CHAPTER 10MANAGING CHANGES

Strategy in Managing Changes Education process for Change &

Improvement Actions Model / Method of Change

Management

BY: UK RAAI A/P CHEN GB120172

Definition:

The process, tools and techniques to manage the people-side of change to achieve a required business outcome. (Prosci Inc.)

Refers to a set of basic tools or structures intended to keep any change effort under control with the goal to minimize the distractions and impacts of the change (Kotter, 2011).

10.1 Strategies in Managing Change

“Strategies for effective changes”Assess organizational readiness

Develop future state vision

Engage leader

Communicate

Transition staff

Facilitate individual change

Create organizational alignment

Train

Monitor and remediate

Paton, R. A. & McCalman, J. (2000).

STRATEGY 1: ASSESS ORGANIZATIONAL READINESS

Evaluate the high level impact of changes. Identify the key point of risk. Plans to address the key point of risk. Identify the person involved and impacted in the

process of changes.

STRATEGY 2: DEVELOP FUTURE STATE VISION

Explaining the changesAnalyse and make the comparison of the

outcome.Decide for future vision.

STRATEGY 3: ENGAGE LEADER

Identify the gap between current and future. Identify individuals that could help in

changes program.Develop a plan to gain the buy-in and

support of those individuals most critical to success.

STRATEGY 4: COMMUNICATION

Develop a communication strategy and roll-out plan to create understanding and drive acceptance.

STRATEGY 5: TRANSITION STAFF

Develop plans for staff transition, deployment, separations and talent retention.

STRATEGY 6: FACILITATE INDIVIDUAL CHANGES

Build change adaptability skills and help individuals internalize and move through the change easily.

STRATEGY 7: CREATE ORGANIZATIONAL ALIGNMENT

Evaluate relevant programs and policies, to identify points of incongruence and develop plans for alignment.

STRATEGY 8: TRAIN

Develop a training strategy to create proficiency for operating under the new model.

STRATEGY 9: MONITOR AND REMEDIATE

Measure adoption and performance.Develop strategies to address problems.

10.2 Education process for Change & Improvement Actions

The objective of education changesFactor of changesChange in educationImprovement action in TVET

OBJECTIVE OF EDUCATION CHANGES

To reduce conflict.To enhance productivity.As the external and internal motivation.

FACTOR OF CHANGES

FACTOR

Technology

Lifestyle

Competition

Political policy

changes

Economic sector

changes

Labour market

changes

CHANGES IN EDUCATIONEducation as the main contributor to the

development of the nations (Fagerlind & Saha, 1985).

Focus on:

i) Expanding and improving education needs

(enhancing the skills and productivity).

ii) Smart education (Pembestarian

Pendidikan).

iii) ICT engagement

CHANGES IN EDUCATION

Implication of changes :

i) Improvement in economical, social and political sector.

ii) Continuous innovation

iii) Education reformation

CHANGES IN EDUCATION – Education Reformation

SISTEM PENDIDIKAN ANEKA JURUSAN (1965)

PROGRAM SAINS PADUAN DAN MATEMATIK MODEN (1971)

KBSR (1983)KBSM (1989)

SMART SCHOOL (2000)

PPSMI (2003)

KURIKULUM STANDARD SEKOLAH RENDAH (KSSR)

PENTAKSIRAN BERASASKAN SEKOLAH (PBS)

IMPROVEMENT ACTIONS in TVET SECTOR

1926Trade Scho

ol

1967 Transformation for Vocational

School

1987SPVM

1996 Vocational

Secondary

School (SMV) transforms into SMT

2002 SMT

transforms into SMV

2002 Vocationa

l subject in

daily scho

ol system

2006 Modular

Curriculum

2013

Vocational College (KV

)

2016 Diploma

Kemahiran Malay

sia (DKM)Diploma

Vokasional

Malaysia

(DVM)

10.3 Model / Method of Change Management

KURT LEWIN CHANGE THEORY

Kurt Lewin change theory and Lewin's three step model is very much a significant part of change management strategies for managing change in the workplace in the 21st century.

Developed during the 1950's and the concept of 'Unfreezing-Transition-Freezing' still remains very relevant today. 

Three step change model phase

Unfreezing

Transition

Freezing

Unfreezing

Transition

Developing new behaviors, values, and attitudes, sometimes through organizational structure and process changes and development techniques.

There may be a period of some confusion as we move from the old ways of doing things to the new.

Freezing

When the people, structure, and strategy element and things are looking well, it is time to lock things in.

We act here to make sure that the improvements stick and continue being applied until the changes become the 'way we do things around here'.

JOHN KOTTER’S LEADING CHANGE MODEL

The change management according to John Kotter, is about outlines the eight critical success factors from establishing a sense of extraordinary urgency, to creating short-term wins, to changing the culture ("the way we do things around here"). 

Kotter say's "Leaders who successfully transform businesses do eight things right (and they do them in the right order)."

 

John Kotter - 8 Critical Steps to Success

JOHN KOTTER’S 8 STEP OF LEADING CHANGE MODEL

Read further at http://www.change-management-consultant.com/john-kotter.html

ADKAR CHANGE MANAGEMENT MODEL

ADKAR describes the required phases that an individual will go through when faced with change.

ADKAR is a foundational tool for understanding “how, why and when” to use different change management tools.

The five building blocks of successful change

Awareness of the need for change

Desire to participate and support the change

Knowledge on how to change

Ability to implement required skills and behaviors

Reinforcement to sustain the change

AWARENESS

Let the people in the organization aware of: - What is the nature of the change? - Why is the change happening? - What is the risk of not changing?

DESIRE

Desire to support the change.

Personal motivation to support the change.

Organizational drivers to support the change.

KNOWLEDGE

Knowledge on how to change.

Knowledge, skills and behaviours required during and after the change.

Understanding on how to change.

ABILITY

Ability to implement new skills.

Demonstrated ability to implement the change.

Barriers that may inhibit when implementing the change.

REINFORCEMENT

Reinforcement to sustain the change.

Mechanisms to keep the change in place.

Recognition, rewards, incentives, successes.

CHANGE MANAGEMENT by DESSLER (1995)

Phase 1: Change towards productivity enhancement

This change affects certain parts of the organization such as the change in the organizational structure, introducing new technologies and provide staff development program to increase the commitment and productivity.

CHANGE MANAGEMENT by DESSLER

Phase 2: Changes in the organization's strategic.

Changes made according to surrounding and involved whole organizations such as redefine organizational’s role, changes in the organization's core values , mission and vision remodelling and changes in organizational strategy and structure.

CHANGE MANAGEMENT by DESSLER

Phase 3: Reactive changes (with reaction)

These changes occur due to the direct reaction of customers and other interested parties (stakeholders).

Sensitivity of customers and stakeholders on environmental

issues and ethics requires an organization to make changes.

Examples of changes: PPSMI (Studies in mathematics and science) which is changed into English language.

CHANGE MANAGEMENT by DESSLER

Phase 4: Changes resulting from the expected (awareness)

Changes do not due to the insistence of customers but because of awareness among management that changes will be necessary to ensure the organization obtain competitive advantages.

ACOT Model- Apple Classroom of Tomorrow

During the mid-1980s, a time of great excitement about using technology to enhance education, thus educators at Apple Inc. proposed a simple experiment.

They would create environments in which technology was used as routinely as paper and books—and then observe the effects on teaching and learning.

ACOT MODEL

STAGE WHAT TEACHER CAN DO FOR THE CHANGE?

ENTRY Learn the basic of using the new technology.

ADOPTION Use new technology to support traditional instruction.

ADAPTATION Integrate new technology into traditional practice.

APPROPRIATION Focus on cooperative project based and interdisciplinary work-incorporating the technology as needed and as one of many tools.

INVENTION Discover new uses for technology tools.

REFERENCES

i. ADKAR Change Management: creating changes in individuals. eba.com. Retrieved December 20, 2013, from http://www.educational-business-articles.com/ADKAR-change-management.html

ii. Apple Classrooms of Tomorrow- Today Learning in the 21st Century: Background Information. Retrieved December 18, 2013, from http://www.acot2.com

iii. Cameron, E. & Green, M. (2004). Making Sense of Change Management: A complete Guide to the Models, Tools & Techniques of Organizational Change. London: Kogan Page Limited.

iv. Dessler, G. (1995). Managing organizations in an era of change. Texas: Dryden Press.

v. Fagerlind, I. & Saha, L. J. (1985). Education and National Development: A Comparative Perspective. European Journal of Education. Vol. 20, No. 1. pp. 88-90.

vi. Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review (March-April), 59-67. Boston: Harvard Business School Publishing Corp.

vii. Kritsonis, A. (2005). Comparison of Change Theory. International Journal Of Management, Business, And Administration. Volume 8, Number 1, 2005.

viii. Paton, R. A. & McCalman, J. (2000). Change Management: A Guide to Effective Implementation. California: SAGE Publications Ltd.