1. Change

“Modification or variation of the quality of objects and phenomena, their transition from a status to another”

“A continuous process of confronting, identifying, evaluating and acting “ (Mc Calman ; Paton)

2. Change Management

Change management (or change control) is the process during which the changes of a system are implemented in a controlled manner by following a pre-defined framework/model with, to some extent, reasonable modifications.

A common definition used for change management is a set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled and systematic fashion to effect organizational change. One of the goals of change management is with regards to the human aspects of overcoming resistance to change in order for organizational members to buy into change and achieve the organization's goal of an orderly and effective transformation.

Change management has been developed over a period of time and one of the models that have played an influence in change management is the ADKAR model. ADKAR was a model developed by Prosci. In this model, there are five specific stages that must be realized in order for an organization or an individual to successfully change. They include:
Awareness - An individual or organization must know why a specific change or series of changes are needed.
Desire - Either the individual or organizational members must have the motivation and desire to participate in the called for change or changes.
Knowledge - Knowing why one must change is not enough; an individual or organization must know how to change.
Ability - Every individual and organization that truly wants to change must implement new skills and behaviors to make the necessary changes happen.
Reinforcement - Individuals and organizations must be reinforced to sustain any changes making them the new behavior, if not; an individual or organization will probably revert back to their old behavior.

3. Change typology

4. Organizational Development (OD)

Organization development (OD) is often defined as a planned, top-down, organization-wide effort to increase the organization's effectiveness and health. According to Warren Bennis, OD is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges. OD is neither "anything done to better an organization" nor is it "the training function of the organization"; it is a particular kind of change process designed to bring about a particular kind of end result. OD can involve interventions in the organization's "processes," using behavioral science knowledge as well as organizational reflection, system improvement, planning, and self-analysis.
1. OD applies to changes in the strategy, structure, and/or processes of an entire system, such as an organization, a single plant of a multi-plant firm, a department or work group, or individual role or job.
2. OD is based on the application and transfer of behavioral science knowledge and practice (such as leadership, group dynamics and work design), and is distinguished by its ability to transfer such knowledge and skill so that the system is capable of carrying out more planned change in the future.
3. OD is concerned with managing planned change, in a flexible manner that can be revised as new information is gathered.
4. OD involves both the creation and the subsequent reinforcement of change by institutionalizing change.
5. OD is orientated to improving organizational effectiveness by
• helping members of the organization to gain the skills and knowledge necessary to solve problems by involving them in the change process, and
• by promoting high performance including financial returns, high quality products and services, high productivity, continuous improvement and a high quality of working life.

5. Organizational change

Typically, the concept of organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of organization-wide change might include a change in mission, restructuring operations (e.g., restructuring to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates.
Change should not be done for the sake of change -- it's a strategy to accomplish some overall goal. Usually organizational change is provoked by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organization-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial organization to more stable and planned development. Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization.
Successful change must involve top management, including the board and chief executive. Usually there's a champion who initially instigates the change by being visionary, persuasive and consistent. A change agent role is usually responsible to translate the vision to a realistic plan and carry out the plan. Change is usually best carried out as a team-wide effort. Communications about the change should be frequent and with all organization members. To sustain change, the structures of the organization itself should be modified, including strategic plans, policies and procedures. This change in the structures of the organization typically involves an unfreezing, change and re-freezing process.
The best approaches to address resistances are through increased and sustained communications and education. For example, the leader should meet with all managers and staff to explain reasons for the change, how it generally will be carried out and where others can go for additional information. A plan should be developed and communicated. Plans do change. That's fine, but communicate that the plan has changed and why. Forums should be held for organization members to express their ideas for the plan. They should be able to express their concerns and frustrations as well.
There are 3 types of organizational change:
- change of development – that improves methods, conditions, etc.
- transitional change – that reorganize, introduce services, products, technologies
- transformational change – that implement new statuses, result of several transitional changes

6. Change stages

The stages of change are:
? Pre-contemplation (Not yet acknowledging that there is a problem behavior that needs to be changed)
? Contemplation (Acknowledging that there is a problem but not yet ready or sure of wanting to make a change)
? Preparation/Determination (Getting ready to change)
? Action/Willpower (Changing behavior)
? Maintenance (Maintaining the behavior change) and
? Relapse (Returning to older behaviors and abandoning the new changes)
Stages of Systemic Change
Six stages of change characterize the shift from a traditional educational system to one that emphasizes interconnectedness, active learning, shared decision making and higher levels of achievement for all students.
1. Maintenance of the Old System
2. Awareness
3. Exploration
4. Transition
5. Emergence of New Infrastructure
6. Predominance of the New System

7. Resistance to change

Most people don't like change because they don't like being changed. When change comes into view, fear and resistance to change follow – often despite its obvious benefits. People fight against change because they:
• fear to lose something they value, or
• don't understand the change and its implications, or
• don't think that the change makes sense, or
• find it difficult to cope with either the level or pace of the change
Resistance emerges when there s a threat to something the individual values. The threat may be real or it may be just a perception. It may arise from a genuine understanding of the change or from misunderstanding, or even almost total ignorance about it.

8. ‘’Anchors‘’ of the resistance to change

These are factors that support the resistance to change. They are:
• Fear of the unknown- Change implies uncertainty, and uncertainty is uncomfortable. Not knowing what may potentially happen and often leads to heightened anxiety. Resisting change is one of the anxiety-reducing actions.
• Fear of failure- The new order may require skill and abilities that may be beyond our capabilities. There is resistance to trying a new approach as people know how to operate in the existing order, but fear they will not be able to the new skills and behavior that will be required of them.
•Disagreement with the need for change-Associates may feel that the new direction is a wrong direction.
• Losing something of value - All associates want to know how the change will affect them. If people believe they will wind up losing as a result of the change, they will resist.
• Leaving a comfort zone - People are afraid to go after what they want because it would force them to stretch their comfort zones. It's only natural to put off things that scare us, to sidestep goals that require us to leave our comfort zone and take a risk.
• False beliefs - To put themselves at ease and avoid taking the risk, many people fool themselves into believing everything will all work out someday by itself.
• Misunderstanding and lack of trust- People resist change when they do not understand its implications and perceive that it might cost them much more than they gain. Such situations often occur when trust is lacking between the person initiating the change and the employees.2
• Inertia- All organizations suffer from inertia to some degree and try to maintain status quo. Change requires effort, oftentimes, a significant one. So, don't underestimate the power of fatigue and burnout

9. Types of people reactions to change

10. Force Field Diagram (Lewin) – forces pr and against change