Submitted to : Dr.

Asad Ali Shaikh

Course code: MGT619

Submitted by: Muhammad Qasim

BM-26464
BM26464 Change Management Strategies
“Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving that up.”
Kenneth Benne and Robert Chin

[E-R]
Empirical-Rational Strategy – Here assumption is employee are rational i.e. they

Empirical
always keep their self-interest in mind, and will support change once they
understand how change will benefit them. Change is based on the how the

Reeducatve Ratonal
information related to change is communicated to them and what incentives are
offered.

Strategy [E-A] Strategy [P-C] Strategy [N-R]

Normatve-
Normative-Reeducative Strategy – Here assumption is employees are social beings
and will adhere to cultural norms and values. Anyone going against norms and
values may face boycott. Change is based on redefining and reinterpreting existing
norms and values, and developing commitments to new ones.

Coercive
Power-Coercive Strategy – Here assumption is employees are basically compliant

Power-
and will generally do what they are told or can be made to do. Change is based on
the exercise of authority and the imposition of sanctions.

Environmental
Environmental-Adaptive Strategy – Here assumption is employees will oppose any

-Adaptve
loss and disruption due to change, but they are also adaptive i.e. will adapt to new
situation since they don’t have any other option. Change is based on building a
new organization and gradually transferring people from the old one to the new
one.

References https://vivifychangecatalyst.wordpress.com/2015/06/24/kenneth-benne-robert-chin-and-change-management-strategy/
http://www.nickols.us/four_strategies.pdf
 Change Management Models Analysis
Model Descripton Benefit Limitatons Purpose Supports

Allows strategic and vision Organizational

Four step process, with overall coverage of alignment of organizational No process for revision or change
Bullock & Batten ITIL
the processes involved think tanks to implement realignment of change management
succesfull change model

Allows organization to Specific to dissatisfactions Organizational

The Beckhard Harris change model focus on employee faced, doesn’t account for change
Beckhard & Harris describes the conditions necessary for dissatisfaction and ITIL/SIX Sigma
future or unknown management
change to occur with the help of equation minimize it using processes challenges model
and tools

Organizational
Provide guidance and
Seven structural model that focuses on a change
McKinsey 7s focuses on whole very complex model ITIL/SIX Sigma/PMI
holistic approach to change management
organization model

Organizational
Three steps- unfreeze, change and refreeze Simple steps to combat No mechanism for ongoing change
Lewins emotional resistance and Six Sigma/Lean
process of change change management management
opposition model

Organizational
Lack of measurement
Steps to encourage new behaviors for Provides an eight step change
Kotters criteria and time Six Sigma
successful organizal change actionable checklist management
consuming processes model

Individual
Rewards individual change Cumbersome process for
Five step process: Awareness, Desire, Change
ADKAR in organizational change ITIL
Knowledge, Ability, and Reinforcement large organizations Management
process Model
 Change Management Inter Models Alignment
Model Phases
Bullock & Batten Exploration Planning Action Integration
Beckhard & Harris Dissatisfaction Vision Practical First Steps Resistance
McKinsey 7s Shared Values Strategy/Structure Skills / Style Systems Staff
Lewins Unfreeze Change Refreeze

Sense of urgency/Form a Powerfull Remove obstacles/Create

Kotters Communicate Vision Build on Change Anchor Change
Coalation/Create a strategic vision short tem wins

ADKAR Awareness Desire/Knowledge/Ability Reinforcement

 Bullock and Batten Change Model

Bullock and Batten’s Integrative Model for Planned Change Analyzed over 30
models of change management and arrived at their own 4-phase model.
Bullock and Batten (1985) developed an integrated four-phase model for
planned change comprises of :

- Exploraton occurs when managers confirm the need for change and
secure resources required to achieve it
- Planning, occurs when key decision makers and experts create a change
plan that they then review and approve
- Acton occurs with enactment of the plan. There should be opportunities
for feedback during the action phase
- Integraton occurs when the changes have been aligned with the
organization and there is some degree of formalization, such as through
policies and procedures in the organization.

1
Exploraton Phase
Any organisation identifying, for example, a recurring problem or encountering new legislation is also identifying a need for
change. Management will begin to explore the change need and what resources are required to implement the change. To support
the organisation at the time of instability a search may be made for an outsider or facilitator.
In other words, someone who can help with the change process.

Planning Phase
During the planning phase the organisation is making moves to understand exactly what its needs are. Thorough examination and
understanding is necessary to build a realistic plan. Processes to move the planning phase along include, diagnosing the problem,
collecting information, establishing goals and examining how these goals can be achieved. There is also a need to identify where
support will come from – whether externally or internally, in order to move from planning into the next stage of Action.
 Planning Phase
During the planning phase the organisation is making moves to understand exactly what its needs are. Thorough examination and
understanding is necessary to build a realistic plan. Processes to move the planning phase along include, diagnosing the problem,
collecting information, establishing goals and examining how these goals can be achieved. There is also a need to identify where
support will come from – whether externally or internally, in order to move from planning into the next stage of Action.

3
Acton Phase
The action phase builds upon what has been done during the planning phase. This means staging, prioritising and implementing
the strategy that has been determined. It also includes evaluating the activities as they develop, and making any necessary
adjustments.

4
Integraton Phase
Once the change has been implemented, the phase of integration follows. The change needs to become an integral part of the
organisation’s natural structure and routine. Therefore the processes are built around maintaining your change and ensuring it is
accepted in the organisation. Maintaining feedback and reinforcing behaviour which drive the change are important.
 Beckhard-Harris Change Model

The Change Formula and model of Beckhard and Harris (1987) is actually attributed by them to David
Gleicher. It is a simple yet powerful tool that gives you a quick, first impression of the possibilities and
conditions to change an organization. The Beckhard Harris change model describes the conditions
necessary for change to occur. The model specifies that organizations and individuals change when
- There is DISSATISFACTION (D) with the current state (of whatever the focus of change might be), and,
- There is a clear and shared VISION (V) of a preferred future, and,
- There is an acceptable FIRST STEPS (F) Roadmap to achieving the Vision, and
- The product of D x V x F is greater than the existing RESISTANCE to change among those whose
support is required for successful implementation.

These conditions give rise to a change formula: D x V x F > R

If the product of these three factors is greater than R = Resistance then change is possible. Because D,
V, and F are multiplied, if any one is absent (zero) or low, then the product will be zero or low and
therefore not capable of overcoming the resistance.

To ensure a successful change it is necessary to use influence and strategic thinking in order to create
vision and identify those crucial, early steps towards it. In addition, the organization must recognize and
accept the dissatisfaction that exists by listening to the employee voice while sharing industry trends,
leadership ideas, best practices and competitor analysis to identify the necessity for change.

D = Dissatsfacton with the Present / Status Quo:

• We must be clear why things need to change
• We need to articulate why it is unacceptable and undesirable to conduct business in the same way
• If we, and our people, are not dissatisfied with the present situation, then there is no motivation to change.
• Managers and Supervisors need to provide your organizational cases for change here. You should include the perspectives of the three publics:
--Shareholder Perspective (i.e. market share, revenue, cost of goods)
--Customer Perspective (i.e. customer satisfaction, quality)
--Employee Perspective (i.e. employee satisfaction, turnover)
 D = Dissatsfacton with the Present / Status Quo:
• We must be clear why things need to change
• We need to articulate why it is unacceptable and undesirable to conduct business in the same way
• If we, and our people, are not dissatisfied with the present situation, then there is no motivation to change.
• Managers and Supervisors need to provide your organizational cases for change here. You should include the perspectives of the three publics:
--Shareholder Perspective (i.e. market share, revenue, cost of goods)
--Customer Perspective (i.e. customer satisfaction, quality)
--Employee Perspective (i.e. employee satisfaction, turnover)

2
V = Vision of the Future:
• It is critical the employees fully understand and can picture
--our future as an organization and
--their place in the new organization.
• Supervisors/Managers need to share their vision for the future organization:
--Share where the organization is headed to remove/reduce dissatisfiers
--Make sure you describe the future in a way that is very clear and easy for anyone in the organization to envision.

3
F = Practcal First Steps:
• Employees still need one important factor: their role.
• Supervisors/managers need to make sure each employee understands what steps they need to take in order for this change to be successful:
--they need to know what to do to prepare themselves for the change (i.e. skill development),
--they need to know how they will be contributing to the successful implementation of changes (i.e. reengineering, job changes).

R = Resistance
In order that the product of Desire, Vision and First Steps is great er than the Resistance to change, it is important to have a method of gauging the
degree and nature of resistance. Organizations do not resist change people do. And although they resist change for highly personal reasons, there are
some general principles. People resist change when they :
- believe they will lose something of value in the change (status, belonging, competence)
- lack trust in those promoting or driving the change
- feel they have insufficient knowledge about the proposed change and its implications;
- fear they will not be able to adapt to the change and will not have a place in the organization;
- believe the change is not in the best interests of the organization;
- believe they have been provided insufficient time to understand and commit to the change.

It’s not that people resist change; it’s just that they resist “being changed“
R = Resistance
In order that the product of Desire, Vision and First Steps is great er than the Resistance to change, it is important to have a method of gauging the
degree and nature of resistance. Organizations do not resist change people do. And although they resist change for highly personal reasons, there are
some general principles. People resist change when they :
- believe they will lose something of value in the change (status, belonging, competence)
- lack trust in those promoting or driving the change
- feel they have insufficient knowledge about the proposed change and its implications;
- fear they will not be able to adapt to the change and will not have a place in the organization;
- believe the change is not in the best interests of the organization;
- believe they have been provided insufficient time to understand and commit to the change.

It’s not that people resist change; it’s just that they resist “being changed“
 McKinsey's 7S Change Model

McKinsey 7-S framework. Developed in the early 1980s by Tom Peters and Robert Waterman,
two consultants working at the McKinsey & Company consulting firm, the basic premise of the
model is that there are seven internal aspects of an organization that need to be aligned if it is
to be successful. The 7-S model can be used in a wide variety of situations where an alignment
perspective is useful, for example, to help you:
- Improve the performance of a company.
- Examine the likely effects of future changes within a company.
- Align departments and processes during a merger or acquisition.
- Determine how best to implement a proposed strategy.

The McKinsey 7-S model involves seven interdependent factors which are categorized as either
"hard" or "soft" elements:
"Hard" elements are easier to define or identify and management can directly influence them:
These are strategy statements; organization charts and reporting lines; and formal processes
and IT systems.Hard Elements: Strategy, Structure, Systems.
"Soft" elements, on the other hand, can be more difficult to describe, and are less tangible and
more influenced by culture. However, these soft elements are as important as the hard
elements if the organization is going to be successful. Soft Elements: Skills, Style, Staff, Shared
Values.

1
Strategy: Strategy is a plan developed by a firm to achieve sustained competitive advantage and successfully compete in the market. What does a well-
aligned strategy mean in 7s McKinsey model? In general, a sound strategy is the one that’s clearly articulated, is long-term, helps to achieve competitive
advantage and is reinforced by strong vision, mission and values. But it’s hard to tell if such strategy is well-aligned with other elements when analyzed
alone. So the key in 7s model is not to look at your company to find the great strategy, structure, systems and etc. but to look if its aligned with other
elements. For example, short-term strategy is usually a poor choice for a company but if its aligned with other 6 elements, then it may provide strong
results.

Structure: represents the way business divisions and units are organized and includes the information of who is accountable to whom. In other words,
structure is the organizational chart of the firm. It is also one of the most visible and easy to change elements of the framework.
 Structure: represents the way business divisions and units are organized and includes the information of who is accountable to whom. In other words,
structure is the organizational chart of the firm. It is also one of the most visible and easy to change elements of the framework.

3
Systems: are the processes and procedures of the company, which reveal business’ daily activities and how decisions are made. Systems are the area of the
firm that determines how business is done and it should be the main focus for managers during organizational change.

4
Shared Values: are at the core of McKinsey 7s model. They are the norms and standards that guide employee behavior and company actions and thus, are
the foundation of every organization.

5
Style: represents the way the company is managed by top-level managers, how they interact, what actions do they take and their symbolic value. In other
words, it is the management style of company’s leaders.

6
Staff: element is concerned with what type and how many employees an organization will need and how they will be recruited, trained, motivated and
rewarded.

7
Skills: are the abilities that firm’s employees perform very well. They also include capabilities and competences. During organizational change, the question
often arises of what skills the company will really need to reinforce its new strategy or new structure.
 Kurt Lewin's Change Model

Lewin’s Change Management Model is one of the most popular and effective models
that make it possible for us to understand organizational and structured change. This
model was designed and created by Kurt Lewin in the 1950s, and it still holds valid
today. Lewin was a physicist and social scientist who explained the structured or
organizational change through the changing states of a block of ice. Kurt Lewin
developed a change model involving three steps: unfreezing, changing and refreezing.
The model represents a very simple and practical model for understanding the change
process. For Lewin, the process of change entails creating the perception that a
change is needed, then moving toward the new, desired level of behavior and finally,
solidifying that new behavior as the norm. The model is still widely used and serves as
the basis for many modern change models.

http://study.com/academy/lesson/lewins-3-stage-model-of-change-unfreezing-
changing-refreezing.html
https://www.cleverism.com/major-approaches-models-of-change-management/

1
Unfreeze: The first stage of the process of change according to Lewin’s method involves the preparation for the change. This means that at
this step, the organization must get prepared for the change and also for the fact that change is crucial and needed. This phase is important
because most people around the world try to resist change, and it is important to break this status quo. The key here is to explain to people
why the existing way needs to be changed and how change can bring about profit. This step also involves an organization looking into its core
and re-examining it.

Change: This is the stage where the real transition or change takes place. The process may take time to happen as people usually spend time
to embrace new happenings, developments, and changes. At this stage, good leadership and reassurance is important because these aspects
not only lead to steer forward in the right direction but also make the process easier for staff or individuals who are involved in the process.
Communication and time thus are the keys for this stage to take place successfully.
 Change: This is the stage where the real transition or change takes place. The process may take time to happen as people usually spend time
to embrace new happenings, developments, and changes. At this stage, good leadership and reassurance is important because these aspects
not only lead to steer forward in the right direction but also make the process easier for staff or individuals who are involved in the process.
Communication and time thus are the keys for this stage to take place successfully.

3
Refreeze: Now that the change has been accepted, embraced and implemented by people, the company or organization begins to become
stable again. This is why the stage is referred to as refreeze. This is the time when the staff and processes begin to refreeze, and things start
going back to their normal pace and routine. This step requires the help of the people to make sure changes are used all the time and
implemented even after the objective has been achieved. Now with a sense of stability, employees get comfortable and confident of the
acquired changes.
 John Kotter's Change Model

Kotter(2007)states “Leaders who success fully transform businesses do eight things

right (and they do them in the right order)”. Kotter’s original article by the same title
published in 1995 soon became a must read for organizational leaders planning and
implementing change. Kotter (1996) states while change efforts have helped improve
some organizations in the competitive markets, many situations have been
disappointing and the results have been disastrous for the employees and those in
charge. Kotter points out “the biggest mistake people make when trying to change
organizations is to plunge ahead without establishing a high enough sense of urgency
in fellow managers and employees”. The thought that this could not happen to our
organization is one of the main causes of failure while instituting organizational
change. Some changes take years and even after a number of years, they may fail for a
variety of reasons.

https://www.kotterinternational.com/8-steps-process-for-leading-change/

1 Establishing a sense of urgency

a. Examining market and competitive realities
b. Identifying and discussing crises, potential crises, or major opportunities
2 Forming a powerful guiding coaliton
a. Assembling a group with enough power to lead the change effort
b. Encouraging the group to work together as a team
3 Creatng a vision
a. Creating a vision to help direct the change effort
b. Developing strategies for achieving that vision
4

Communicatng the vision

a. Using every vehicle possible to communicate the new vision and strategies
b. Teaching new behaviors by the example of the guiding coalition
 Communicatng the vision
a. Using every vehicle possible to communicate the new vision and strategies
b. Teaching new behaviors by the example of the guiding coalition

5
Empowering others to act on the vision
a. Getting rid of obstacles to change
b. Changing systems or structures that seriously undermine the vision
c. Encourage risk taking and non-traditional ideas, activities and actions

6 Planning for and creatng short-term wins

a. Planning for visible performance improvement
b. Creating those improvements
c. Recognizing and rewarding employees involved in the improvements

7
Consolidatng improvements and producing stll more change
a. Using increased credibility to change systems, structures and polices that don’t fit the vision
b. Hiring, promoting and developing employees who can implement the vision
c. Reinvigorating the process with new projects, themes and change agents

8 Insttutonalizing new approaches

a. Articulating the connections between the new behaviors and corporate success
b. Developing the means to ensure leadership development and succession (Armstrong, 2006).
 CEO of Prosci® Jeff Hiatt's ADKAR

ADKAR model or theory of change is a goal-oriented tool or model which makes it

possible for the various change management teams to focus on those steps or
activities that are directly related to the goals it wants to reach to. The goals, as well as
the results derived and defined using this model, are cumulative and in a sequence.
This means that while using this model, an individual must get each of the outcomes
or results in a certain orderly fashion so that the change can be sustained and
implemented. The model can be used by managers of change to find out the various
holes or gaps in the process of change management so that effective training can be
offered to the employees. The following are some of the things for which this model
can be used:
-- To provide help and support to employees to go through the process of change or
transitioning while the change management is taking place.
-- To diagnose and treat the resistance shown by employees towards change.
-- To come up with a successful and efficient plan for the professional as well as
personal improvements of employees during the change.
http://www.change-management-coach.com/adkar.html
https://www.prosci.com/adkar/adkar-model

1 Awareness – of the need and requirement for change Understanding why change is necessary is the first key aspect of successful change. This
step explains the reasoning and thought that underlies a required change. Planned communication is essential. When this step is successfully
completed the individual (employee) will fully understand why change is necessary.
2 Desire – to bring about change and be a partcipant in it In this step the individual is able to reach a point where they make a personal decision
to support the change and participate in the change. Naturally a desire to support and be part of the change can only happen after full
awareness of the need for change is established. Building desire is partly achieved by addressing incentives for the individual and creating a
desire to be a part of the change.

Knowledge – of how to bring about this change The third building block of the model, providing knowledge about the change, can be achieved
through normal training and education methods. Other methods of transferring knowledge, such as coaching, forums and mentoring, are equally
useful, so don't limit this process to formal training. Two types of knowledge need to be addressed: knowledge on how to change (what to do
during the transition) and knowledge on how to perform once the change is implemented.
 Knowledge – of how to bring about this change The third building block of the model, providing knowledge about the change, can be achieved
through normal training and education methods. Other methods of transferring knowledge, such as coaching, forums and mentoring, are equally
useful, so don't limit this process to formal training. Two types of knowledge need to be addressed: knowledge on how to change (what to do
during the transition) and knowledge on how to perform once the change is implemented.

4 Ability – to incorporate the change on a regular basis In this model Ability is understood to be the difference between theory and practice. Once
knowledge on how to change is in place (theory) the practice, or actual performance of the individual, needs to be supported. This can take
some time and can be achieved through practice, coaching and feedback.
5 Reinforcement – to keep it implemented and reinforced later on as well This final stage of the model is an essential component in which efforts
to sustain the change are emphasized. Ensuring that changes stay in place and that individuals do not revert to old ways can be achieved through
positive feedback, rewards, recognition, measuring performance and taking corrective actions.