1 Fundamentals of Public Administration MPA 406 Lecture

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Fundamentals of Public Administration MPA – 406 Lecture - 29 FACILITATOR Prof. Dr. Mohammad Majid Mahmood 0333 -5188677, majidbagram@yahoo. com

Reflections

Attitudes & Change People build up attitudes which fit their needs and values as they perceive them to be. Cognitive What a person knows about the situation Affective How the person feels about it ASPECTS OF ATTITUDE Behavioural How the person reacts 4

Lewin’s Force Field Analysis Model Unfreezing Changing Refreezing 5

Lewin’s Force Field Analysis Model Unfreezing q Breaking down existing ways of doing things q Discarding conventional methods & behavioral patterns. 6

Lewin’s Force Field Analysis Model Changing or Moving q Receptive to proposed change q New learning q It is a time of trial & error q Careful guidance – problems arise – tackle efficiently 7

Lewin’s Force Field Analysis Model Refreezing New beliefs, attitudes gained, behavior learnt are implemented. 8

Changing the Culture Empirical Coercive CHANGE STRATEGIES Re-educative Rational explanation of need for change Imposing the change - use of authority Highlighting the benefits of change 9

Work Stress & its Management Stress 10

Issues in Managing Change Handling Employee Stress due to Change How Potential Stress Becomes Actual Stress? • When there is uncertainty over the outcome. • When the outcome is important. 11

Causes of Stress 12

Resistance to Change • Most people do not like change • Creates ambiguity and uncertainty – Creates stress 13

Reasons to Resist…. . Individual Resistance * Economic reasons * Personal Reasons * Social Reasons Organizational Resistance * Organizational Structure * Resource Constraints * Threat to power & influence 14

Minimizing Resistance to Change Communication • Highest priority and first strategy for change • Improves urgency to change • Reduces uncertainty (fear of unknown) • Problems -- time consuming and costly

Minimizing Resistance to Change Communication Training • Provides new knowledge and skills • Includes coaching and learning • Helps break old routines and adopt new roles • Problems -- potentially time consuming and costly

Minimizing Resistance to Change Communication Training Employee Involvement • Increases ownership of change • Helps saving face and reducing fear of unknown • Includes task forces, conferences • Problems -- timeconsuming, potential conflict

Minimizing Resistance to Change Communication Training Employee Involvement Stress Management • Potential benefits – More motivation to change – Less fear of unknown – Fewer direct costs • Problems -- timeconsuming, expensive, doesn’t help everyone

Minimizing Resistance to Change Communication Training Employee Involvement Stress Management Negotiation • When people don’t support change • Influence by exchange • Problems – Expensive – Lack of commitment

Minimizing Resistance to Change Communication Training Employee Involvement Stress Management Negotiation Coercion • When all else fails • Forceful influence • Firing people • Problems – Reduces trust – May create more resistance

Managing Change + Action Plan Successful = Change Resources + Action Plan = Confusion + Resources + Action Plan = Anxiety + Incentives + Resources + Action Plan = Skills + Incentives + Resources + Action Plan = Frustration Skills + Incentives + Resources + Action Plan False Starts + Skills + Incentives + Resources Vision + Skills + Incentives + Vision + Skills + Incentives Vision + Skills Vision + Vision = Slow the Change 21

Conclusion q Change is never easy q Keep the big picture in mind q Persistence q Focus q Stamina 22

Thank you for your kind attention! FACILITATOR Prof. Dr. Mohammad Majid Mahmood 23