There is much talk about 'Change Management' these days. According to
Kaufman (1972), change management can be defined as the organisation, planning
implementation and evaluation of a programme whose ultimate goal is the social
change. For creating a social change, the attitudes of people need to be changed.
For this, three general approaches can be employed either singly or or in various
combinations as suggested by Bandura (1972) are: (i) belief-oriented approach; (ii)
affect-oriented approach, and (iii) behaviour-oriented approach.
In the belief-oriented approach, the new beliefs or assumptions are presented
and their characteristics are compared and analysed with reference to existing
beliefs. An extensive use of persuasive arguments, logic and pictorial devices is
made for this. In affect-oriented approach, an association with objectives of positive
values is established for the new reality. On the other hand, behaviour-oriented
approach relies on creation of social groups for new learning activities and their
social monitoring.
Towards a Change Management System
Kaufman (1972) has proposed the change management system, which in its
simplified version is given below in Exhibit - 1
The change philosophy needs to be shared with all the stakeholders for the
change to succeed. The change goals, decision objects, programme objectives,
change programme should be decided collectively and consciously. The situational
variables should be looked into before deciding for the strategy for change. In all
changes, the inter-personal relationships play an important role and deliberate efforts
need to be made for building inter-relationships.
Influencing plays an important role in any change. Kaufman (1972) stresses
the creation of a deliberate influence structure. According to Rogers (1972),
influence is the interaction between persons that causes change. The influence
structure proposed by Kaufman is given below.
Furthermore, face to face interaction is strategic in the change process. The
counselling relationship and small group processes provide testing-out and acting-out
opportunities. Kaufman says that such opportunities provide conscious examination
of the expected change.
Change Agent's Role
According to Rogers (1972), a change agent is a professional influencing
innovation decisions in a direction deemed desirable by a change agency A change
agent, thus, works as a medium in the implementation of planned change
programme. A change proceeds from the stage of awareness to persuasion 10
adoption to reinforcement through practice of innovation or intervention.
Persuasion consist of creating favoural attitude towards the change and
clarifying its usefulness. The role of a change agent starts with persuasion. The role
of change agent lies in taking the following sequential steps (Rogers, 1972) as
shown an Exhibit - 3.
A change agent has to be a part of innovation decision process and must
have an indepth knowledge of the innovation and expert in creating a favourable
alitude towarde it. Change agents are communication link between clients and the
pimary source of innovation (Rogers, 1972). Rogers has suggested the following
paradigm of change - client communication in terms of throe kinds of variables (see
Exhibit- d).
Rogers observes that the communication is less effective if the degree of liasion
variable is low.
Main Strategies for Changes
There are two main strategies for bringing about a change. These are: (i)
Stragegy of participation, and (ii) Strategy of education and training. Chin and Benne
(1972) say that bring people or clients into the planning process and involve them in
decision making. Along with this, train them in analytical process and some basic
skills of follow-up and monitoring. People here are being referred as change target
(CT) and person who is intending to bring about change is called change agent (CA).
Chin and Benne have suggested some factors that influence the development
of change strategy. These factors have been outlined in the following exhibit.
It is essential for the change agent to have a knowledge of the strategy of
change. This builds up the creditability of change agent among the change target
The change agent should be able to adapt to the social-cultural values and social
structures of the target and try to bring about the change from within.
In Conclusion
For bringing about a change and managing it, participatory group processes
need to be used. There is a need to build up a strong group belongingness between
change agent and change target for a change. Efforts should be made to create a
shared perception of necessity for change and build a strong pressure for change
The information related to the need for change, plan for change and consequences
of change must be shared by the change agent and the change target.
References
[1] Bandura, A. Social Psychological Perspective. In G. Zaltman et al (eds) Creating Social Change, New York : Holt, Rinehart and Winston (1972), [2] Chin, R and Bene, K,D. Strategies and Tactics for Planned Organisational Change. In G. Zaltman et. al (eds) Creating Social Change, New York: Holt Rinehart and Winston (1972). [3] Kaufman, I. Change Management: The Process and the System. In G. Zaltman et. al (eds) Creating Social Change, New York : Holt, Rinehart and Winston (1972). [4] Rogers, E.M. The Change Agency and Change Target. In G. Zaltman et. al (eds) Creating Social Change, New York: Holt, Rinehart and Winston (1972)
Comments