Organizational Behavior and its role in Change

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Course Rationale

Why people behave the way they do in organizations both as individuals and

in groups,

Able to apply your understanding in the practical, complex dynamics of the

workplace.

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Course Objectives

To develop an awareness of how critical the management of OB is to the

success or failure of organizations.

To develop an understanding of how and why people behave

in organizations both as individuals and in groups.

To emphasize the manager's role in nurturing and maintaining

positive and successful organization behaviour in his/her group, department,

division, or organization.

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Behaviour is an individual’s physical action or verbal statement.

Behavior is not what a person would like to do or thinks he/she should or

would have done.

Behavior is directly observable in that the action can be seen or the verbal

statement can be heard.

What is behaviourWhat is behaviour

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Session Overview

This session is situation based and will focus on Behaviors in change

initiatives.

At the end of the session you should have become acquainted with

1) How to assess ones Organizations readiness for change

2) How to assess ones own personal readiness for spearheading change

3) How to create a critical mass that will support and sustain the change

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Situation

Please take 5 -10 minutes to visualize a situation that you are currently a

part of and which involves change

Ideally something that you are playing a lead role in

The size and scale including the number of people likely to be impacted is

immaterial

Write down all the salient points about that situation that come to your mind

For eg: your Role , role of other mangers /leaders ,pain points , facilitators,

inhibitors etc

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Roles in Change initiatives

Executive Sponsor(s)have power to initiate and legitimize the change for everyoneChange Leadersmaintain power and proximity to the stakeholdersChange Agentsare responsibility to implement actions and form critical links between Change Leaders and StakeholdersStakeholdersare directly affected by, must contribute to, will benefit from, and will be accountable for sustaining future state performanceAmbassadorswant to achieve change but do not have sufficient authority; use their influence with others to support the initiatives

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Success of Change initiatives

50 % of systemic change efforts fail *

By failure one doesn’t mean outright failure but the fact that

• A lot of objectives remain unmet

• The inability to sustain change over time

There are innumerable studies , and theories on change . Lets look at 2

Beer, M, & Nohria, N. (Eds.). (2000). Breaking the code of change. Harvard Business School.

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Kotters approach

1. Establishing a sense of urgency2. Creating a guiding coalition3. Developing a vision and strategy4. Communicating the change vision5. Empowering employees for broad-based action6. Generating short term wins7. Consolidating gains and producing more change8. Anchoring new approaches in the culture

Kotter, J. P. (1996). Leading change. : Harvard Business School Press.

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LASTINGCHANGE

Readiness for Change*

Shared Vision

Leadership Capacity &

Commitment

EmployeeInvolvement& Capacity

Systems & Measures

4444 44 44 44

44 44 44

44 44 44 4444 44 44 4444 44 44 44

44 44 44 44 44

+ +++

“Formula” for Lasting Change : An international Big 4 Consulting Approach

No Action

No direction

No role models

No ownership

No results

LASTING

CHANGE

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Why do they fail

Insufficient buy in at the early stages

– Understanding and acceptance of the need for change:

– Belief that the change is both desirable and possible:

Lack of understanding of the facilitators and inhibitors

No clear plan ,definition of roles in the change effort, accountability and

sufficient passionate commitment– key change leaders not demonstrating their commitment to the

success of the change in an unambiguous manner

– Inability of leaders to handle the pressure exerted by the gap between

reality ( current state )and aspiration ( desired state)

Lack of critical mass that believes in the change

Not rewarding the new behavior & withdrawal of rewardsfor the old behavior

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What are the messages for us

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How does one assess Organizations readiness for change

Three broad areas

Management Style and Leadership

Individual Employee Behaviors and characteristics

Communication levels

Note : Refer handout and take 10 minutes to fill it out

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Guidelines for self assessment

If you are leading the change effort or are part of the leadership team please be non evaluative /non self critical when filling the inventory

Use the words employees and your team members interchangeably when need be.

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How does one assess ones own readiness for spearheading change

Critical competencies to spearhead change

Articulate the future : In terms of what it will look like ,implications and future opportunities the change may bring about

Manage Complexity and stability

Impact and Influence without Authority

Create and manage alliances

Self knowledge

Note : Refer handout and take 10 minutes to fill it out

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How does one create a critical mass

All organisations and systems develop a Status quo inertia

These are governed by belief, values , expectations , which have become individual and organization habits

These become self fulfilling prophesies

In order to help change them one needs to constantly provide

Information that will help people adjust to the change Skills needed to adjust to the change Help develop attitudes that will support the changeReward people for adopting the change

Note : Source : Article by John D Adams in OD practitioner

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How does one create a critical mass

Readiness to accept

Readiness to reject

10-15 %Immediate acceptors

20-25 %Early

adopters

20-25 %Late

adopters

20-25 %Skeptics

10-15 %Hard Core resistors

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How does one create a critical mass

Focus on the immediate adopters ( strong )supporters irrespective of their role and bring them together

Their shared interest in bring about the change will spark interest and ideas that will help convert the early adopters

This becomes your core group . Frequent interactions among this group and giving them roles in the change effort will build further momentum

Ensure no confrontation happened with the hardcore resisters . This will make the skeptics at times tilt towards the perceived underdogs

There is no clear number that is indicative of a critical mass

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If we are change agents we need to

•Understand change dynamics

•Communicate business case at many levels

•Coordinate key players

•“Light a fire” under sponsors

•Manage expectations proactively

•Understand how to influence (often without authority)

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Thank you