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AFH 1 · Chapter 13 · Section 13.9

Change Management

Part of Developing Organizations · 2 sections · ~736 words · WAPS PFE study material

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Change Management — Foundation and Leader Steps

Change Is Inevitable

Change Inevitable
Change is inevitable.
Change Every Day
We know changes are taking place every day, all around us.

When Change Is Appropriate

When Change Appropriate
Change is appropriate when there is a perceived gap between:
  • What the norms are
  • What they should be

Organizational Change Defined

Org Change Definition
Organizational change is NOT automatic. It is the deliberate adoption of a new idea or behavior by an organization and the establishment of new norms.

What New Norms Involve

New Norms Involve
These norms can involve:
  • Technology
  • Tasks
  • Structure
  • Resources (including people)

Step 1 — Create Conducive Climate

Create Conducive Climate
First, leaders must do their part to create an organizational climate conducive to change by explaining:
  • The limitations or shortfalls of the present process
  • The possibilities and benefits of the proposed change

Training Available

Training Available
Training to become a part of necessary change is available to:
  • Problem solvers
  • Practitioners of continuous process improvement

…all Airmen should strive to become.

Critical Thinking First Duty

Critical Thinking First Duty
Airmen of all skills and jobs should possess a mindset of critical thinking and problem solving as their first duty.

Career Path

Career Path
As an Airman matures, their career path should include:
  • Basic level education for change management and continuous process improvement
  • Fundamental level education
  • Intermediate level education
  • Master level education

Step 2 — Facilitate Change

Facilitate Change
Next, leaders must facilitate the change itself by:
  • Walking Airmen through the change
  • Explaining the details
  • Answering questions

Step 3 — Show Appreciation and Refocus

Show Appreciation
Finally, leaders should:
  • Show appreciation for those who contribute to the change
  • Help refocus those who do not

Best Quality

Best Leader Quality for Change
Tough-minded, realistic optimism is the best quality a leader can demonstrate when coping with change.

Change Management — Five Forms of Resistance

Resistance Foundation

Resistance Foundation
The first reaction to change is often perceived as resistance.

Well Thought Out Plan Essential

Plan Essential
An essential element for preventing or overcoming resistance to change is establishing a well thought out plan.

What Planning Enables

Planning Enables
Planning enables the change agent (the person advocating for or leading the organizational change) to:
  • Build confidence
  • Anticipate questions
  • Develop courses of action
  • Address opposing perceptions

Five Forms of Resistance

5 Resistance Forms.
  1. Distrust
  2. Uncertainty
  3. Self-interest
  4. Different Perception/No Felt Need to Change
  5. Over-Determination

Distrust

Distrust
Imposed change that significantly affects an organization will often be met with tough questions to ensure the change purpose and intent is clearly understood.

Distrust Risk

Distrust Risk
Leaders who are NOT prepared to clarify or explain thought processes behind the change:
  • Will not easily overcome employee doubt
  • Will struggle to gain employee buy-in

Uncertainty

Uncertainty
When faced with impending change, people may experience:
  • Fear of the unknown
  • See the change as a threat to organizational stability and their job security

Uncertainty Questions

Uncertainty Questions
Employees may wonder:
  • Will they still have a job?
  • Will they be able to do the new job?
  • Will they have to learn a new program or process?

Self-interest

Self-Interest
People often consider:
  • The position they currently have or their role in the existing environment
  • Question the direction and capabilities of those in positions of power after the change is implemented

Different Perception / No Felt Need to Change

Different Perception
Even if you think people recognize the need for change, they may see the situation differently, particularly if the change has been dropped on them.

Open Communication Reduces

Open Communication Reduces
Maintain an environment of open communication to:
  • Build support for the change
  • Reduce the amount of employees who inwardly resist it

Over-Determination

Over-Determination
Ironically, organizational structure may be a barrier to change.

Over-Determination Example

Over-Determination Example
For example, a mechanistic structure that relies on strict procedure and lines of authority may be so rigid that it:
  • Inhibits change
  • Possibly damages professional relationships

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