Change Management Training Final (1).pptx

Batu, Oromia,Ethiopia
June 21, 2025
Change and Change Management
Training:
Oromia Major cities One-stop
Service Employees
OROMIA STATE UNIVERSITY

Self Introduction
Name
Organization
Educational
Background
Position
Familiarity
with the
training topic
Like or Dislike

Discipline of the Training
Active Participation
Deep Thinking
Two way communication
Being punctual on time
Horizontal discussion not allowed unless permitted
Switching mobile phone
Being free

Objectives:
1. Link One-Stop Shop Concept as
instrument of Change
2. Understand Change
3. Explain Change Management
4. Identify Change Models
5. Know Change Management
Process
6. Analyze Resistance for Change
and method to overcome

One-Stop Shop: The Concept
o A one-stop shop for
government services,
often called a citizen
service center, is a
physical or virtual
location where citizens
can access multiple
government services
from various agencies in
one place.

What is a One-Stop Shop?
 Explain that it's a
centralized location
where citizens can
access services from
different government
entities.

Why One-Stop Shops?
For Citizens:
Convenience, time-saving, reduced
bureaucracy, improved access to
services, and increased
satisfaction.
For Government:
Increased efficiency, streamlined
processes, improved service
delivery, and potentially reduced
costs.

Types of One-Stop Shops:
Physical One-Stop
Shops:
• Explain the concept
of physical locations
where government
services are co-
located.
Virtual One-Stop Shops:
• Explain the concept
of online portals or
websites that
provide access to
multiple government
services.

Models for Physical One-Stop Shops:
1. Individual Services:
Each agency has its own
counter, but they are all in
the same location.
2. Integrated Services:
Services are grouped
around life events (e.g.,
starting a business) and a
single official handles all
related transactions.

Challenges and Considerations:
Technology Infrastructure
Integration of Systems
Policy and Legal Frameworks
Change Management
Sustainability
Online Portals

“.….the only constant is change;
change is inevitable”
Anonymous

If You Keep Doing What Worked in the
Past You’re Going to Fail
William A. Cohen- student of Drucker

“The trouble with the future is that it
usually arrives before we’re ready for
it.”
Arnold H. Glasow

“If you have always done it that way, it
is probably wrong.”
Charles Kettering

“The illiterate of the 21st
century will not be
those who cannot read or write, but those who
cannot learn, unlearn, and relearn.”
Alvin Toffler
What is he saying to us? We must learn how to
change to increase our knowledge.

WHAT IS CHANGE?
Change is an inevitable and constant feature.
It is an inescapable part of both social and
organisational life and we are all subject to continual
change of one form or another.

Definition of Change
 Change is the process of alteration or
transformation that individuals, groups and
organizations undergo in response to internal
and external factors.
 Organizational Change refers to "the movement
of an organization away from its present state
towards some desired future state to increase its
effectiveness” (Broome: 1998).
Present Future
How?

Pressures for Change
Introduction
or Removal of
Government
Regulations
Life-Cycle
Forces
Growing
International
Interdependence
Changes in
Demographics
Shifting Political
Dynamics
Changes in
Societal Values
Technological
Advances
Aspirations
Pressure for
Change

Definition of Change
Management
 Change management is the process of
planning, directing and controlling all
activities involved in a state of change to
ensure that change programs meet
preset objectives and goals.
 Change management is an important
issue in all industries and organizations.
It is of relevance to a wide range of
situations at all levels from individual,
team and organization to leadership.
20

Why Change?
CORRECTIVE
Resolving faults in the current configuration
(Bug Fix)
ADAPTIVE
Including new features
(Enhancements)
PERFECTIVE
Raising the quality of the features
(Better, Faster, Cheaper)
PREVENTATIVE
Anticipation of future needs
(Creating the Future)

What to Change?
The five major areas of change include:
 Strategy – develop new visions, missions, strategic
plans
 Structure – add a new department or division, or
consolidate two existing ones
 People – replace a person or change knowledge, skills,
attitudes, or behaviors
 Technology – upgrade a data processing system
 Management –encourage participation by those
involved in solution of problems

Managers must be
prepared to handle both
Planned Change
- change resulting
from a deliberate
decision to alter
the organization
Unplanned
Change - change
that is imposed on
the organization and
is often unforeseen
Organizational Change

Recognize the need
for change
Diagnose and
plan change
Manage the
transition
Measure results to
Maintain change
Steps in the planned change Process

Why Change programs fail?
 Change programs are common but research indicates
that two-thirds of all organizational changes fail
 Several of the most common reasons for failed
change programs include:
 lack of commitment from the top
 change overload
 lack of incentives tied to the change initiative
 lack of training

Cont’d…
 Communication breakdown
 lack of space and support
 unclear objectives
 lack of performance measures,
and
 underestimating emotions

Models of Change
 Kurt Lewin has proposed two models of
change in 1951. These are:
- Force field analysis
- A three step change process
Force field analysis
 By force field analysis, we have three
step change process which involves an
interplay of multiple opposing forces.

LEWIN FORCE-FIELD MODEL OF
CHANGE

Models of Change…
These forces are driving forces, restraining
forces and the role of change manager in
the interaction between these two forces
(interaction management).
Driving
Forces Interaction
Mgt.
Restraining
Forces

Models of Change…

The steps of change as put forward in the Force field analysis are:
The first step is identifying and analyzing driving & restraining
forces.
The second step is assessing which forces are critical.
Not all forces are equally important in driving or holding the change
back.
The third and foremost important step is increasing the critical
driving forces and decreasing the critical restraining forces.

Models of Change…
Force field analysis: Example
Driving Forces
e.g.,
• Experienced
workforce
• Committed work
force
• Flexible
organizational
culture
Restraining forces
e.g.,
• Fear of unknown
(fear of loss of job)
• Unskilled,
obsolete
human resource
• Loss of influence
(may be from top
management)

Models of Change…
• Three phases (steps) of change theory
• This theory is about unfreezing, changing and
refreezing.
• What do we unfreeze? What do we change? What do
we refreeze?
• Lewin thinks that any change suffers from three
problems.
1) unwillingness to change
2) Inability to change
3) Inability to sustain the change

Models of Change…
Lewins 3 Phases Change Theory
Unfreeze
Raised State of
Tension
Climate
adapted
to minimize
resistance
Dissatisfaction
with status quo
Change
•Change
advocated and
implementatio
n begins
Changes tested
and adapted
for desired
results
Refreeze
•Behavior
stabilized
•Desired
Attitudes
•Values
internalized
& reinforced

Models of Change…
Illustration
A
Desire to support and participate in
change
D
K
Awareness of the need for change
A
Knowledge of how to change
Ability to implement change
R Reinforcement to sustain change

Kotter’s Eight Step Change Model
Build a
guiding
team
Create a
vision for
change
Remove obstacles /
communicate
Empower
action
Create
short-
term
wins
Don’t let
up
Make
change
stick
Create
urgency

The British author Andrew Leigh believes that
“Any behaviour that attempts to maintain the
status-quo when confronted with pressures that try
to modify it” (1997, p. 69) can be considered as
resistance to change.
RESISTANCE TO CHANGE

Four Factors
Lack of
understan
ding
Different
assessments
Self-interest
Low tolerance
for change
Effort to block new
ways of doing things
Resistance to Change

People resist the change due to;
 Fear of the unknown
 Fear of loss
 Fear of failure
 Disruption of interpersonal relationships
 Personality conflicts
 Politics
 Cultural assumptions and values
Cont’d…

SOURCES OF RESISTANCE TO CHANGE

Minimizing
Resistance to
Change
Communication
Training
Employee
Involvement
Stress
Management
Negotiation
Coercion
Minimizing Resistance to Change

Kotter and Schlesinger(1979) suggests these strategies:

Education and Training
• Education and Communication help people see the need of and the logic of a
change. The education process can involve one to one discussions, presentations
to group or memos and reports,
• An education and Communication programmer can be ideal when
resistance is based on inadequate or inaccurate information and
analysis, especially if the initiator need the resistor help in
implementing the change .
• But some managers overlook the fact that a programme of this
sort require a good relationship between initiators and resistors
or that the latter may not believes what they hear.
• It also requires time and effort particularly if a lot of people are
involved

Participation and Involvement
• Involving others makes very good sense.
• Considerable research has demonstrated that in
general participation leads to commitment not
merely compliance.
• In some instances commitment is needed for
the participation process does have its
drawbacks. Not only can it lead to a poor
solution if the process is not carefully managed
but also it can be enormously time consuming
• When the change must be made immediately, it
can take simply too long to involve others.

Participation and Involvement…
• Another way that managers can deal with potential
resistance to change is by being supportive.
• This process might include providing training in new skills,
or giving employees time off after a demanding period or
simply listening and providing emotional support
• Facilitation and support are most helpful when fear and
anxiety lie at the heart of resistance.
• Seasoned, tough managers often overlook or ignore this
kind of resistance as well as the efficacy of facilitative
ways of dealing with it.
• The basic drawback of this approach is that it can be time
consuming and expensive just are not available, then using
supportive methods is not very practical.

Negotiation and agreement
• Another way to deal with resistance is to often
incentives to active or potential resistors
• Negotiation is particularly appropriate when it
is clear that someone is going to lose out as a
result or a change and yet his or her power to
resist a significant.
• Negotiated agreements can be a relatively easy
way to avoid major resistance though like some
other processes they may become expensive.

Manipulation and Co-option
• In some situations mangers also resort to cover attempts
to influence others. Manipulation, in this context,
normally involves the very selective use of information
and the conscious structuring of events.
• One common form of manipulation is Co-option.
• Co-opting an individual usually involves giving him or her a
desirable role in the design or implementation of the
change .
• Co-opting a group involves giving one of its leaders or
some one it respects a key role in the design or
implementation of a change. This is not a form of
participation however, because the initiation do not want
the advice of the co-opted merely his or her

The Leader can lead the change through taking the following
measures;
• Establish a Sense of Urgency
• Form a Powerful Guiding Coalition
• Develop a Compelling Vision and Strategy
• Communicate Widely
• Empower Others to Act on the Vision
• Generate Short-term Wins
• Consolidate Gains and Create Greater Change
• Institutionalize Changes in the Organizational Culture
Leading Organizational Change

 Demonstrate the Need for the Change
 It must be tied to the
mission, somehow.
 It it’sbudget driven, that must
be acknowledged honestly.
 It should, in most cases, undergo an
extensive review after implemented
Leader Strategies to Overcome Resistance

Contemporary Issues in Managing Change
• Handling Employee Stress due to Change
Stress
 The physical and psychological tension an individual feels
when confronted with extraordinary demands, constraints,
or opportunities and their associated importance and
uncertainties.
 Functional Stress
– Stress that has a positive effect on performance.
How Potential Stress Becomes Actual Stress
 When there is uncertainty over the outcome.
 When the outcome is important.

Issues in Managing Change
• Reducing Stress
Engage in proper employee selection
Improve organizational communications
Develop a performance planning program
Use job redesign
Provide a counseling program
Offer time planning management assistance
Sponsor wellness programs

Issues in Managing Change
• Making Change Happen Successfully
Embrace change—become a change-capable
organization.
Create a simple, compelling message explaining why
change is necessary.
Communicate constantly and honestly.
Foster as much employee participation as possible—get
all employees committed.
Encourage employees to be flexible.
Remove those who resist and cannot be changed.

Characteristics of Change-Capable Organizations
• Link the present and the
future.
• Make learning a way of
life.
• Actively support and
encourage day-to-day
improvements and
changes.
• Ensure diverse teams.
• Encourage mavericks.
• Shelter breakthroughs
• Integrate technology.
• Build and deepen trust.

The change adoption curve
In change implementation process , all people could adopt
the change in the same way due to different reasons. The
following picture shows how people classified:

The Way People’s Responds to
Change
58
2.5%
Innovators
13.5%
Early adopters
Early
majority
34%
Late
majority
34%
16%
Laggards
Innovators ……..Create change.
Early adopters….Are first to try the change.
Early majority…..Try the change after it is succeeded elsewhere.
Late majority…….Try the change when convinced it is inevitable.
Laggards…………..May never change at all.

59
Animal Codes of Change Management
To understand the change management issues,
let us see some examples of individual
behavior’s in the Organization
Animal Codes- are helpful Behavior in a
group to set ourselves as a leader in
some category

Donkey
• “ I wont Be moved”
• Who is very stubborn (inflexible), will
not change his/ her point of view
• Who has big eyes
• It has large ears
• Who is not ready for change
61

LION (Fighter)
• Who gets in and fights whenever
others disagree with his/her plans
or interfere with her/his desires.
• Who is not encourage others.
• Who consider himself as a
superior of all.
63

RABBIT (Run Away)
• Who runs away as soon as (s) he senses
tension.
• Conflict, or an unpleasant job may disturb
its life. This may mean quickly switching
to another topic (flight or moveable
behavior).
• It does not enjoy with unstable situation.
65

Ostrich
I don't think there is any conflict
Who buries his or her head in the
sand and refuses to face reality or
admit there is any problems at all.
It needs undisturbed or peaceful
environment
67

Monkey
• Fooling and joking
• Who fools around,
chatters a lot and
prevents the group from
concentrating on any
serious business.
69

Elephant
• Blocks. I won’t let you go down this
road
• Who simply blocks the way, and
stubbornly (inflexibly) prevents the
group form continuing along the road
to their designed goal.
• Disturbing others by boosting once
oneself
71

The Giraffe
Above all
Who looks down on the others, and
the program in general, feeling, “ I
am above all this childish
nonsense”.
My rank is superior than others, so
I am above all
73

The Tortoise
Who withdraws form the group,
refusing to give his or her ideas
or opinions.
Gomen Be Teenaa
75

THE CAT
Who is always looking for sympathy
(consideration).
It is so difficult for me …. Miaow….
Always try to transfer once own
accountability to others.
77

Peacock
Seeking recognition
Aren’t I a Fine fellow?
Who is always showing off,
competing for attention. See
what a fine fellow I am!
79

The Snake: ….SSSSSS
Who hides in the grass and
strikes unexpectedly
The behavior of some People
who has unseen agenda that
may affect organizational mission
as well as individual mission in the
organization.
81

The Owl
Aren't I profound?
Who looks very solemn
(formal) and pretends to be
very wise, always talking in
long words and complicated
sentences.
83

The Mouse
I hope no one sees me.
Who is too timid or
afraid to speak up on
any subject.
Who is not confront to
problems face to face.
85

The Frog
Croak..Croak…Croak…
Who croaks on and on about
the same subject in a
monotonous (boring) voice.
Upsetting others to run
smoothly their business.
87

The Hippo
Who sleeps all the time,
and never puts up his
head except to yawn.
People who expected
order from their boss for
any activities. 89

Chameleon
Change color Quick
Artificial adjustment of once
thought (idea) in order to agree
with people with out considering
the reality of the matter.

The Bee
• Believe in hard work and team spirit.
• Performance is best when people
organized together in team base.
• Every person has duties to perform
in a team.
• Sweet and quality services or
products can be rendered or
delivered through team work.
94

Discussion Questions
Recall certain changes that took place in your
organizations/organizations you know.
a) Was the implementation successful? Why or
why not?
b)Was there any resistance to the changes? If
there was any what do you think were the
sources of the resistance?
c) Was the resistance managed well? In what ways?

09/12/2025 96
Thank You!
Horaa Bulaa!

Change Management Training Final (1).pptx

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