LIYA TADESSE Change Management Assignment

Unity University
Department of MBA
Managing Change and
Innovation
Assignment .I
Prepared by: Liya Tadesse
ID.No:0189/12
Section : 2
Instructor : Dr. Habtamu Dadi
June10, 2020
1. Why change and change management is an integral part of every
organization?
Change has become part of anyone’s lives as well as corporate existence. Most organizations
faced with urgency of change in their daily operations however; their views on change differs.
Leaders and managers have big role to play in instituting the change and they should serve as
models to effectively manage the change. In order to implement a successful change initiatives,
management and organizations should ensure that any plan for change should be aligned with the
corporate goals and objectives.
Change management can be defined as a structured approach to transitioning individuals, teams,

and organizations from a current state to a desired future state. It can be applied to situations
such as downsizing, growing organizations, or even adding new technology. It is an
organizational process aimed at helping employees to understand, commit to, and accept and
embrace changes in their current business environment. A part of change management is also
managing transition – and though related, change and transition is not the same thing. Without
change, business leaders still would be dictating correspondence to secretaries, editing their
words and sending them back to the drawing board, wasting time for all involved. Change that
results from the adoption of new technology is common in most organizations. While it can be
disruptive at first, ultimately the change tends to increase productivity and service delivery.
So, if changes are occurring in your organization – strategic changes, tactical changes, leadership
changes, technology changes – then those changes are going to have impacts and effects on your
people, processes and performance. To help minimize those impacts and effects, from having
unintended negative outcomes, it is necessary to have “change management” methodologies in
place with skilled resources delivering and executing on those methodologies, principles and
processes. This helps to minimize possible negative outcomes and increase positive results.
Change itself is a process – managing it, leading it, achieving it is also a process and one that
should not be viewed and managed with a one size fits all approach. Approaches and actions
should be customized to fit your organizational circumstances.
Managing a successful organizational change can increase morale among workers and
drive positive team building and job enrichment. These factors can directly and positively
affect productivity and quality of work while shortening production cycles and reducing
costs.
Organizational Change – Organizational changes include changes to people, cultures,

processes, tools, business structures, strategies, and more.
Either to lesser or greater degrees.
Organizational change is driven by many forces, including:
 Growth opportunities
 Marketplace demand
 Competitor pressure
 Technological innovation
Why Organizations Change
Organizations change for a number of different reasons, so they can either react to these reasons
or be ahead of them. These reasons include:
1. Crisis: Obviously September 11 is the most dramatic example of a crisis which caused

countless organizations, and even industries such as airlines and travel, to change. The
recent financial crisis obviously created many changes in the financial services industry
as organizations attempted to survive.
2. Performance Gaps: The organization's goals and objectives are not being met or other
organizational needs are not being satisfied. Changes are required to close these gaps.
3. New Technology: Identification of new technology and more efficient and economical
methods to perform work.
4. Identification of Opportunities: Opportunities are identified in the market place that the
organization needs to pursue in order to increase its competitiveness.
5. Reaction to Internal & External Pressure: Management and employees, particularly
those in organized unions often exert pressure for change. External pressures come from
many areas, including customers, competition, changing government regulations,
shareholders, financial markets, and other factors in the organization's external
environment.
6. Mergers & Acquisitions: Mergers and acquisitions create change in a number of areas
often negatively impacting employees when two organizations are merged and employees
in duel functions are made redundant.
7. Change for the Sake of Change: Often times an organization will appoint a new CEO.
In order to prove to the board he is doing something, he will make changes just for their
own sake.
8. Sounds Good: Another reason organizations may institute certain changes is that other
organizations are doing so (such as the old quality circles and re-engineering fads). It
sounds good, so the organization tries it.
9. Planned Abandonment: Changes as a result of abandoning declining products, markets,
or subsidiaries and allocating resources to innovation and new opportunities.
2. Change management models developed by different scholars (select two of

them)
Change Management Models are frameworks which encapsulate a foundational

concept, a methodology, a content metamodel, and an in-depth approach to
achieving the transformation change objectives and foster adoption and acceptance
of the new desired state. Think of change management models as a guide or a
compass to navigate and institute transformational change.
A variety of change management models exist, and one may fit a particular
organization business structure better. Most change management models were
created by industry experts or academics and are a combination of academic/field
research and/or experience.
Kübler-Ross’ Change Curve
Elisabeth Kübler-Ross was a world-renowned psychiatrist and creator of the

“Change Curve” as well as the “The Five Stages of Grief,” which she outlined in
her book, On Death and Dying.
Both methodologies intend to help individuals and groups accept

change emotionally as well as materially or physically. As such, Like Kotter’s
Theory, the Change Curve model puts the focus on people, who — in any
organization — are ultimately those responsible for actually implementing change.
Both the Change Curve and the Five Stages of Grief are mostly the same:
Denial: Occurs when employees resist admitting that change needs to happen and
necessitate intense communication and a slow transition into change
Anger: Occurs when people grow fearful and resentful of change, and requires
acceptance of this outrage, additional dialogue, and support
Bargaining: Occurs when employees attempt to change the intended changes and

requires listening to this feedback while remaining on firm on essential parts of the
transformation
Depression: Occurs when employees slow productivity because of a sour or

despaired mood toward change, and necessitates limiting friction in activities and
implementing rewards for small successes
Acceptance: Occurs when change is fully implemented, and requires celebration of

this recognition as well as continuing to instill the changes
Lewin’s Change Management Model
One of the most popular and successful change management models, Lewin’s
Change Management Model act by Kurt Lewin , a social scientist, and physicist in
the 1940s. Lewin was interested in what factors or forces are influencing a situation
at any given time — notably, social situations. He aimed to determine the effects
either hindered movement toward a goal or drove the move toward a given
unfreezing. He is mostly considered the founder of change management.
Lewin defined any change in a human system as “changing as three steps” or CATS .

The three steps are 1. Unfreeze 2. Change, and 3. Refreeze:
Unfreeze
 Unfreeze is a preparatory phase that helps those who will be affected by the
transition to break down the current status quo and accept that change is
imminent. Key here is noting the reasons why the current state is flawed and
cannot continue.
Change
 During this step, the simplicity of time, as well as excellent communication,
are used to implement change. Where the unfreeze stage can be stressful,
the change stage continues to be somewhat stressful, but it moves forth
regardless with support and constant communication. During this phase,
rumors are dispelled, and everyone is empowered to act.
Refreeze
 Finally, a refreezing phase must take place to “set in stone” the changes that
were initiated in the “Change” phase. Strategies are developed to
help anchor these changes so that they do not disappear or lapse into old
ways. Successes are celebrated, and communication and support continue.
3. Why change management mostly fails in organization?
1. Lack of Communication
No, it’s not that management fails to communicate what the change is or what it should look like,
but rather, they fail to communicate why the change is needed. The number one reason why
organizational failure occurs is because the case for making a change is not adequately
articulated to the troops, and therefore, is never fully embraced. In fact, a recent study found that
only 40% of front-line supervisors felt they were “getting the message” about the reasons behind
major organizational shake-ups, which leaves at least 60% of employees in the dark at best.
The other way that management tends to drop the ball insofar as communication goes is that,
even if the reason for the change is explained, the actual process of communicating the desired
change is not done in a way that people can readily comprehend; for instance:
Corporate mumbo jumbo may be used in place of actual words that mean something.
Statistics and numbers that folks don’t really get are offered instead of clear reasons and a
vision.
Fear is used instead of a compelling, optimistic, positive path.
In this regard, it may help to think about a presidential campaign. It is axiomatic in politics that a
clear, positive, uniting vision for the future will almost always trump a campaign based on fear-
mongering, alienation, and negativity.
So too your office.
If you articulate a clear, positive vision for the future and explain why that change is necessary,
the chances are much higher that your desired change will be embraced.
2. Differing Agendas
Poor communication will have many children. One of those will be staff members who resist the
change due to ego and self-interest. Without a full understanding of why a change is needed,
some employees will be threatened by it and thus will resist it out of perceived self-interest; they
need to protect their little fiefdom.
Another bastard child of poor communication are those employees who will feel alienated or
excluded. If, for instance, the change is a top-down dictate where the team had no real chance to
give their input, the result will likely be people who don’t own the change and therefore resist it.
3. Insensitivity
What is a business? It is a group of people united to create a desired, profitable result. Who is
tasked with implementing a change in that business? Yep, those same people.
Change is not easy for most folks. If you want your team to buy into a change, then you need to
be cognizant of that fact and take it into account in two ways:
First, to the extent possible, understand how important it is to involve, early on, those
who will be asked to implement the change. Get their thoughts and feedback.
Second, be sensitive to the fact that change is challenging and that it will cause
individual, personal stress.
4. A Lack of Leadership
It is incumbent upon management to create an atmosphere where the troops buy into the new
corporate vision. But if employees feel alienated or otherwise don’t trust their higher-ups, getting
them to buy into any new direction will be quite difficult.
5. Poor Planning
Changing the direction of an organization requires forethought. If the change is entered into
willy-nilly, or too quickly, or without a proper plan, a likely outcome will be a false start,
resistance, and/or eventual failure.
6. Lack of Commitment
If you really want to create a change in your organization, there has to be a 100% commitment
on the part of the leadership. Once you have that, the same commitment should be expected of
everyone in the business. The desired change must be considered a rule, not an option.
7. Poor Processes
Finally, success will require that you give your team a means and process for implementing the
desired change; otherwise, their natural reaction to resist will persist.
Author Rick Maurer puts it this way: Most people react to change by putting up a wall of
protection. It is the job of the leader in an organization to engage with those people so they truly
understand why the change is needed.

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Unity University

Instructor : Dr. Habtamu Dadi

Change management can be defined as a structured approach to transitioning individuals, teams,

Organizational Change – Organizational changes include changes to people, cultures,

Either to lesser or greater degrees.

Organizational change is driven by many forces, including:

Why Organizations Change

1. Crisis: Obviously September 11 is the most dramatic example of a crisis which caused

2. Change management models developed by different scholars (select two of

Change Management Models are frameworks which encapsulate a foundational

Elisabeth Kübler-Ross was a world-renowned psychiatrist and creator of the

Both methodologies intend to help individuals and groups accept

Bargaining: Occurs when employees attempt to change the intended changes and

Depression: Occurs when employees slow productivity because of a sour or

Acceptance: Occurs when change is fully implemented, and requires celebration of

Lewin’s Change Management Model

Lewin defined any change in a human system as “changing as three steps” or CATS .

3. Why change management mostly fails in organization?

So too your office.

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