5 Change Management

Prof Dimple Patel

I. Objectives

The Objectives of the unit/module include:

Make aware of the concept of change and change management;
Describe about the changes taking place in libraries and information centers;
Analyze the nature of change in libraries and information centers;
Discuss about the planning and implementation of change management;
Implement change in libraries and information centres; and
Describe about the resistance and overcoming resistances for change management.

II. Learning Outcome

After going through this unit/module you will understand that change is constant and every organisation and individual has to undergo for change not only once but time and again. You would learn about the change and change management concept, the factors affecting in libraries and information centres in modern times, the key enablers of change in libraries, steps for making change happen in institutions like libraries and steps for successful change management.

III. Structure

1. Introduction

2. Change Management

3. Why Change Occurs: Situations for Change in Libraries

3.1 External Environment

3.2 Internal environment

4. Analyzing the Nature of Change in Libraries and Information Centers

5. The Concept of Change and Change Management 5.1 Concept of Change

5.2 Content of Change

5.3 Types of Change

5.4 Models of Change Management

5.5 Responsibility for Managing Change

6.Responses to Change (Overcoming Resistances)

7. Planning for Change

8.Implementing Change

9. Summary

10. References

1. Introduction

Change and its management in organizations is a key theme and topic for discussion among managers everywhere, may it is public-funded organization or privately owned, global or local, large-sized or small ones, in the service sector or commodity business. The fast changing world we live in is not only creating existing opportunities and developments but is also causing widespread uncertainty, and often concerns everyone. This is particularly so in the information and library sector where transformation has been taking place over a number of years.

In modern libraries, everything is changing- the processes, the services, and the media in which information are stored and accessed. The collection of libraries has become diverse from printed material to digital; card catalogue has been replaced with the OPAC; manual circulation and security system is being replaced with the barcode and RFID. The librarian -the traditional slow creature has now been supposed to be good manager and a change leader. And the libraries-the treasure of knowledge, have become information bureau to the extent that now we have libraries without wall and integration of automated libraries with digital libraries is on agenda for many librarians. There are many more changes taking place in the information arena. It seems inescapable that every library and information center has to address the imperative for change. In this module, you will be made aware of why such changes are imminent in libraries and information centers; what are the key enablers of change in libraries; what the concept of change management is and how it can happen in institutions like libraries.

2.Change Management

Change management is the application of a structured process and set of tools for leading the personnel of an organisation to achieve changes for a desired outcome. Change management emphasizes the “people side” of change and targets leadership within all levels of an organization. When change management is done well, people feel engaged in the change process and work collectively towards a common objective, realizing benefits and delivering results. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If we force change on people normally problems arise. Change thus must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, questions to be asked are: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change.

Change management may include the following steps:

– Perceiving a situation for change

– Analyzing the existing situations

– Conceptualizing the change and change management

– Preparing and trying out plan for change

– Overcoming resistance to change

– Implementing change

– Monitoring or reviewing change

3. Why Change Occurs: Situations for Change in Libraries

No one can escape from the environmental pressures. It is imperative for all librarians to continually sensitive to the environmental changes, both external and internal, to use all relevant tools and techniques to inform themselves of change in the environment, and to understand significance of these changes for their organization.

3.1 External environment

During the last two decades, we have seen significant changes in the economic, social, political and technological environment. They also generate their own internal environment that affects operations and the process, both even within an organization. Taking a stock of the environment and its impact are necessary while we notice the changes in an organization. The Figure 1 gives an idea as to which aspects of library management deal with and also makes it clear that they are influenced with the external environment and can influence the library’s internal management in turn.

Fig. 1: External Environment

Thus it is clear that libraries interact with the environment. A library gets input, energy and materials from its environment. LIS managers need to be constantly active to effective work in the changing environment. Thus, the overall environment in which a library works can be divided in to two, namely, external and internal.

External pressures on libraries come from the changes taking place outside the library world. It may be seen in context of local, regional, and international impact on libraries and information centers. Its dimensions may include economic, technological, and socio- political dimensions. These dimensions embody conditions and events that have the potential to influence the organization in following ways:

Technological dimensions: Technology is the business of every organization. The technologies offer better-featured products but need less space and more capital and skills. The most noticeable developments are in information, communication, and networking technologies. They are used for processing, storage, retrieval, and transmission of large volume of information across geographical zones within little or no time. New technologies offer services in a variety of improved ways, such as:

– Creation of new or improved services;

– More involvement of customers in operational tasks by offering self- service – system;

– Bridging the gap between small and large libraries, as IT provides an opportunity to use the resources, services, product from remote locations through resources sharing and networking;

– Accessible data bank, it would be helpful in recognizing the users’ information needs in a better way. Need recognition and helps in strengthening relations with the users; and

– Personalized interaction and services are also possible.

– The globalization of information is readily apparent. Many national and international information networks exist for free flow of information. The technology is dramatically influencing service strategies such as:

– Modern communication infrastructures make possible service delivery at global level;

– The increased use of IT in offering services not only globalizes but also provides opportunities to know the services offered globally; and

– The changing nature of services due to advanced technologies, which are radically altering the methods by which L & I centers, can globalize their services.

The globalization of information has created the quality consciousness among users and has increased the expectations of the user groups to a great extent. L&I centers would have an opportunity to prove their worth at par with the world standard. This would also alter the organizational structure. Change in size is also imminent. Change in size and structure would be linked to change in strength of the staff and their roles. Size, structure, strength and role of the staff will tend to change in management style also. As such the key question is: Are there advances in technology affecting library’s collection, operations, or service design and delivery that should be seriously considered?

Economic Dimensions: The changes caused by new economic thinking are manifold and deeper. Public sector enterprises involved in health, insurance, banking, telecommunications, public transport, universities and libraries are under threat and the governments of most of the countries now prefer as a matter of social as well as economic policies to put almost anything in private sector. Challenges of change in any country will not be different from the rest of the world, present day library and information centers are unable to maintain their acquisition and services at previous level with the finances made available by the state agencies, which has been cut down or remained static for the last many years. A major portion of the state grants go for the staff salary and has become difficult for libraries and information centers to cope up with the growth of literature into great pressures on acquisition. Similarly, there has been a great necessity of funds for acquisition of newer technologies to enhance service capabilities and output of products. There is also a threat from competitors to maintain quality services, as in market economy, public and private sector would co-exist for free flow of information. Commercial firms engaged in production of information and its organization and retrieval would also charge for services. Thus, the main challenges before libraries and information centers managers are:

– To exploit resources properly and use them efficiently;

– To mobilize resources to meet the financial needs; and

– To make services and products qualitative and competitive through accountability.

This has led the libraries to think to market their services and products and charge for value added services, to enter into joint ventures and alliances, to bring operational efficiency and effectiveness etc. The key question relating to economic change is: Whether and how the changes in the economy are likely to have impact on the operations of the library?

Socio- Political Dimensions: The process of democratization at the grass root level, in the form of local bodies at village, block and district level; policies of up liftman of weaker sections of the society; concept of social justice; total literacy campaign, etc. are leading to the change in people’s attitude, habits, value, and belief. At the same time as a consequence of political decisions as regards to ownership and control over public enterprises has put libraries to take the initiatives in tune with the organization they serve. Such initiatives are needed in regards to goal- setting, developing the vision, ever ready to cooperate, respond and react to the new situations in the new environment.

Many library and information centers have taken serious initiatives and have attempted to serve in such an environment. Many are yet to formulate their response to the changed environment. They need to think through their vision, goals and objectives, organizational culture, organizational and functional strategies, etc. There are issues relating to mobilization of key resources; organizational structure; management system and process to ensure the effective utilization of the resources; monitoring and leading the organization to see that it is moving in the right direction. The question in this regard is: “Are social and political circumstances conducive to the exploitation of market opportunities?”

3.2 Internal environment

Alongside external dimensions of the environmental changes, there are also internal dimensions which library and information managers need to take into account. The internal dimensions include physical resources, systems and people. The whole spectrum is shown in the figure 2:

Internal organizational factors, such as resources- human, finance, and information, systems and procedures, rules, technology, facilities, all are there to serve users better. Thus, the important elements of the internal environment may broadly be grouped as, users, physical resources, systems, and people.

Customers: ‘ User is the king around whom all activities of the library revolve’,

‘ Library and information centers exist to meet the needs of all its users’, ‘User is the focal point of all information activities’, ‘Library and information centers are worthless without users’…. The world is full of pious saying about users. It is mainly because of central position of user in all components of the library. User is “the most important entity in all kinds of libraries- public, academic and special. User may be a reader, patron, customer, client or anyone who makes the use of services in a library set-up.”

Physical resources: The most important dimension of the service quality that represents evaluative criteria being used by customers are tangibles such as physical facilities, information sources, equipment, communication material, etc. These tangibles are required for the comfort of users to sit and study in the library and producing value based services/products to customers. All aspects of physical facilities must be planned and maintained to ensure convenience, safety, cleanliness, and comfort. Information resources must be exhaustive, up-to-date, and balanced in order to provide pin- pointed and timely delivery of information and services with the help of modern equipment. Cozy and inviting atmosphere of the library will attract customers to come again and again and value based services will ensure increased satisfaction among customers. But, the concept of library is changing to the extent of being a library without walls.

Systems: In a library, systems comprise of the service operations, where inputs are processed and the elements of the service products are created and service is delivered. Activities and acts relating to classification, cataloguing, indexing, charging-discharging, rules and regulations, and the like. Every system and procedure must be designed and operated as far as applicable to meet the needs of customers, aiming at making simplicity in use, accuracy, reliability, timeliness, completeness and the like, so that some trust about the services is developed among customers.

People: Here people, include employees working in various sections of the library working at various levels, i.e., lower, middle, and top; skilled and unskilled, professional and non- professional. It is the value, belief and approach of employees that will reflect in the organization they work. The management structure and style must support each employee to give some intangible value to its customers- internal and external. People involved in L & I services require good knowledge of both systems and physical resources and must be competent to use his knowledge to create customized offerings to customers and an ability to communicate about the value of services to them.

4. Analyzing the Nature of Change in Libraries and Information Centers

It is evident from the fact that libraries operate in wider spectrum of technological, economic, political, social, and cultural aspects. It is a time of faster changes with wider implications. No one can escape from the impact of environmental changes in all kinds of businesses. What is most important is that LIS managers must try to understand the nature of changes, their volume and directions and must make efforts to find opportunities out of it rather than just sitting aside. As such library resources, services, and facilities always look forward to match the market mood and needs of users. As starting point, no library exists in isolation. It is a part of larger community. Traditionally, libraries were perhaps slower at first to respond to outside influences but now they need to be as active as their counterparts in adopting strategic planning and commercial outlook, besides use of newer technologies. With such move the internal dynamics of the libraries is also changing. Nevertheless, all change whether from internal or external sources, large or small, involves adopting new mindsets, processes, policies, practices and behavior.

The greatest influencing factor of the present day environment is the wider use of the information technologies in acquiring, organizing, access, retrieval and sharing of information which traditionally has been the domain of the librarianship. But with the advent of information technologies such aspects are in almost total transformation to the extent that a modern library may be less of a place or library without walls where information is kept is a portal through which the users may access the vast information resources of the world. The success of the information unit lies on use not on storage. The issues such as to how the optimum use of information sources is made; how better the user’s needs are met; how well is the organization of the information sources so as to meet the information needs of the users in the minimum possible time and efforts, becomes important. It is also necessary to think and get answers to the following key questions-Should libraries still house information sources? When should we buy hard copies and when should we make them available electronically? What proportion of our budget should go towards electronic access to information? Should we allow direct access or are librarians still going to serve as intermediaries?

Information sources and media in whatever form are unused unless these are available to the users in the fashion they prefer. Basically because, a library is essentially a service unit and its foundation lay on serviceability towards users. The services of a library have to be seen in the context of a dynamic and responsive need related relationship and are akin to any service industry that would offer to its clientele. We provide services that our customers demand or need. Very often, we ask our customers what they want and give them that in as timely a manner as we can. Is this the best way of serving the needs of our users? Are there alternatives? To make a difference we must see that what is the need of service to them? What are the features of the services and how well we can translate these features into customer’s benefit? How efficiently we have planned the service? What are the tools for improvement in the service? How well the service is delivered to the users? etc.To run show in the library, adequate funds are very much needed. Librarians have a grave concern about failing in their annual financial grant, taking more positive attitude towards increasing income from a range of external sources, and the way they manage stretching limited funding. They are also involved in various aspects of financial planning, budgeting, accounting, and auditing in libraries and information centers. The management of information however incurs costs of which both providers and recipients must be aware. How these costs are met is the subject of discussion now than for many decades past, but even defining them has caused problems. The measurement of cost and value of information is far from being a precise science. Part of cost of information provision lies in the creation, distribution, and storage of media; part lies in the provision of institutions and systems through the information are accessed. Part lies in employing the skilled workers and who manage the institution and design and operate the system; we must also try to assess the opportunity cost of the absence of information or failure to provide it.

It is not the information resources, nor the users alone that make the library. It is the trinity of these two and people that constitutes a library. The library becomes living organism only when all three act together. The people are vital to the trinity; it is the personal element that gives vitality to other two. As such the effective capitalizing of human resources for the benefit of the user community with the help of available information and other resources is necessary. But, until recently, management of human resources was not a very significant issue in library and information sector. Usually the personnel or staffing issues were also important. Most of the staff was appointed on the basis of academic achievement or experience, but the recruitment specification rarely have given significance to skills of managing people and handling change. This situation is now changing rapidly as a result of drive towards “managerialist” approach in this sector. As such a more flexible approach is needed to manage library staff, to ensure that they continue to adapt to the changing needs of their customers. We believe that libraries at times display all of these underlying values of HRM. Moreover, the customer-centered approach, which is characterized as flexible approach, has already many features which business organizations are moving towards in response to competitive pressure.

The use of technology by information providers antedates the invention of the computer by more than century, but it is, of course, the computer which has transformed almost everything with which this module is concerned. The communication and information technologies have changed the paradigm of access and delivery of information. No account of information world could be half-complete or remotely adequate if it did not recognize and expound the profundity of the impact of technological change. Electronic information now embraces multiplicity of content-data, text, image, graphics, and voice. The technology trends and developments tend to dominate debate on the future shape of library, i.e., electronic library/ digital library/ or hybrid library. They are inextricably linked with political, economical and socio-demographic factors: accountability, quality and value for money are the managerial imperatives in a climate of continuing financial constraint, a diversified customer base and empowerment of the individual- exemplified by the concept of consumer choice. Our role and status in the future is critically dependent on where and how do we position ourselves now.

Now a day, libraries are seen as to be stitching together various activities and approaches in order to cope up with, or may be seen to be coping with, the challenges of change. The directions, restrictions and constraints are imposed by the environment in which a library operates are not different from other organizations, Even a library operates in a wider context or environment forming a dynamic relationship with other organizations. This phenomenon determines the conditions, which have an impact on overall management of libraries and information centers.

5. The Concept of Change and Change Management

5.1 Concept of change

Change is universal, everywhere it happens. Change will occur throughout our life, at homes, at works, in the world around us and in us. We cannot prevent change taking place. The first and foremost task for a manager is to assess the nature and desirability for change in the organization and to envision its directions. As, management is charged with the responsibility for maintaining a dynamic equilibrium by diagnosing situations and designing adjustments that are most appropriate for coping with changing environment. Successful managers recognize the need for change in order to keep their organizations competitive in a dynamic environment. They are able to take up the ‘challenge of change’ proactively. In simplest way, we may consider change as the alteration of the form or situation for surviving better in the new environment. In other words, it can be an attempt to improve the performance of staff, teams, and the whole organization by altering structure, behavior, strategy and technology, etc. As change can be seen as:

– Ending a task, procedure, relationship, activity,

– A transition period allowing adjustment, learning, coping, training,

– Embarking on a new activity, relationship, process.

Thus, organizational change refers to the alteration of structural relationships and roles of people in the organization in order to improve its capacity. Organizations that are not able to adjust to change may have difficult time in the future. More so change is taking place at a faster pace than ever before. The forces for change may come from the external environment and from the environment within the organisation. The introduction of change into an organisation is not a not a matter to be taken lightly. Even a change that appears small to the manager may adversely affect the staff morale and management credibility.

Irrespective of the way the change originates, change management is the process of taking a planned and structured approach to help align an organization with the change. In its most simple and effective form, change management involves working with an organization’s stakeholder groups to help them understand what the change means for them, helping them make and sustain the transition and working to overcome any challenges involved. Different people have different ways to define change management. While many of us ‘know’ intuitively what change management is, we have a hard time conveying to others what we really mean.

In simple words, change management means to plan, initiate, realize, control, and finally stabilize change processes on both, corporate and personal level. Change may cover such diverse problems as for example strategic direction or personal development programs for staff. Change is the continuous adoption of corporate strategies and structures to changing external conditions. Today, change is not the exception but a steady ongoing process. On contrast ‘business as usual’ will become the exception from phases of turbulence. Change management comprises both, revolutionary one-off projects and evolutionary transformations.

Change can be a time of exciting opportunity for some and a time of loss, disruption or threat for others. How such responses to change are managed can be the difference between surviving and thriving in a work or business environment. From a management perspective it involves the organizational and behavioral adjustments that need to be made to accommodate and sustain change. There are numerous models and theories about change management, and it is a topic subject to more than its fair share of management fads and fashions. Popular approaches include the linear, step by step methods exemplified by Kurt Lewin’s classic three-phase model of change — unfreeze, move or change, and refreeze, John Kotter’s popular 8 step change model, the McKinsey’s 7-S model , and the ADKAR model. Other approaches such as Rosabeth Moss Kanter’s theories and change theories based on derivatives of the Kübler-Ross model focus on the cultural and people aspects of change. Each approach has its pros and cons, however no one framework is “best” in all situations. Indeed it is not so much the actual model or theory that is important, but more that the approach that is taken is relevant to the circumstances. In fact the best change approaches appear to use and adapt aspects of various models to suit the culture of the organization and the context of the change. Fundamentally, the basic goal of all change management is to secure buy-in to the change, and to align individual behavior and skills with the change.

5.2 Content of change

There are very few general rules in organizational change, some general principles hold true for all organizations. Nilkant and Satyanarayan identifies four areas that can be targeted for change, include: technology, quality, cost and marketing. However, in libraries being not for profit service organization some more areas are necessary to be addressed while addressing change may include: accountability, efficiency.

Technology The technology trends and developments tend to dominate the future shape of library and information services, they are inextricably linked with political, economic, and socio-demographical factors: accountability, quality, value for money, are the managerial imperatives in a climate of continuing financial constraints, a diversified customer base and empowerment of the individual- exemplified by the concept of consumer choice.

Marketing The diversity of groups seems likely to increase; for example, social inclusion initiative have increased the need for public library managers to identify the different user groups who make up their community profile; changes in access to higher education and new methods of learning have increased the number of non-traditional users and the need to develop and monitor innovative methods of service delivery to them. Technology applied to service delivery, management information and surveys, offers the possibility to identify and monitor different user groups and sub-groups. It is becoming easier to break down the user base. The apparent increase in the number and complexity of user surveys, etc. seems to be contributing to an increase in identifiable groups of existing groups. Library managers need to think about the impact of this in planning balanced and equitable service.

Quality The quality that is geared towards customers is the manifestation of the library services. In the changed environment, ‘quality’ has become an essential agenda for all organizations. Quality Certification and accreditation or ratings are widely publicized to attract customers. As such quality is an essential criterion for any organization not only to prosper but even to survive. Quality is not what we know and need contrarily, it is what customers need and trust it. Therefore, library and information centers must employ a user-based view of quality and match their services to their specifications and satisfaction.

Finances Resources of all libraries are shrinking and there is need to mobilize available resources and use them to the fullest extent possible. One thing that is certain to occur and recur in the present foreseeable future is that libraries will continue to feel downfall in the financial support from the authorities. The time has come when the parent organisation cannot alone bear the total financial burden of financing libraries. Additional resources are to be thus mobilized and costs need to be shared. There is need to use resources more cautiously and manage more professionally. They are also required to generate resources without government intervention. The implications for LIS managers is to find ways to deliver their services while holding the line on budget increase, participate in resources sharing arrangement, and earning some money by selling services and products.

Accountability The libraries are liable toward users, fund providers, society, governments and must fulfill this obligation. A major thrust of the new environment is to promote culture of enterprise and accountability. Accountability is, in a way, a guidepost to excellence. Lack of accountability breeds irrelevance and mediocrity. Excellence and accountability thus go together. If any institution is intrinsically committed to excellence, it automatically wishes to be accountable. Implication for LIS managers is to be more accountable to users, fund providers, and to the society. In the changing environment, policies inherently have acquired business connotations and are loaded with expressions like “profit”, “transparency”, “marketing”, “customer satisfaction”, etc. They expect the services that traditionally are free at the point of use, to demonstrate the same efficiency and quality as commercial enterprises. Unless libraries are coming unto expectations of their users, their funding will be questioned. Knowledge of performance measures is equally important, as with the application of these measures the value and benefit of the library services can be demonstrated.

Operational efficiency Libraries being service organizations are supposed to offer free service, but there is nothing free in this world. Traditionally library users did not pay directly for the service they used. Indirectly taxpayers paid for it. Consequence of the free service philosophy hinders the efficiency of the service. Though the situation is reversed. But, this approach is certain to change when an organization comes in competition to other, particularly with the private sector enterprises which have competitive advantage over the public sector in terms of efficiency. Thus, there will be pressure on libraries to improve their efficiency, if they do not attain it there might be some danger of existence of such libraries.

Each of these content areas is supported by a set of structure, processes and procedures. Any change in the content areas will also require corresponding change in structures, procedures and procedures. You need to be aware of the linkages that need to be strengthened at the implementation stage.

5.3 Types of change

Change is a process of progressing for future from the past which implies to the transferring an organization from the known situations to the unknown situations. Change could either be slow or abrupt. If change is unplanned and sudden, it is more probable that it may produce negative results in an organization, hence the need for change management which means a systematic transition from the old to new. It is a process which is planned and continuous and includes best practices in the trade; it could be necessary, or induced for better performance or adopted to cope up with the advances in technology .A gradual change is generally met with less resistance as it allows the individual some time to adapt to the new environment. Thus change management involves the process of implementing changes in an organization in a controlled manner to achieve better results.

Change can be of many kinds: directional change, fundamental change, functional change, total change, planned change, happened change, revolutionary change, transformational change, strategic change, anticipated change, reactive change, etc. These changes are described from the point of view of complexity. However, changes can be broadly categorized into four:

Anticipatory Changes These are made with an intention to take advantages of situations which are expected to arise. Such changes are systematically planned because the manager monitors the situation regularly and whenever he expects change, he attempts to make a change in organization as to get its benefits.

Reactive Change These changes are forced on the organization by unexpected environmental pressures. In other words, if there is a change in external environment to cope with changing environment reactive changes are made in organization. Such changes are generally made for survival in the organization. Sometimes, these changes are made to exploit new opportunities as provided by changing environment.

Incremental Changes Incremental changes are those which are made with an intention to maintain functioning of organization on its chosen path. Since, the organization has many sub-systems; these are to be adjusted from time to time so as to secure smooth functioning of the whole organization. Such adjustments are known as incremental changes.

Strategic Changes Structural changes are basic in nature. These changes have great influence on the overall functioning of organization. They alter overall shape and direction of the organization. For example, change in technology, change in location of plant or diversification of organizational operations, etc.

Change can also be:

a. Continuous change: This is a necessary part of an organizational life and occurs as a result of adjustment to altered states of internal and external environment. Continuous change is planned and there is some control over the situation and there is ample time for the process.

b. Discontinuous change: This is something which comes as a response to an abrupt change or event in the environment. It could be described as a strategic shock. For example, Change in the top management, expansion or downsizing of an organisation, etc.

5.4 Models of change management

An organization may be in a state of equilibrium, with forces pushing for change on one hand and forces on resisting change. As mentioned above various theories or models exist which suggest such equilibrium. In brief, we will discuss theories propagated by Kurt Levis and John Kotter.

Kurt Levis propounded in his field force theory that equilibrium is maintained by drawing forces and restraining forces. This may put some movement, but also increases resistance by strengthening the restraining forces. Another approach, and one that is usually more effective, is to reduce or eliminate the restraining forces and then move to a new level of equilibrium. In organizations, therefore, a change in policy is less resisted when those affected by it participate in the change.

The change process involves the following three steps:

– Unfreezing: it creates motivation for change. When people feel discomfort with the present state of affairs, they may see desirability for change.

– Moving or changing: It may occur through assimilation of new information, exposure to new concepts, or development of a different perspective.

– Refreezing: It stabilizes change which needs to be congruent with the person’s self concept and value which reinforces new behavior in the people.

Kotter introduced his eight-step change process in his 1995 book “Leading Change”; we look at his eight steps for leading change below:

– Creating urgency: need for change needs to created and such sense must go on in the whole organization

– Forming a powerful coalition: it’s necessary to convince people that change is necessary. Strong leadership and support of people is imminent.

– Creating a vision for change: a clear cut understanding of change among employees is required in the language they can understand.

– Communicating the vision: success depends on the implementation of vision into realities.

– Removing obstacles: people don’t like change and resistance from may take place at some point of time. It is necessary to overcome such resistances. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.

– Creating short-term wins: Small steps needs to be taken and success on these small steps matters a lot. It may boost confidence of the employees and motivate them.

– Building on the change: good beginning and thereafter continuous successes provide opportunities to build on what were the right decisions and need for scope for improvement in the future.

– Anchoring the changes in Corporate Culture: To make change it is necessary to make a change strict and setting values that it must be reflected in day to day operations.

5.5 Responsibility for managing change

The employee does not have a responsibility to manage change – the employee’s responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors (health, maturity, stability, experience, personality, motivation, etc). Responsibility for managing change is with management and executives of the organisation – they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to ‘step back’, and be non-judgmental), and then to help people understand reasons, aims, and ways of responding positively according to employees’ own situations and capabilities. Increasingly the manager’s role is to interpret, communicate and enable – not to instruct and impose, which nobody really responds to well.

6. Responses to Change (Overcoming Resistances)

If you ask employees what they think about change, you will normally find that most people have negative attitudes and perceptions towards change. They have fears of losing their job, their status or their social security, or they are afraid of a higher workload. In many cases, first effects of change on employees, leaders, and on performance levels are negative. These effects include fears, stress, frustration and denial of change. Most employees tend to react with resistance to change rather than seeing change as a chance to initiate improvements. They are afraid of losing something, because they have incomplete information on how the change processes will affect their personal situation in terms of tasks, workload, or responsibilities. If chance processes lead to redundancies, those who “survived job cuts” still have a negative attitude towards change. One reason may be that they now face additional tasks and responsibilities. Some people may feel guilty for still having their job while others became unemployed. Such emotional reactions may cause additional stress in the changing organization. Managers need to keep in mind those negative side-effects of change initiatives in order to achieve the expected positive results. The success of change projects depends on the organization’s ability to make all their employees participate in the change process in one way or the other.

When change occurs, both managers and staff may react to it. The reactions can be positive or negative in the form of: rejection, resistance, tolerance, acceptance or enthusiastic implementation. Resistance to change is common as routine is an important part of most of our lives, and making change can be difficult. We may be anxious about coping change, unsure of its impact and worried about how long it will take to learn new task or implement the change. Stueart and Moran describes the following reasons for resistance:

– People don’t understand or don’t want to understand.

– People have not been fully informed.

– People’s habit and securities threatened.

– People are happy with the status quo.

– People have vested interests and definite perceptions of what is needed or wanted, even if they agree that change is necessary.

– Rapid change, or, the speed with which change occurs, causes greater strain on the organization

– Rapid changing technology and societal conditions render some individuals obsolete.

Changes that affect library and information centers and resistance to those changes, either on the part of library managers or other librarians, follow the same pattern as change in the society in general. Change can also bring about alterations in workgroups, individual status or power structures that threaten the comfortable environment that previously existed and challenges the individual’s – or group’s interest. For any manager, overcoming resistance to change will be critical to success. By implementing planned change, resistance could be minimal. In addition, depending upon the situation and the individuals concerned, the following strategies can assist in reducing resistance:

– Ensure that change is introduced gradually.

– Listen carefully and negotiate fairly over staff concerns. Be responsive to their ideas.

– Maximize communication opportunities. Let everyone know exactly what is happening and encourage feedback through the entire process.

– Minimize unnecessary disruptions to staff by, for instance, having building work done out of hours.

– Be positive and enthusiastic about the advantages the change will bring.

– Identify key staff members who will become ‘change champions’ acting as role models who will influence other staff.

– Align the proposed changes with individuals and organization’s ethos and values.

– Maintain momentum and interest throughout the process.

– Try to ensure a successful change process- it makes the next one easier to implement!

7. Planning for Change

Planning is an important step for change. Planning for change may be both internally generated and externally imposed. However, change requires considerable thinking on planning for best chances of success, may include:

– Conceptualizing: clear understanding and developing awareness, deciding whether to and envisioning the change.

– Preparing: getting the organization ready for change, listening to the staff members and consider their feelings respectfully.

– Organizing the planning group: selecting staff to participate and building them into teams and organize meetings.

– Planning: creating and examining options based on the goals and objectives and then developing a plan.

– Deciding: evaluating the options with pros and cons, deliberating and then making a decision.

– Managing the individuals: discussing the change and dealing with reactions to it, then monitoring its implementation.

– Controlling resistance: identifying resistance, analyzing its source and counteracting it.

– Implementing: formal introduction of the change at the right time and then following it through.

– Evaluating: re-examining the goals, identifying problems, and making adjustments.

8. Implementing Change

We have seen that change involves many related steps. For effective implementation of change, it is necessary that the manager makes a depth study of prevailing conditions, understands the need for change, evaluate and estimates the pros and cons of implementation of change, and should have well defined plan for implementation. There is always a need for listing the steps to be followed for making change orderly and effective. In the beginning, change is likely to have a negative impact on the services being delivered but over the time, people become acquainted with the new system or procedure and thus this will result in improvement of the services.

Albrecht talks of needing time and patience when implementing change, and outlines the following steps that will assist in making the process go more smoothly:

– Involve staff from the very beginning and prepare them well in advance for change that will occur.

– Have meetings and brainstorm to identify problems that may arise with the proposed changes and also, those that may occur during the changeover process.

– Let clients and users know in advance if the change is likely to have any impact on them.

– It if is a major change, try to introduce it in stages or conduct a test run first in order to identify problem areas.

– Select certain key staff, who are well-trained and motivated, to be ‘change agent’. They will act as leaders to facilitate the introduction of the new system.

– Make sure that during the changeover you make time to be fully involved and ready to assist wherever necessary.

– Have regular progress reviews where all staff involved can comment on the change, highlight

problem areas and try to preempt potential trouble.

9. Summary

In this module, you have seen that change is constant and every organization and individual has to undergo for change not only once but time and again. As such change has become a reality of the present and will remain in the future as well. There is always a need for keeping a track of the changes taking place outside and inside the organization which may have impact on the organization and individuals. The successful manager is one who can anticipate change impact and plan in advance to deal with the future change. He can make the change favorable for the organization by involving individuals. There are various ways to anticipate and undertake change but these cannot be universal and are situational for an organization. This module incorporates many issues such as: conceptualizing the change and change management, perceiving a situation for change, analyzing the existing situations, preparing and trying out plan for change, overcoming resistance to change, implementing change and Monitoring or reviewing change

10. References

1. Beerel, Annabel, Leadership and change management, 2010, Sage, London, 264p.

2. Clarke, Liz, The essence of change, 1997, Prentice-Hall of India, New Delhi, 202p.

3. Curzon, Susan Carol, Managing change: A how to do manual for librarians, 2006, Facet Publishing, London, 128 p.

4. Gupta, Dinesh K. and Jain, S.L. Managing change in libraries, ILA Bulletin, 1996, 29-32

5. Kumar, PSG., Management of library and information centres, 2003, B.R. Publishing, New Delhi, p.671

6. Nilakant, V. and Ramnarayan, S., Change management: Altering mindset n global context, 2006, Response Books, 355p.

7. Pymm, Bob, Learn library management, 2000, DocMatrix, Canberra, p.120-121

8. Stueart, Robert D. and Moran, Barbara, B. L, Englewood, Library and information centre management, fifth edition, 1998, Libraries Unlimited, p.401

9. Sudha, G.S. Management, 2002, RBSA Publishers, Jaipur, 2002, p.465.

Learn More:

DID YOU KNOW?

That change is so important for each organization and individuals.
The change gives opportunities and challenges. One needs to assess the environment, analyze prevailing conditions, planning for change, overcoming resistance and implementing and monitoring change in order to make positive change impact.
For effective implementation of change, it is necessary that the manager makes a depth study of prevailing conditions, understands the need for change, evaluate and estimates the pros and cons of implementation of change, and should have well defined plan for implementation.

Weblinks

http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1769&context=libphilprac http://crl.du.ac.in/ical09/papers/index_files/ical-51_250_732_3_RV.pdf

http://www.esi-

intl.co.uk/resource_centre/white_papers/the%20change%20management%20life%20cycle.pd f

http://www.psc.qld.gov.au/publications/subject-specific-publications/assets/change-

management-best-practice-guide.pdf

http://www.businessballs.com/changemanagement.htm

http://www.prosci.com/change-management/definition/