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Introduction
Swades is inspired by the story of Aravinda Pillalamarri and Ravi Kuchimanchi the NRI couple who
returned to India and developed the pedal power generator to light remote, off-the-grid village
schools. Ashutosh Gowariker is believed to have read Rajni Bakshis book Bapu Kuti, through which
he got to know about Aravinda and Ravi, and the Bilgaon project. The idea of lighting a village
appealed to him. After spending considerable time with Aravinda and Ravi, both
dedicated Association for India's Development (AID) volunteers, Gowarikar supposedly visited
Bilgaon, an adivasi village in the Narmada valley, which is the back drop of the Narmada Bachao
Andolan (NBA) movement. The people of Bilgaon are credited with doing 2000 person-days of
shramdaan to make their village energy self-sufficient. The Bilgaon project is recognized as a model
for replication by the GovernSment of Maharashtra.
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Movie Summary
Swades is not just a movie, it is a re alization.
Mohan Bhargava, an NRI working at NASA, returns to India to bring Kaveri Amma, his nanny, to the
USso shecan s
end her remaining life in comfort and luxuryIn India, he finds her in a remote
villagecalled Charanpur whereshe now lives with a young woman named Geeta, who runs the local
villageschool and was once Mohan'schildhood
friend.
During the next few days Mohan adapts himself to
life in thevillage and befriends its inhabitants- an
elderlyex-freedom fighter who teaches history at
theschool, thevillage postmaster who wants to
know about 'e-mails', and a cook who harbors
ambitions of opening adhaba
in the US.
Kaveri Amma is undecided on going to live in the US. In anycase, shecannot leave till Geeta is
married and settled, which seems unlikely to happen soon. Geeta is busy trying to stop the
local Panchayat from shifting theschool, which suffers from low attendance, to smaller and far-away
premises.
Mohan admires Geeta's determination and efforts for theschool and decides to help out. This is
difficult since thevillagers are unconvinced of the benefits ofeducation, and the problem is
compounded by issues likediscrimination and child marriage that are rampant in thevillage. Mohan
argues against thevillagers' mindsets and manages to change their perspectiveenough for them to
start sending their children to school. Theschool retains its premises and iseventuallyexpanded to
includestudents irrespective ofcaste or gender.
Meanwhile, in spite of having many arguments with
the headstrong Geeta over various other issues
where they do not sharesimilar opinions, Mohan
starts developing a liking for her. He isvisibly
pleased when she turns down a marriage proposal
(because the groom's family will not let her work
after marriage . Geeta, however, resents Mohan
having come back to India, though sheseems to like
him on a personal level. She believes he wants to
take Kaveri Amma to the US to work for him and do
hischores, though she later confesses that, having lost both her parents (like Mohan), she does not
want to be left alone.
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Kaveri Amma, who has made her decision, tries to
find a way to get Mohan himself to stay in India.
She sends him to another village to collect dues
from Haridas, a farmer who had taken land on
rent from Geeta. On the trip, Mohan is confronted
by the extreme poverty that most people in Indialive in. Haridas, a former weaver, was left
impoverished after the villagers refused to
support him in his change of profession. He now
has no money to feed his family, let alone pay
rent. Mohan returns to Charanpur, deeply disturbed and decides to become more involved in the
matters of the village.
The village lacks a continuous supply of
electricity. The villagers are content in blaming
the government, but Mohan attacks their
apathy. He convinces them to takeresponsibility for their own problems and
marshals a group of hundred men. Under his
guidance, they build a small hydro-power
plant that uses water from
a perennial spring on a nearby hill to generate
electricity, thereby making the village self-
sufficient.
Back at NASA, his ongoing project is entering its final stages and Mohan, being the project-manager,
cannot afford to delay his return. Kaveri Amma is happy with friends and life in Charanpur and fears
not being able to adapt to an alien culture. Geeta is unwilling to settle in the US as she wants tocontinue working in the village. She rejects Mohan's proposal of marriage and he returns alone.
At NASA, he takes over his project and proudly sees it to completion. Nevertheless, he cannot seem
to forget his stay in India, and memories of his visit keep coming back to him. He believes he can use
his knowledge to help improve the quality of life of people back in India and decides to return. He
resigns from his job at NASA, and when his boss remarks that he could have gone places, Mohan
replies that he is going places.
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What is Change Management?
Change is a concept that runs through all businesses regardless ofsize, industry and age. Along with
this rapidlychanging world, organizations must change quickly too.
Change Management is the process of developing a planned approach to change in an
organization. Typically the objective is to maximize thecollective benefits for all people involved in
the change and minimize the risk of failure of implementing the change. The organizations that
handlechange well thrive, whereas those that do not struggle to survive.
The concept of "change Management" is a familiar one in most businesses today. But, how
businesses managechange (and how successful they are at it) variesenormously depending on the
nature of the business, thechange and the people involved. And a key part of this depends on how
far people within it understand thechange process.
The process of Change Management requires both an individual and an organizational perspective.
y Individual Change Management: It deals with understanding of how one person
makes a changesuccessfully. Thesuccess of a project depends upon theemployees involved
in that project. Its not the organization that changes rather it is the individual who changes.
y Organizational Change Management: It deals with understanding of what tools we
haveso to help so as to makechangessuccessfully.
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Different individuals react differently to change with varying degrees of acceptance:
y Some thrive on and actively seek change
y Some simply accept change
y Some resist change
Individuals that resist change have usually developed a psychological barrier to change causing themto go through a reaction cycle which affects their productivity negatively.
Organizational changes effected through individual changes in key members
Change is a multistage cycle and all stages must be planned and negotiated. Management of change
is not necessarily only rational management but also emotional management of people
Resist
nce toCh
n
e
Resistance to change is defined as an inability, or an unwillingness, to discuss or to accept
organisational changes that are perceived in some way damaging or threatening to theindividual or
the organisation.
1. I v r t c y Habit
y Security
y Economic factors
y Fear of the unknown
y Selective information processing
2. Org t o r t c y Structural inertia
y Limited focus of change
y Group inertia
y Threat to expertise
y Threat to established power relationships
y Threat to established resource allocations
3. Ov rco ! " # g r $ " $ t% # c to ch % # g y Education and communication
y Participation
y Facilitation and support
y Negotiation
y Manipulation and cooptation
y Coercion
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3-ph&
se process for brin'
in'
the ch&
n'
e:
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The Change Management Process
Habits are a normal part ofevery persons lives, but it is often counterproductive when dealing with
change. As humans we are not very good at changing. We see changes as a negative thing,
something that creates instability and insecurity. A normal change management process oftenevolves through number of mental phases
(
1. DenialWhere we fight thechange and protect status quo.
2. Frustration and anger When we realize that we cannot avoid the change and we
become insecure because of lack of awareness.
3. Negotiation and bargaining Where we try to save what wecan.
4. DepressionWhen we realize that none of the old wayscan be incorporated into the new.
5. AcceptanceWhen we accept thechange, and start to mentally prepare ourselves.
6. Experimentation Where we try to find new ways, and gradually remove the old barriers.
7. Discovery and Delight When we realize that the change will improve our future
possibilities.
8. IntegrationWhere we implement thechange.
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and they also hav to play an important part in bringing about the changes and not
depend on the govt only.
He here fights the change and protects the status quo. At the same time hefeels angry and frustrated about not able to do much about the situation.
Scene 4: Mohan is sent to collect rent from a poor farmer deliberately by Kaveriamma. He is
taken aback by his helplessness and inability in feeding his family. On his return he saw a
child selling water for meager 25p.
Observation: Mohan feels the urgency of the change required. He speaks about that
in his conversation with kaveriamma.
This represents his stage of Depression. He then accepts and mentally prepares
himself for the change.
Scene 5: Mohan discuss the status of India as compared to America with villagers. He pin
points the regions requiring immediate attention and the need to change each other at
individual level.
He starts to experiment different ways in removing the old barriers.
Scene 6: Mohan interrupts the villagers during their celebration of Dushehra to bring to
their notice that something needs to be done and takes the lead to improve the conditions
with the help of villagers.
He takes the initiative to lead a team to build an internal source of energy which will
drastically change the future of the village.
Scene 7: Mohan is reminded by one of his colleagues back at NASA to return to his duty. He
asks for the extension and even briefs him about his on going project.
He feel delight in what he is doing and enthusiastic implements the change.
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ADKAR Model
The ADKAR change model was first published by Prosci in 1998. Prosci is the recognized leader in
business process design and change management research, and is the world's largest provider of
change management and reengineering toolkits and benchmarking information.
ADKAR model is based on 2 basic ideas1
y It is people who change, not organizations.
y Successful change occurs when individual change matches the stages of organizational
change.
It has fiveelements that define the basic building blocks for successful change 2
1.Aw
arenessof the need for change2. Desire to make thechange happen
3. Knowledge about how to change
4. Abilit3
to implement new skills and behaviors
5. Reinfor4ement to retain thechange once it has been
made
This model also helps to identify gaps in the change
management process and to provide effective coaching for
theemployees. The ADKAR model can be used to:
y diagnoseemployee resistance to change
y help employees transition through the change
process
y create a successful action plan for personal and
professional advancement during change
y develop a change management plan for your employees
The ADKAR model has the ability to identify why changes are not working and help in taking
necessary steps to make the change successful. It enables breaking down the change into parts,
understand where thechange is failing and addressing of that impact point.
The power of the ADKAR model is that it creates focus on the first element that is the root cause of
failure. It immediately helps in identifying where the process is breaking down and which elements
are being overlooked. This results-oriented approach helps focus energy on the area that will
produce the highest probability for success.
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By its nature, ADKAR is an individual change management model. It represents the essential
elements of change for a single person. When a group of individuals experience change, ADKAR can
be used:
y As a coaching tool to support individuals through the change process.
y To guide change management activities like communications. sponsorship, coaching and
training
y To diagnose a struggling change by performing an ADKAR assessment.
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Appli ati n f ADKAR el t the
behavi r f t hepeopleof haranpur
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Awareness:
At various instances Mohan makes the villagers aware about the problems surrounding them such as
illiteracy, caste discrimination, absence of various basic facilities, etc.
He makes Nivaran Dayal (the postman), and many more aware about the importance of education in
the life of the children and even makes Sarpach aware about the fact that girls education is of equal
importance. During another discussion with the villagers held before the celebrations of Dushehra,
he quotes a point by saying India is not a great nation, but it has the capability to become one.
Desire:
Various villagers show desire towards sending their
children to the school, but gives Mohan reasons school,
but he tells Mohan about the caste discrimination being
followed inside the village, thus preventing him to do any
such things.
Also Nivaran Dayal and Hari Das not only get ready to
send their children to school but also actively helps
Mohan in extending the message related to importance
of education.
Knowledge:
The various methodologies and the kind of approach adopted by Mohan to persuade villagers to
send their children to school showed the presence of right knowledge required to bring about the
change. For e.g. while interacting with the postman of the village, he related importance of
education to the postman himself.
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Also during movie screening he passes the message of Importance of Unity by showing how different
stars can be joined together to get any
shape.
Toh samajhne ki baat yeh hai ki, agar hum
in taaron ko milla kar ke dekhein toh kuch
bhi bana sakte hain, lekin inhe alag alag
dekhein toh sundar hain par sirf tim-timate
taare hain.
Also Mohan had proper knowledge and skill
set to put up a project in the village so as to
counter the problem of electricity.
Ability to Implement the Change:
Mohan had the ability to bring about the change in the thinking of the villagers. He made them
aware about the importance of education which eventually led to an increase in number of students
enrolled for school. Also various villagers were keen to bring about the change in the village but just
needed an initial spark. Gita had been working hard to bring up the education level in the village by
teaching in the school. Also Nivaran Dayal and Hari Das extended their support to help Mohan.
Mohan knew how to go about the electricity project, the requirement and importance of
involvement of the villagers in the project, and hence was successful in bringing about the change in
their thinking.
Reinforcement to keep the change:
Gita argued for the importance of a high school in the village, as she knew education only till class IV
is of not much importance, and also with the high school coming up, more people will send their
children to school.
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At the end Nivaran Dayal
tells Mohan that by the time
he comes back hell see the
facility of e-mail being
started in the village, and
about much other suchadvancement. Also Hari Das
refuses to go to America with
Mohan, as he realizes that
bringing about the change in
his own village is of utmost importance to him.
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