Change Management between Needs and Resistances Qatar Foundation Experience - Research Proposal Example

 Change Management between Needs and Resistances Qatar Foundation Experience Table of Contents I. Introduction 2 1.1 Background 2 2.0 Literature Review 5 2.1 Introduction 5 2.2 Theories and Models 7 2.3 Change Management Resistance 11 3.0 Research Questions and Objectives 15 3.1 Research Questions 15 3.2 Objectives 16 4.0 Method 17 5.0 Timescale and Resource Plan 19 6.0 Conclusion 20 References 21 TABLES – FIGURES Figures Figure 1 – A Causal Model of Leadership Influence 6 Figure 2 – The Relationships Between Culture Types 6 Figure 3 – Change Management 8 Figure 4 – The Change Curve 9 Figure 5 – The Change Curve 10 Figure 6 – Change Curve Model Three States 11 Figure 7 – Change Management Plan Productivity Dip 13 Table Table 1 – Time Schedule 19 I. Introduction This proposal will deal with the subject of change management as well as its needs and resistances as a subject for exploration. It will explain the areas to be investigated by bringing forth the research questions and objectives to be explored, along with an analysis of preliminary research and the methods to be used to conduct the examination. 1.1 Background The change management process is an ongoing facet in the evolution of a business as it initiates new approaches, adapts to changing competitive and industry sector dynamics along with other allied variables (Aladwani, 2001). The only thing constant about business is change as the environment is in a continuous state of flux. This means companies are subject to change management in varied forms as they evolve to meet new demands and challenges (Lorenzi and Riley, 2000). In looking at change management By (2005) states it entails the transitioning or shifting of personnel, organisational groups or teams from one way of doing things to another. The core of change management is focused on aiding employees and stakeholders to accept and embrace changes within their operational environment to offer or provide improvements in the way things are done (By, 2005).   This background summary of change management was undertaken to provide a core understanding of the process to aid in understanding the rationale for this research proposal. The application of change management can take many different forms, depending on the context, department, reasons, and purpose for undertaking change (Meisiek, 2002). In an article by Ackerman (1997), three types of change were identified in classifying change management. These are developmental, transitional and transformational (Ackerman, 1997). Under the developmental classification, he states this may either be emergent, planned or of an incremental type. He adds developmental change usually corrects existing issues or enhances operations, and in general seeks to improve processes or skills. Transitional change looks to move an operation or processes from its present state to one the company is seeking to be in (Ackerman, 1997). The last of the three types is transformational. This requires the organisation and its staff to make a significant series of changes (Ackerman, 1997). These can be processes, culture, structure or strategy, and generally results in a culture that seeks to make ongoing continuous adaptations, and improvements as an ongoing part of operations. The three areas provided by Ackerman (1997) are core elements to this research proposal as they are areas companies or organisations continuously undergo.   The technological age of customised computer software, processes, programmes, and computers, has significantly impacted change management (Galop et al, 2007). Termed as information technology, companies can implement change management to enable them to operate and comply with regulations along with employing new processes (Bloodgood and Salisbury, 2001). This is a newer field of change management that consists of ISO compliance and other forms that have broadened its field of application (tripwire, 2010). The newer reasons to apply change management have less to do with an employee or organisational resistance to change than it does with needed corporate change and compliance in order to be successful and survive (Dunphy et al, 2006). This is a major development in the competitive arena that crosses all company size classifications.    In terms of resistance to change, Pardo del Val and Fuentes (2003) state any change will have its opponents and proponents. In expanding on this, Ford et al (2008) state the manner and reasons change is introduced has a bearing on the type and degree of resistance that will be encountered. They cite broken agreements, trust violation, a breakdown in communications and other areas as such as management needs to anticipate and dissipate or educate staff to prior to implementing or bringing about change (Ford et al, 2008). The approach of Ford et al (2008) as well as Oreg (2003), differs from Pardo del Val and Fuentes (2003) as they see the way change is introduced by management is almost as important as the change itself. Their approach looks at resistance as an aspect that can be minimised when approached properly as opposed to Pardo del Val and Fuentes (2003) approach that deals with it after the fact.   Mabin et al (2001) explain the theory of constraints is applicable to change management resistance. They add that through a process termed as ‘focusing’, the identification of the means to restructure the organisation around the resistance factor(s) can be achieved. Steyn (2002) counters Mabin et al (2001) approach as he explains the theory of constraints is only as strong as the weakest link. The chain refers to the people, management, organisational culture, processes, and purpose for introducing change, along with the approach to change management taken during its planning (Steyn, 2002).   The above summarization took in a number of areas in order to develop an accurate picture of change management. The rationale for undertaking this proposed study is the rapidly changing context in the business arena means change is a constant in terms of adapting, responding and understanding the need to improve operations to retain customers and stave off competitive advances (Pearce and Sims, 2002). Thus, change management is an integral part of every business.   The justification for undertaking this study resides in the way change management is prepared for and introduced that have a distinct bearing on its eventual success and minimisation of resistance (Piderit, 2000). The approach to identifying and introducing change needs to be managed by the early inclusion of staff members in the process (Chawla and Kelloway, 2004). Clegg and Walsh (2004) explain that by utilising a proper structure for bringing about change the reasons for resistance can be dissipated or minimised early on in the process. Through inclusion, staff members have fewer reasons or justifications to resist change as they had an option to voice their concerns before the process began. 2.0 Literature Review 2.1 Introduction The conduct of research for this proposed study entails looking at a wide range of areas and information connected to the investigation of change management needs and resistances. As uncovered in the background segment, the change management process is a far-reaching area that has broad implications concerning application areas. By (2005) explained the core purpose of change management is based on having employees and stakeholders embrace and accept changes to their environment that will result in improvements.   In an article by Gill (2002) he makes the important and insightful observation that change needs to be managed properly by management with regard to what is to be changed, how it is introduced, the sequence of events and the participation by members of a company’s staff. This approach considers the way change management is approached is almost as important as what it is changing. Sirkin et al (2005) approach this from the angle of understanding the needs side of the change management equation and then introducing it in a manner that encounters the least resistance. Their articles do not offer insights concerning the way these approaches should be conducted. Kavanagh and Ashkanasy (2006) in a study of three large organisations used a qualitative and quantitative research analysis to examine leadership impacts on change management and how staff members accepted cultural change. Their article looked at the different approaches used by three organisations before, during and after a merger process, along with their approaches. It also looked at leadership styles and qualities concerning how they impacted employee acceptance or resistance. Kavanagh and Ashkanasy (2006) diagrammed the study to show the flow of the influence of leadership on staff perceptions of change management acceptance and resistance:   Figure 1 – A Causal Model of Leadership Influence and Employee Change Acceptance (Kavanagh and Ashkanasy, 2006, p. 83)   This case study represents a source that will be used in the dissertation as it examines the ways that shifts in organisational culture were managed, the consequences for employees and the application of the theory of constraints. In terms of constraints, Kavanagh and Ashkanasy (2006) brought forth the following:   Figure 2 – The Relationships Between Culture Types and Individual Consequences Concerning the Theory of Constraints and Autonomy (Kavanagh and Ashkanasy, 2006, p. 86)   The broad-scale approaches indicated serve as a prelude to other study and examination avenues in conjunction with those of the research questions and objectives that grew from this preliminary review of source materials. 2.2 Theories and Models The materials thus far covered, except for Kavanagh and Ashkanasy (2006), did not delve into theories or models used in change management. The theory of constraints is a management philosophy that states at any point in a complex system (such as an organisation), there is some aspect that limits or is limiting its capability to achieve more of its objective(s) (Watson et al, 2007). The theory is interesting as it brings forth the fact change management is an ongoing process. The theory of constraints is present in basically any change management project, regardless of how successful the implementation or outcome has been.   Interestingly, the change management process is also known as a theory (Hayes, 2010). In explaining this, Hayes (2010) states its purpose is directed at aiding management and employees to adapt to changes that are beneficial to the organisation. In researching change management it was found that there is no universal definition of it as either a theory or process. A website termed change-management (2013) summarises the information found at a number of sources that stated change management “… can mean many things to many different people”. In going further, it was explained in the world of project management, change management is described as the steps used to address changes in scope or a schedule (change-management, 2013). In recognition of the broad range of different explanations used for change management the website states there is a need for “… a clear definition of change management …” as this would aid in helping organisations and practitioners to build competency in the management of change (change-management, 2013). Although there is no universal definition of change management, the following has been proposed as the definition the website change-management (2013) acknowledged it took from Prosci (2013).   Prosci (2013, is recognised as the leading firm in the field. The definition of change management they developed is that it ‘… represents a large and rapidly growing discipline that is being increasingly deployed on a global scale by corporations, governmental entities, and non-profits” (Prosci, 2013). They add “Change Management refers to a structured approach to facilitate the adoption of change by groups and individuals within an organization” (Prosci, 2013). In explaining the definition they stated, “Change management is the application of a structured process and tools to enable individuals or groups to transition from a current state to a future state, such that the desired outcome is achieved” (Prosci, 2013). The definition has three distinct segments that entail 1. a set of tools, and processes, 2. that manage the people side concerning change, 3. that is directed to achieve the desired outcome(s) represented by change.   Prosci (2013) adds that when done properly, change management causes the people in the process to feel engaged and therefore work in a collective manner to achieve a common outcome. The company also states the emphasis on change management is on the people side concerning change (Prosci, 2013). They add that it targets the leadership at all levels within an organisation.   Visually, the change management process looks as follows:   Figure 3 – Change Management (change-management, 2013)   A model broadly utilised under change management is termed the change curve (Byrne, 2006). It is a tool that enables a company’s management to gauge the different stages concerning organisational change along with personal transition (Byrne, 2006). In visualising the change curve model, it consists of four stages that employees usually go through in adjusting to change (MindTools, 2012). Under stage 1 of the change curve model, it is described that the initial reaction to change may be denial or shock as the staff has to move out of the status quo (MindTools, 2012). Stage 2 is when the reality concerning the change takes hold and some people begin acting in a negative manner (MindTools, 2012). Emotions or feelings at this stage may include fear regarding the impact of change on them individually, and it can include anger or active resistance against the change (MindTools, 2012). Some of the reasons for these feelings are they might think there will be personal negative consequences resulting from the change, whilst in other instances, they have identified real threats (MindTools, 2012).   Figure 4 – The Change Curve (MindTools, 2012)   The figure explains that as long as staff members remain in the second stage of the change curve, change will not be successful as these are the weak links (theory of constraints) (Herzog et al, 2008). The job of management is to get the staff to move to the third stage, which is where resistance gives way to acceptance (MindTools, 2012). The third stage in the change curve entails when the people involved in the process begin to stop focusing on what has been lost (MindTools, 2012). As they let go of the past and start moving forward, change starts to be accepted as they work within the changes and explore the benefits. The fourth and last stage is when employees begin acceptance and embrace the changes (MindTools, 2012). This stage (the fourth) is when the organisation starts to reap the benefits envisioned by implementing the change process. Visually, the four-stage process looks similar to the following:   Figure 5 – The Change Curve (MindTools, 2012)   In other terms, the four stages can be identified as denial, resistance, exploration and commitment (University of Exeter, 2009).   Figure 6 – Change Curve Model Three States (University of Exeter, 2009)   The above comparison of terms under the change curve model is important as they describe the model in different ways. It also shows there are slightly different ways to approach the issue depending upon the theory used. It is important to understand the different stages and components attributed to the change curve model as these are useful in identifying ways to reduce or eliminate resistance. However, depending on the theory or model used, the approach can have variables that may need to compare the outcomes. These will be further explored in the review of literature materials in the full exploration. For reference, the four-stage levels attributed to the change curve under this view are as follows. Under the first stage, shock and denial are usually the first reactions (University of Exeter, 2009: (Elrod and Tippett, 2002). The shock is usually attributed to a lack of information or fear of the unknown coupled with the fear of failure and feeling of being threatened. Stage two is described as anger and depression that arises from skepticism, frustration, and suspicion that can include isolation, apathy or remoteness (Elrod and Tippett, 2002). Acceptance and integration is the third stage where employees or staff members begin to see the new possibilities and opportunities from applying change, along with the relief they have survived the actual change (Elrod and Tippett, 2002). As a result of finding out the consequence or realisation of change have not been as bad as what was in their minds, staff members begin to accept the change and trust it will work to their benefit (Elrod and Tippett, 2002). This approach is more detailed that the one posed by MindTools (2012). 2.3 Change Management Resistance This area of the review of literature has segments to aid in understanding the different elements of the change management process. The major examination points deal with staff member reactions and resistance to change as opposed to the need factors. This is because in terms of need, change in the business arena is an ongoing process as a result of market forces, competitive factors, changing consumer tastes and expectations, along with innovations and new approaches represented by processes, products, and service (Paton and McCalman, 2008). This aspect was given particular attention under the change curve model that will serve as an integral part of the proposed research.   The principal element in resistance to change under the first stage in the change curve model dealt with the fear of what was coming, a lack of information and the anticipation of what the future might hold for them (individual staff members) (Palmer, 2004). The issue that Palmer (2004) brings forth is the manner change is introduced. The indicated sources stated the number one problem implementing change is staff members are not included in the design, consideration or pre-implementation part of the process. By bringing them in as early on in the process as possible, staff members feel they are a part of the decision-making process, or at least considered. This reduces initial resistance as issues and problems tend to work themselves out in the planning stages when they are brought to light (Trader-Leigh, 2002). More importantly, early inclusion of staff members can result in new approaches, considerations or ideas that modify the initial change management areas to result in an improved version of the changes proposed (Trader-Leigh, 2002).   In order to visualize the process, a diagram prepared by the University of Oklahoma (2004) shows that minimising the productivity dip speeds up the process considerably.   Figure 7 – Change Management Plan Productivity Dip (University of Oklahoma, 2004)   The opinions brought out by early staff involvement is also discussed by Oseni (2007), who adds the need determination stage represents when management should consider involving staff members in the process once the direction or need area has been identified. In elaborating on this further, Christensen and Overdorf (2000) provide a differing approach that consists of an operational plan to deal with resistance and need as a combined process. Under the first area (conception of change or need), they state this is the stage where the need is first realised. It can consist of plans to increase service efficiency, a new IT system, government or regulatory compliance areas, etc. (Christensen and Overdorf, 2000). The next stage entails evaluating the idea or need through examining alternatives and the costs (Christensen and Overdorf, 2000). The next step entails the eventual approval by management where the change approach is evaluated, modified and approved (Christensen and Overdorf, 2000).   The corresponding steps in terms of resistance to change are best coincided with the above. This entails a number of options and approaches. The first could be to ignore the potential for resistance and management continues in its evaluation of the change programs, which is not recommended (Dent and Goldberg, 1999). The second and more viable option entails minimising the resistance through preventative measures (Armenakis and Bedeian, 1999). Dent and Goldberg (1999) state there are varied ways this can be achieved. They indicate this can consist of involving the staff in the process at the outset, thereby inviting constructive resistance as a means to identify issues and areas to be addressed before the fact. Waddell and Sohal (1998), along with Alaswani (2001) recommend this approach because it deals with issues as they occur. They all state this is the most viable approach that subsequent sources will explore in the proposed research to determine viability. The last method in dealing with resistance is through the use of crisis management that employs responding to issues after the fact (Oseni, 2007). As can be deduced, the last option is one to be avoided where possible.   The complexities involved in terms of handling needs and resistance will be further explored and developed by the research included in the proposed project. 3.0 Research Questions and Objectives 3.1 Research Questions The information and insights gained from the introduction and literature review segments were guidelines used to determine the research questions and objectives. This process provided the means to become acquainted with the variables connected with change management from a needs and resistance standpoint. Understanding the variables connected to these two areas was developed by preliminary research conducted under the introduction and literature review segments.   The research questions for this proposal represent delving into important points that will aid in the development of the topic matter that seeks to inquire into “Change Management, between needs and resistances”. The three components of the title are the key to moving forward in developing the reason for this study. As such, the research questions will seek to determine the following:   A. What situations or circumstances determine the need for the use of change management? B. What are the types of resistances connected to change management in terms of staff, operations or allied areas? C. What can be done to minimise resistance factors connected to implementing change management?   The research questions have been designed to delve into foundational reasons connected to change management, along with important considerations stemming from the subject title. By delving into the points connected to the title of this proposed research, a clarification of its purpose, direction, and reason for it being undertaking are developed. This is important as it provides a situational and circumstantial foundation important to proceed in a logical manner.   3.2 Objectives The subject matter of this proposed research study, “Change Management Between Needs And Resistances”, is an important part of corporate reality regardless of the size or industry sector looked at. From implementing new processes such as Total Quality Management, Six Sigma or lean management to ISO (International Organization for Standardization) it has applicability. It also takes in technological improvements represented by changes to the supply chain, along with new computer or software systems. In order to develop the subject matter, the objectives have been formulated to look into areas of inquiry that will broaden the understanding of the uses, benefits, drawbacks, and resistances.   1. To explore the various ways change management can be and is applied in companies. 2. To determine the benefits change management provides or brings to a company. 3. To evaluate the varied needs change management addresses. 4. To identify the different types of resistance to change management that can occur and how these can be dealt with.   The objectives have been formulated in consideration of the broad-based implications of the subject matter of this research proposal. By providing context for the parameters and areas to be investigated, the research can focus on more salient and meaningful elements. 4.0 Method The research philosophy underpinning this proposal is positivism, as it provides the basis for the examination of the subject using social and natural sciences (Giddings, 2006). The context of this study seeks to look into change management, delving into needs and resistance. This is an area of inquiry that is perfect for the positivist stance of social and natural sciences as the basis for arriving at the truth (Giddings and Grant, 2006). The broad arena of need areas under change management is not an inhibitor to the process as needs represent more of a generic term. This is stated because the subject is based on change management as opposed to examining a specific need-based application.   The second part of this proposed research is resistance. Ackerman (1997), along with Pardo del Val and Fuentes (2003) as well as Ford et al (2008) brought forth that change management resistance and need are intertwined. These are strengths of positivism that make the assumption truth is in the data (Myers, 1997). Despite the grounded empirical nature of positivism, Johnson and Onwuegbuzie (2004) caution there is a need to add to this research philosophy, as the observations or information gleaned might not provide all of the components to satisfy the conditions of a balanced assessment or understanding (Healey and Perry, 2000). Mabin et al (2001) theory of constraints and change curve model are examples of variables that can influence outcomes and change them from straightforward observations into more complex subsets.   This being the case, qualitative and quantitative research methods will also be employed to provide balance. The first of these two, qualitative, is an exploration as well as a description that aids in understanding (Myburgh and Poggenpoet, 2005). In the exploration of change management, Prosci (2013) stated there are many different approaches to the definition. By virtue of the holistic approach of qualitative research, a broader understanding was sought. This falls outside of the scientific empirical confines of positivism, thus explaining the need to employ a broader research approach to ensure all aspects have been covered.   The use of quantitative research as a tool is a means to search for information maintaining an open mind to potential contributors or variables (Newman and Benz, 1998). By remaining distanced from the research process under the quantitative method, a more objective assessment takes place (Silverman, 2006). The use of this approach complemented the other two methods to bring quality to this proposed project.   The nature of this study is better suited to secondary research than primary. This is because opinions and points of view could be gleaned from broader research found in varied articles and studies. This was deemed as being important as the potential for bias in a primary series of respondent questionnaires or interviews would not be sufficiently large enough to minimise its occurrence (bias). The broad arena offered by secondary research would provide primary observations from a broader number of sources for comparison in keeping with the wider views and opinions gathered (Hackley, 2003).   The fact the proposed study deals with such a large arena, meaning change management needs and resistance, it was felt the research method should employ a wide-scaled approach. Shamoo and Resnik (2003) made this observation as they state research needs to be properly managed from the outset to avoid losing time in techniques that are not well suited to a study. The research questions and objectives formulated for this proposed examination have been conducted with this in mind. By understanding the direction of what is to be sought, the process of designing the approach was simplified (Grinnell and Williams, 1999).   5.0 Timescale and Resource Plan A Gantt Chart has been used to present the timescale and resource plan for this project. Table 1 – Time Schedule   The work under this proposal has greatly simplified the next stage of this study as the research questions and objectives have been addressed. The areas covered, along with the preliminary literature review, have helped to clarify what will be needed to conduct the study in terms of a longer approach.   6.0 Conclusion The subject matter entails examining a broad scale look at change management to draw out areas of understanding. As brought forth under the review of literature and the formulation of the research questions and objectives, the situations and circumstances connected to change management go hand and hand with resistance as it is the function of management to mesh both areas into a workable plan before starting. The exploration of the varied ways change management is used, resistance aspects and allied factors are a function of the manner that management approaches the introduction and implementation of the process.   The conduct of this study will be subject to limitations represented by the fact newer or more up to date information might potentially be either overlooked or missed. In order to minimise the possibility of this, two or more sources shall be used to ensure the information gathered is reliable. References Ackerman, L. (1997) Development, Transition or transformation; the question of change in organisations. OD Practitioner. December pp. 108 Aladwani, A. (2001) Change management strategies for successful ERP implementation. Business Process Management Journal. 7(3) pp. 266 - 275 Alaswani, A. (2001) Change management strategies for successful ERP implementation, Business Process Management Journal, 7(3), pp. 266 - 275 Armenakis, A., Bedeian, A. 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