Types of Organisational Change

Types of organisational change:
Organisational change is the process of moving from established to new ways of thinking, behaving or
working.
1. developmental: improvement, refinement or enhancement of what already exists.
2. transitional change: moving from an old to a new state with activities oriented towards creating the
new and ‘switching off’ the old.
3. transformational: fundamental changes in strategy, identity, worldview, mindset, culture; changes in

‘who we are’ and ‘what we do’(hardest to achieve).
Other Forms:
1. organisational change can be considered as a special project with a beginning and an end.
2. as a ‘way of life’ (it will be experienced and managed simply as part of ‘the way things are around
here’).
3. organisational change as a managed process goes through 4 main phases:
business case-->project planning-->change activities-->benefits realisation
Three areas of focus during change:
Organisational leaders and managers need to keep a focus on three interdependent areas:
1. Content - what needs to change
2. Process - how change will occur and who are accountable
3. People - emotional impacts on human dynamics and behavioural responses from a change
Note:
The leadership bias towards content, and ‘blindness’ to process and human dynamics, is one of the
major reasons why organisational change initiatives fail, stall, or become more difficult than they
need to be.
How to achieve successful organisational change?
5 Factors:
1. active, visible and accessible leaders;
2. a credible case for change and frequent two-way communication about this case for change;
3. a structured change management approach(developed between people who are involved in

change and those impacted by change);
4. dedicated resources and funding for change management activities;
5. employee engagement and participation;
is major organisational change always necessary?
steps:
1. Do we really need to change?
2. If so, how much change do we really need?
major improvements can sometimes be achieved by making relatively minor changes.
Two important qualities of leader to achieve success: Change capacity and change readiness
Eight leadership errors during organisational change
error #1: focusing on content, but not on process and people
error #2: overlooking accountabilities
error #3: mistaking communication for consultation
error #4: creating change plans that do not change
error #5: not planning for a drop in organisational productivity
error #6: forgetting to revise formal delegations
error #7: not doing what you expect others to do (i.e. change)
error #8: withdrawing focus too soon
Leadership Actions through different stages of "Change Journey":

1. Information - on why, what and how
2. Education - describing the benefits, encouraging staffs to learn new skills, knowledge to get
adapted to the new changes and dealing with their emotions
3. Reinforcement - As a leader, ensuring the staffs that they have taken the right decision on
embracing the new changes.
Strategies for helping staff deal with threats include: SCARF
S - Status - giving ideas on how to improve the status in an organisation
C- Certainty - Transparent about known certain and uncertain short or lon-term goals
A - Autonomy - allow people to control or make decisions on the jobs they can do after a change
R - Relationships with others - Creating opportunities to establish relationship to a stranger with whom
they are going to work after a change.
F - fairness - Transparency about processes of decision making can help with people's anxiety
Note: The emotional responses to change will not be uniform across any given workforce. Different
people will respond to the same change event in different ways.
Dealing with Emotions:
Dealing Our Own Emotions: Understanding triggering situations, strategies to express emotions in
constructive way, Routine activities that can relieve our emotions
Dealing with other's Emotions:
Speak openly at staff meetings about emotion: Saying things such as ‘some of you might be worried
that…’; ’some of you might be feeling that you will be worse off a result of these changes…’; or, even,
‘some of you might be feeling angry about these changes…’ helps people who are feeling these
emotions understand that they may not be alone. It also shows that you, as a leader, are not ignorant of
the emotional side of change.
Provide as much information as frequently as possible about what will happen and when.
Provide, and positively promote the use of, counsellors
Provide opportunities for staff to contribute to the design

Privately talk to individuals exhibiting destructive behaviour (such as bullying behaviours,
argumentativeness, severe withdrawal) about their behaviour.

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Types of organisational change:

1. developmental: improvement, refinement or enhancement of what already exists.

3. transformational: fundamental changes in strategy, identity, worldview, mindset, culture; changes in

3. organisational change as a managed process goes through 4 main phases:

business case-->project planning-->change activities-->benefits realisation

Three areas of focus during change:

1. Content - what needs to change

2. Process - how change will occur and who are accountable

How to achieve successful organisational change?

3. a structured change management approach(developed between people who are involved in

4. dedicated resources and funding for change management activities;

5. employee engagement and participation;

is major organisational change always necessary?

1. Do we really need to change?

2. If so, how much change do we really need?

major improvements can sometimes be achieved by making relatively minor changes.

Eight leadership errors during organisational change

error #1: focusing on content, but not on process and people

error #2: overlooking accountabilities

error #3: mistaking communication for consultation

error #4: creating change plans that do not change

error #5: not planning for a drop in organisational productivity

error #6: forgetting to revise formal delegations

error #8: withdrawing focus too soon

Leadership Actions through different stages of "Change Journey":

Strategies for helping staff deal with threats include: SCARF

S - Status - giving ideas on how to improve the status in an organisation

Dealing with Emotions:

Dealing with other's Emotions:

Provide, and positively promote the use of, counsellors

Provide opportunities for staff to contribute to the design

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