveness.BRITISH GAS IN THE PASTIn the former(prenominal) British gas had very complex system. The staff has to use different software for different queries. Customers services are not up to the mark as the salutation and DPA was very lengthy and customers has to wait for long time in the queue to get there queries resolved. There were different division for different services.British gas followed the strategy safari planning school. The new changes and implementations include drastic change in IT, better customer service user friendly software, maintaining integrity, training and recruiting new staff and providing more choices to the customer.The level of change in British gas is Alpha change. The alpha change includes implementation of effective software in order to improve customer satisfaction, improved IT infrastructure which leads to success in their business. Through the change is comminuted its implications are large .From the Force-Field analysis, the driving forces and restraining forces are identified. The driving forces includeCustomers willing to change to the new system.Later support from the staff (Willing to work overtime to get trained to new software.) though there was initial criticism.Instant cheers by management members to change the present system.The restraining forces includeFew staff unwilling to adapt to new software as they have to get trained again.Requires extra investments for developing, installing and maintaining new software.RESISTANCE TO CHANGEAs a customer service agent working in British gas I have experienced this alpha level change of software in the implementation of queries from the customers. The change was declared by high management people (My team leader) very suddenly. There was a mixed reaction from the staff, some have welcomed the idea but few contrary it.There was a initial criticism in the staff because of the quest reasonsComfort with the way things and fear of unknown.Fear of failure.Personality conflict.Lack of awareness.People had no role models.The change was surprise.Parochial self-interest.Unwilling to adopt new system.Misunderstanding.Different assessment of situations.Though there was initial criticism, the staff later cooperated very well in the change process as the management as taken necessary steps to deal with resistance likeThey had facilitated the staff that had trouble working overtime to get trained to the new software.They educated the staff the reason for change and benefits of new software (how it will be better to them.)They got the people involved in the change process by encouraging them to take part emotionally.They had to sit down and work out mutually with the staff on the implementation of change.As there was pressure of drive from the management, communicated there vision to the staff in an intelligible way and supplied the various available resources and acted upon the change towards its successfu l implementation. The staff later realized the advantages of new software as it reduced most of their work upon acting the queries from customers and made their job very easy and welcomed the idea without any contempt.CONCLUSIONAfter completion of this module I gained enough knowledge about the concept of Change Management and its implications. I enjoyed the module thoroughly. This knowledge will be very much useful for me in the future understanding of the change process in any organization I work for. The various concepts covered in this module have been very useful. The case study has given a practical experience of what all I have learnt in this module by providing a real-life scenario.