Change Introduction HRM 320 Week 1 Cindi Gilliland Full Clin ✓ Solved

Change Introductionhrm 320week 1cindi Gillilandfull Clinical Professor

Change Introduction HRM 320 Week 1 Cindi Gilliland Full Clinical Professor and Program Director, MSHRM Claremont Graduate University March 30, Agenda/ Overview Team Project Topics and Teams! Key concepts for this week: HR is in the midst of major change right now Fundamentals of change: reactive/proactive and evolutionary/revolutionary changes Resistance to change Grant: Are We Change Ready? Switch: Exploring three avenues for change Fundamentals of Change 5 Organization change can only occur through individual changes in your people Change involves unlearning something that is already practiced and part of your organization Change is often hard for people and evokes strong negative emotions Reactive vs.

Proactive Change Reactive Address Performance gaps in organization Doctor metaphor Diagnose symptoms of performance gaps Prescribe treatment in the form of change initiative Proactive Address Opportunity gaps in organization Entrepreneur metaphor Scan environment for opportunities Amass resources necessary to implement change 6 Evolutionary vs. Revolutionary Change Evolutionary Incremental adaptations to improve quality or service or reduce costs Can involve rapid cycle testing to quickly implement and evaluate ideas Revolutionary Dramatic change to realign organization’s strategy or capabilities Large, transformative changes to strategy, structure, processes, technologies, core competencies, or values 7 Sources of Resistance to Change 8 Uncertainty Lack of understanding and trust Differing perceptions of change Self-Interest Fear of actual obsolescence Difficult to change habits and routines Change Aversion Lack of tolerance for change Rejection of change solution Discussion: Changes in your world What types of changes have you experienced this year?

Reactive vs proactive Evolutionary vs revolutionary What sources of resistance are you experiencing/seeing? 9 Write down the words from this list that you personally most frequently associate with the idea of organizational change: Adjust Alter Ambiguity Anxiety Better Challenging Chance Concern Death Deteriorate Different Disruption Exciting Fear Fun Grow Improve Learn Modify New Opportunity Rebirth Replace Revise Stress Transfer Transition Uncertainty Upheaval Vary Sum the points for each of the words that you wrote down Adjust (0) Alter (0) Ambiguity (-1) Anxiety (-1) Better (+1) Challenging (+1) Chance (0) Concern (-1) Death (-1) Deteriorate (-1) Different (0) Disruption (-1) Exciting (+1) Fear (-1) Fun (+1) Grow (+1) Improve (+1) Learn (+1) Modify (0) New (+1) Opportunity (+1) Rebirth (+1) Replace (0) Revise (0) Stress (-1) Transfer (0) Transition (0) Uncertainty (-1) Upheaval (-1) Vary (0) Scores in the +5 to +10 range suggest strong support for the organizational change.

Scores in the +2 to +4 range suggest moderate support for the change. Scores in the -1 to +1 range suggest a willingness to comply with the change. Scores in the -2 to -4 range suggest moderate resistance to the change. Scores in the -5 to -10 range suggest strong resistance to the change. +10 🛑 💡 âš–ï¸ What’s your relationship to change? Why do you think you react to the idea of organizational change the way you do?

What might make organizational change easier for you? More difficult? How might organizations harness the enthusiasm of supporters to help promote change? What does it take to inspire commitment to change? [For the strong supporters] Are there dangers in being overly enthusiastic about change (e.g., high expectations)? 12 Conserver Prefers the known to the unknown.

Disciplined, detailed, deliberate and organized. Accept structure. Prefer gradual change. Pragmatist Prefers to explore the current situation in an objective manner. Reasonable, practical, agreeable and flexible.

Explore structure. Prefer change that best serves the function. Originator Prefers a faster, more radical approach to change. Unconventional, spontaneous; risk takers. Challenge the structure.

Prefer quicker, more expansive and radical change. Rider: Our rational side Provides analysis, direction, and long-term thinking Tends to over-analyze. Elephant: Our emotional side Provides passion, energy, and intrinsic motivation Prefers instant gratification; tires easily Path: Our environment or situation Provides ease-of-movement, tools, and resources Constrains alternative movements What looks like resistance is often a lack of clarity. What looks like laziness is often exhaustion. What looks like a people problem is often a situation problem 13 How do we direct the rider, motivate the elephant, and shape the path? 14 Direct the Rider 1.

Find the bright spots Riders tend to focus on problems Reject solutions from other organizations “it won’t work here – we are different†Bright spots show solutions in your organization Instead of over-analyzing problems, study those who have found solutions Bright spots will also motivate elephant and highlight path 15 Direct the Rider 2. Point to the destination Paint picture of an attractive destination- a destination postcard Show their role in that destination Effective visions tap into emotions 16 Motivate the Elephant 3. Shrink the change Limit the investment you are asking people to make in the change Identify small wins that are meaningful and within reach Big success comes from a series of small changes Small wins also provide a script for the rider and highlight the path 17 Motivate the Elephant 4.

Grow your people Foster experimentation and learning – a growth mindset Competency mastery is intrinsically motivating Elephant must believe it is capable of conquering change 18 Shape the Path 5. Tweak the Environment Make the desirable behavior a bit easier and the undesirable behavior a little bit harder Don’t introduce a more complicated solution! Solution makes sense to the rider and does not get resistance from the elephant 19 Shape the Path 6. Build habits Habits allow us to move on autopilot Checklists help people develop habits Keystone habits are small changes that impact many other areas of life 20 Discussion: Techniques for HR Change Applied to Habit Project If you know the domain/area/topic of your personal change, think through how you would apply the Switch techniques: Which of the following techniques could you use to help facilitate this change?

Find the bright spots Point to the destination Shrink the change Tweak the environment Build habits Discuss in pairs or trios and help each other find ideas. 21 Workforce trends that will impact HR in 2021 Employers will shift from managing the employee experience to managing the life experience of their employees. The gender-wage gap will continue to increase even as employees return to the workplace. Flexibility will shift from location to time. Mental health and trauma support will expand.

Employers may “rent†or outsource talent to fill the skills gap. 22

Sample Paper For Above instruction

The landscape of Human Resource Management (HRM) is currently undergoing significant transformations driven by rapid changes in organizational, technological, and societal contexts. As HR professionals navigate these turbulent times, understanding the fundamental concepts of change management becomes critical. This paper explores the nature of organizational change, resistance to change, and strategies for successfully implementing change within organizations, with specific emphasis on theories and practical approaches such as emotional and rational motivators, as well as behavioral shaping techniques.

Organizational change can be categorized into reactive and proactive types, each serving different strategic purposes. Reactive change responds to existing performance gaps, akin to a doctor diagnosing symptoms and prescribing remedies. It is often driven by internal issues such as declining productivity, employee dissatisfaction, or technological failures. For instance, an organization experiencing declining sales might implement training programs or restructure teams to address these symptoms. Conversely, proactive change anticipates future opportunities or threats, similar to an entrepreneur scanning the environment for emerging trends and amassing resources beforehand. It involves strategic foresight and innovation to leverage opportunities that may benefit the organization in the long term.

Furthermore, changes can be evolutionary, involving incremental adjustments aimed at continuous improvement, or revolutionary, which entail large-scale, transformative shifts in strategy, structure, or technology. Evolutionary change is typically gradual, such as process improvements or quality enhancements, often employing rapid cycle testing to observe outcomes. Revolutionary change, however, signifies a paradigm shift, restructuring core competencies or redefining organizational values to realign with new market realities or disruptive technologies.

Resistance to change is a pervasive challenge, often arising from uncertainty, fear, and habit. Uncertainty manifests when employees lack understanding or trust in the change initiative. Fear of obsolescence and loss of control further compound resistance, with employees worried about the implications for their roles and routines. Resistance can also be psychological, rooted in aversion to risk or unfamiliarity with new processes. Recognizing these sources allows HR managers to strategize effectively by fostering transparent communication, building trust, and engaging employees early in the change process.

Effective change management necessitates understanding individual perspectives and leveraging emotional and rational motivators. The "rider," "elephant," and "path" framework provides a compelling model for guiding change. The rider, representing rational analysis, can be directed by identifying bright spots—successful solutions within the organization—and by articulating a compelling vision that paints an attractive picture of the future. The elephant, embodying emotional energy, requires motivation through small wins and fostering a growth mindset, boosting confidence in the ability to adapt. The path, related to environmental factors, can be shaped by tweaking routines or habits, making desired behaviors easier and resisting resistance.

Additionally, fostering habits and behavioral routines plays a vital role in embedding change. Keystone habits, small but impactful routines, can cascade effects across different organizational domains, facilitating sustained transformation. Applying techniques such as 'finding bright spots,' 'pointing to the destination,' shrinking the change, and tweaking the environment help organizations build momentum and embed change into everyday practices. For example, recognizing small successes or creating easy, accessible routines can sustain motivation and reduce fatigue or resistance.

Workforce trends are shaping the future of HR, including an increased focus on managing employees' holistic life experiences rather than merely their employment. Trends such as expanding mental health support, emphasizing flexibility in work arrangements, and outsourcing talent demonstrate evolving priorities. HR professionals must adapt strategies to manage these trends, emphasizing employee well-being, resilience, and agility amid ongoing change. These movements highlight the importance of emotional intelligence, adaptability, and proactive leadership in navigating HR challenges in 2021 and beyond.

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