Change Management Strategies: Key Factors and Models for CHG | Đại học Hoa Sen

lOMoAR cPSD| 47206071
• What is change management?  process that ensures the business responds to the
environment in which it operates.
• What are the causes of change in an organization? Name some reasons you can think of.
• Technological advancements
• Market conditions and competition
• Organizational growth or downsizing
• Changes in regulations or policies
• Customer demands and feedback • Economic shifts • Mergers and acquisitions
• What are the purposes of the Change model? Change models provide a structured
framework to follow during the process of implementing change. They help
organizations manage and reduce resistance, ensure that changes are implemented
smoothly and effectively, and help individuals understand and adapt to change. Examples include the
ADKAR model, Kotter's 8-Step Change Model, and Lewin's Change Management Model.
• Which are important factors influencing the change process? List those factors and explain.
• Leadership: Strong leadership is critical to guide and support the change process.
• Communication: Clear and consistent communication helps in managing
expectations and reducing uncertainties.
• Employee Involvement: Engaging employees in the process increases acceptance and reduces resistance.
• Training and Support: Providing adequate training and resources helps employees
adapt to new systems and processes.
• Organizational Culture: The existing culture can either support or hinder change efforts.
• During the change process, which skill of the manager needs to be practiced the
most? Communication skills are paramount during the change process. Managers
need to effectively convey the vision, the reasons for change, and how it will impact
everyone. They also need to listen to feedback and concerns from employees.
• Before any change, what do managers need to show employees?
Why, what, who, when, how – define, detail, describe.
• What are the challenges of the manager to lead changes within an organization?
Làm sao để cho nhân viên hiểu và nhận thức được đã đến lúc thay đổi. Dẫn dắt và
thấu hiểu cảm xúc của họ. đối diện với việc sự thay đổi cần mất thời gian, chấp nhận sự gián đoạn,…… lOMoAR cPSD| 47206071
8. What do managers need to receive to know their effort during the change is
effective? Managers need to receive:
o Feedback: Regular feedback from employees, stakeholders, and customers
regarding the impact and reception of the change.
o Performance Metrics: Data and metrics showing improvements in
productivity, efficiency, customer satisfaction, and other relevant KPIs.
o Observation: Direct observation of changes in behavior, processes, and
outcomes within the organization.
o Employee Engagement: Increased levels of employee engagement, morale,
and participation in the change process.
9. Why do managers need a “powerful coalition”? And what are needed skill-set for this team?
o Reason for a Powerful Coalition: 
To build and maintain motivation for change. 
Đủ sức mạnh để thực hiện các bước của sự thay đổi 
Cung cấp định hướng mạnh mẽ và rõ ràng 
Mang lại sự uy tín cho sự thay đổi 
Tạo điêfu kiện thuận lợi cho việc giao tiếp và truyền đạt giữa các bộ
phận trong doanh nghiệp. o Needed Skill-set for this Team: 
Leadership: Ability to inspire and guide others. 
Communication: Effective communication skills to articulate the
vision and keep everyone informed. 
Influence: Skills to influence and persuade others to support the change. 
Problem-solving: Ability to identify and address issues that arise during the change process. 
Emotional Intelligence: Understanding and managing emotions to
navigate the complexities of change. 
Project Management: Skills to plan, execute, and monitor change initiatives.
10. Why is it important to celebrate the short-term wins during the change? •
• Motivate individuals so that change continues to take place smoothly •
• Demonstrate that the efforts being made are producing positive results, validating the change initiative. • • Improve morale
Chapter: Condition for Change and Diagnosing Change
1. Why do organizations need to know their change situation? Organizations need to
know their change situation to effectively diagnose and understand where they have
been, where they are now, and where they are going. This understanding helps in
making informed decisions, identifying areas that need improvement, and ensuring
that the organization is on the right path to achieving its goals lOMoAR cPSD| 47206071
• To develop a strategy for change, what do organizations need to analyze? Pestle
(political-economic-social-technological-legal-environment)
• How do organizations measure their performance?
Purpose vs. desired outcome (mục tiêu so với kết quả)
• Stakeholder perspective ( Ý kiến của người có liên quan)
• Level of assessment (Các cấp độ đánh giá công việc)
• Alignment of the various indicators used at different levels and acrossdifferent functions
(Sự hoà hợp của các bộ phận đối với việc sử dụng các thang đánh giá hiệu quả trong tổ
chức) • Time perspectives (Thời điểm đánh giá)
• External Benchmark ( So sánh vớibên ngoài)
• Differentiate Efficiency and Effectiveness
Hiệu quả (Effectiveness)mức độ đạt được các mục tiêu với việc sử dụng các nguồn lực có giới hạn.
Effectiveness implies the ability to recognize and respond to changing market or the other environmental circumstances
Hiệu suất (EfÏciency) đơn giản là khả năng hoàn thành mục tiêu
---> Effectiveness mean efÏciency plus adaptability/Hiệu quả có nghĩa là hiệu suất cộng với khả năng thích ứng
• What is key success factors and why is it important?
Key Success Factors (KSF) are generally three to five areas that a company may focus on, to attain its
vision. KSF may also be major flaws that need to be addressed before other goals can be completed
or strengths that must be preserved.
• Strategic Focus (Leadership, Management, Planning)
• People (Personnel, Staff, Learning, Development)
• Operations (Processes, Work)
• Marketing (Customer Relations, Sales, Responsiveness)
• Finances (Assets, Facilities, Equipment)
Lí do key success factors are crucial because they direct the organization's focus on essential
elements for success, ensure effective resource utilization, align efforts across the
organization, and provide a basis for performance measurement and strategic decisionmaking.
• Who is a change agent and what is their role in the change process?
• Change Agent: A change agent is an individual who acts as a catalyst and takes
responsibility for managing the change process within an organization.
• Role: Their role includes initiating, supporting, and managing change efforts. They
help in diagnosing problems, developing strategies, motivating others, and ensuring
that the change is implemented effectively and smoothly.
• How should organizations select the change agent? lOMoAR cPSD| 47206071
• Organizations should select change agents based on their skills, experience, and
ability to influence others. They should have strong communication and
interpersonal skills, a clear understanding of the organization’s goals and culture, and
the ability to manage resistance and facilitate smooth transitions.
• List 3-5 challenges of a manager when he/she becomes a change agent and
explain those challenges.
“First time” of exposure to change within organization
• Transform his/her own thought into action steps
• Need to foster change agent skills in other members of team
• Expect resistence to change and get it out
• Take ownership to the changes
• Practice good stress management techniques
• Keep the positive attitude
• Give employee a clear-cut direction
• Focus on short-range objectives
• Establish clear priorities
Thách thức đối với Những tác nhân thay đổi
• Lần đầu tiên” đối diện với sự thay đổi lớn trong tổ chức
• Chuyển đổi suy nghĩ của mình thành các bước hành động
• Cần bồi dưỡng kỹ năng tác nhân thay đổi ở các thành viên khác trong nhóm
• Mong đợi sự kháng cự để thay đổi và loại bỏ nó
• Chịu trách nhiệm với nhưng gì đang xảy ra
• Thực hành các kỹ thuật quản lý căng thẳng tốt
• Giữ thái độ tích cực
• Cung cấp cho nhân viên một định hướng rõ ràng
• Tập trung vào các mục tiêu ngắn hạn
• Thiết lập các ưu tiên rõ rang
Can anyone be a change agent and why?
Not everyone can be a change agent. It requires specific skills such as leadership,
communication, empathy, and the ability to manage conflict and resistance. Additionally, a
change agent must be trusted and respected by their peers to be effective.
Why should organizations identify the skills gap of managers in change management?
• Help managers to effectively identify their strengths and weaknesses. By understanding the
strengths and weaknesses of managers, organizations can develop targeted training
programs to enhance their capabilities, ensuring they are well-equipped to handle change
initiatives • Develop their capacities to achieve effective organizational change. It helps in
developing the necessary competencies to manage and implement change effectively, thus
increasing the chances of successful change .
Mục đích của việc xác định các kỹ năng quản lý là để làm gì? ✔Giúp
các nhà quản lý xác định hiệu quả điểm mạnh và điểm yếu của họ.
✔Phát triển năng lực của họ để đạt được sự thay đổi tổ chức hiệu quả. lOMoAR cPSD| 47206071
• What is the transition process and why is it important? lOMoAR cPSD| 47206071 
The transition process is a psychological journey that individuals go through as they
adjust to change. It consists of three phases: Ending, Neutral Zone, and New Beginning.
o Ending: Recognizing and letting go of the old ways. o Neutral Zone: A
period of confusion and uncertainty where the old has ended but the new has not yet begun.
o New Beginning: Embracing new ways and establishing them as the new norm .
• Importance because o Manage Emotions: Understanding the transition process
helps in managing the emotional and psychological impacts of change, which is
crucial for maintaining morale and productivity. o Reduce Resistance: By
addressing the fears and uncertainties during the transition, organizations can reduce
resistance and foster acceptance of the new changes .
• What does the “Neutral Zone” in the transition process mean?
• Neutral Zone: The Neutral Zone is the intermediate phase between the ending of the
old ways and the beginning of the new ways. It is characterized by uncertainty,
confusion, and a sense of loss as people let go of the old and have not yet fully embraced the new .
Why is it said that managing transition is about managing fear and uncertainty?
Managing the transition process involves managing fear and uncertainty because change
often requires individuals to abandon familiar habits and routines, leading to feelings of loss
and uncertainty about the future. Fear arises from the unknown aspects of change, including
how it will impact jobs and daily life, and the perceived loss of control over one's
environment. Emotional attachments to current ways of working and concerns about future
outcomes contribute to resistance. Additionally, a lack of understanding of the reasons behind
the change can increase anxiety and distrust. Therefore, addressing these emotional and
psychological factors is crucial for successful change management.
• What does a manager learn from the coping cycle?
• Understanding Reactions: Managers learn how employees react to change, which
includes initial resistance and eventual acceptance. This helps in anticipating and
managing different emotional responses.
• Supporting Employees: By understanding the coping cycle, managers can provide
appropriate support and interventions at each stage, helping employees transition more smoothly.
• Effective Communication: The cycle emphasizes the importance of clear and
continuous communication to address fears and uncertainties.
• Building Resilience: Managers learn to foster resilience in employees, encouraging
them to adapt and grow through the change process. lOMoAR cPSD| 47206071 
• Explain the 5 stages of grief of Kubler Ross with examples
Denial: Refusal to accept the change.Disbelief looking for evidence that it isnt true
Example: Employees might say, "This won't affect us; it's just a rumor."
• Anger: Recognition that things are different. Frustration and resentment towards the
change. Example: "Why do we have to change? Its awful, i cant stand it."
• Bargaining: Start realizing that change is inevitable, begins to accept the new reality
but still Attempting to negotiate to avoid the change. Example: "Can we at least keep some things the same?"
• Depression: Realization of the inevitable change leading to sadness. Individuals
begin to test the new situation and themselves trying out new behavior, learn new
thing Example: " I don’t understand this, can you explain?
• Acceptance: Coming to terms with the change. Now the new behaviour becomes part
of ‘normal’ behaviour. Example: "I see how this can be beneficial. Let's make the best of it."
• In each stage, explain what managers do to support the employees with examples.
• Denial: o Action: Provide clear, factual information about the change and its impacts.
o Example: Hold meetings to explain the reasons for the change and how it will be implemented. • Anger:
o Action: Acknowledge employees' feelings and provide a platform for them to express their frustrations.
o Example: Arrange open forums or one-on-one sessions to listen to concerns and validate their emotions.
• Bargaining: o Action: Be open to feedback but explain the necessity of the change.
o Example: Discuss the benefits of the change and address any viable suggestions from employees.
• Depression: o Action: Offer support and encouragement, and provide resources for coping.
o Example: Implement employee assistance programs and recognize small wins to boost morale. • Acceptance:
o Action: Reinforce positive outcomes and continue to support and guide
employees. o Example: Celebrate milestones achieved due to the change and
recognize employees who have adapted well.
• Define what is resistance to change?
• Resistance to change is the reluctance or refusal to accept or adapt to changes within
an organization. It can be expressed overtly, such as through open opposition and lOMoAR cPSD| 47206071 
complaints, or covertly, through subtle actions like decreased productivity and
spreading negative sentiments.
• What are the symptoms of active resistance? Name at least 4 symptoms and
explain those behaviors.
Active resistance involves overt and visible opposition to change. Symptoms include:
o Criticizing: Openly finding faults in the proposed changes.
o Ridiculing: Making fun of the changes to undermine their credibility. o
Arguing: Engaging in debates and conflicts about the changes. o
Sabotaging: Deliberately undermining the change efforts through actions that hinder progress.
• What are the symptoms of passive resistance? Name at least 4 symptoms and
explain those behaviors.
• Passive resistance involves subtle and often hidden opposition to change. Symptoms include:
o Procrastinating: Delaying tasks and not following through on commitments.
o Feigning Ignorance: Pretending not to understand the changes or how to
implement them. o Withholding Information: Not sharing necessary
information, suggestions, or help.
o Malicious Compliance: Agreeing verbally to changes but not genuinely
committing to them, resulting in poor execution.
• Explain why do people resist to change?
• People resist change for various reasons:
o Fear of the Unknown: Lack of information about the change and its implications.
o Loss of Control: Feeling that the change reduces their control over their
work. o Attachment to the Status Quo: Comfort with existing routines and methods.
o Economic Concerns: Worries about job security, pay cuts, or increased workloads.
o Peer Pressure: Influence from colleagues to resist changes to maintain group
cohesion. o Past Experiences: Negative experiences with previous changes lead to skepticism and fear.
• What are the barriers of resistance to change?
• Barriers to resistance include:
o Understanding: Lack of clarity on why the change is needed and how it will
impact individuals. o Acceptance: Refusal to accept the change due to fear of
moving out of comfort zones or perceived threats. lOMoAR cPSD| 47206071 
o Action: Inability to act on the change due to lack of skills, resources, or habitual inertia.
• For each barrier of resistance to change, what is the strategy manager can use to
help their people overcome that barrier?
• Barrier to Understanding: lOMoAR cPSD| 47206071
o Strategy: Improve communication by providing detailed information and
ensuring understanding through clear, consistent messaging and feedback channels.
• Barrier to Acceptance:
o Strategy: Engage employees in the change process through participation,
addressing their concerns, and demonstrating empathy and support. • Barrier to Action:
o Strategy: Provide necessary training and resources, and support employees in
developing the required skills and competencies to adapt to the change
Define organizational culture:
Organizational culture is the collective history of an organization that defines how
things get done. It includes attitudes, belief sets, values, written and unwritten ground
rules that set the tone for the organization. It creates a sense of identity for the
organization and is reflected in everything done within the organization.
How was organizational culture formed?:
Organizational culture is formed through the vision of the founder, who brings
together a core group that shares this vision. As the organization grows, this core
group's actions and the founder's values, beliefs, and attitudes shape the culture. This
process involves raising funds, establishing a workspace, and developing a history as others join the organization.
Why does organizational culture matter?:
Organizational culture matters because it impacts financial performance, employee
engagement, leadership styles, decision-making processes, and communication styles
within the organization. Companies with a strong culture tend to perform better, are
more resilient, and have greater longevity. Culture is a critical concern for CEOs and
is an integral part of their strategic focus and business model
Is it possible to encourage employees to contribute their ideas in a culture of high power
distance? Explain your opinion:
Yes, it is possible by creating an inclusive environment where managers actively seek
input, establish open communication channels, and reduce the perceived power gap
through practices like forums for idea sharing and anonymous suggestions.
What can managers do to change the organizational culture?: •
Communicating Vision and Values: Clearly articulating the desired culture and
consistently communicating the vision and values throughout the organization. •
Leading by Example: Demonstrating the behaviors and attitudes that reflect the new
culture to inspire employees to follow suit. lOMoAR cPSD| 47206071 •
Aligning Policies and Practices: Adjusting policies, procedures, and reward systems
to support the desired cultural change. •
Training and Development: Providing training and development programs to equip
employees with the skills and knowledge needed to embrace the new culture. •
Reinforcing Desired Behaviors: Recognizing and rewarding behaviors that align
with the new culture to reinforce positive change.
 Engaging Employees: Involving employees in the change process, seeking their input,
and making them feel a part of the transformation effort.
How does organizational culture dimensions help managers develop a change plan?:
Understanding organizational culture dimensions, such as those proposed by Hofstede and
Trompenaars, helps managers identify the existing cultural traits and the areas that need
change. By mapping out these dimensions, managers can develop targeted strategies that
address specific cultural aspects, ensuring a more effective and comprehensive change plan.
For example, addressing power distance issues, promoting individualism or collectivism, and
managing uncertainty avoidance can be part of the change plan
How does organizational culture dimensions help managers develop a change plan?:
Understanding organizational culture dimensions helps managers identify existing cultural
traits and areas needing change. This insight allows managers to tailor strategies to address
broader organizational issues such as improving communication, enhancing employee
engagement, and aligning organizational practices with strategic goals, leading to a
comprehensive and effective change plan.
What is office politics? Give an example to illustrate the definition:
Office politics involves intentional acts of influence to enhance or protect the self-interest of
individuals or groups within the workplace. Common forms include misuse of power,
networking, and favoritism. For example, an employee might use their close relationship
with a manager to gain favorable assignments or promotions over more qualified colleagues.
What are the causes of office politics?:
Causes of office politics include scarcity of resources, differences in personal values and
goals, power struggles, and organizational change. These factors create a competitive
environment where individuals or groups engage in political behavior to secure their
interests, gain advantages, or protect their positions within the organization • What is strategy?
Strategy is the central, integrated, and externally oriented concept of how a firm will achieve
its objectives. It involves both strategy formulation, which is deciding what to do, and
strategy implementation, which is performing the necessary activities to achieve the planned objectives.
• Differentiate corporate strategy and business strategy. lOMoAR cPSD| 47206071
• Corporate Strategy: It is concerned with the overall objectives and scope of the
business to fulfill stakeholders' expectations. It focuses on the long-term goals,
growth direction, and sustainability of the company as a whole.
• Business Strategy: It deals with strategic decisions related to product choice,
competitive advantage, and customer satisfaction. It focuses on the specific actions
and tactics needed to achieve short-term goals and improve performance within
particular business units or departments.
• What is transformation?
Transformation refers to comprehensive changes in strategy, operating models, organization,
people, and processes. It aims to achieve significant improvements in performance and alter a
company's future trajectory. Transformations can be market-induced or driven by internal
goals for innovation and efficiency.
• What are the building blocks of a corporate transformation?
The building blocks of a corporate transformation include:
• Create a strategic identity: Define a clear and desirable future for the enterprise and
focus efforts on achieving it.
• Design for trust: Build commitment and trust among employees and customers by
addressing their perceptions and enhancing reliability.
• Master the pivot from sprint to scale: Test new practices in a startup style, select
the best ideas, and scale them rapidly across the organization.
• Treat your legacy as an asset: Preserve valuable legacy activities, divest
nonessential ones, and use the proceeds to fund future initiatives
• What is leadership?
Leadership is the process of influencing and guiding individuals or groups towards achieving
common goals. It involves setting a vision, motivating and inspiring people, and managing
the overall direction of the organization.
• What are the importance of leadership in change?
Leadership is crucial in change because it:
• Provides a clear vision and direction for the change.
• Motivates and inspires employees to embrace and support the change.
• Facilitates communication and reduces resistance.
• Ensures the alignment of the change with the organization's goals and culture.
• Builds trust and commitment among employees, making the transition smoother and more effective.
• What are the most important skills of a leader during change?
The most important skills of a leader during change include: lOMoAR cPSD| 47206071
• Communication: Clearly articulating the vision and the steps needed to achieve it.
• Empathy: Understanding and addressing the concerns and emotions of employees.
• Decision-Making: Making timely and effective decisions to guide the change process.
• Adaptability: Being flexible and responsive to unexpected challenges and opportunities.
• Inspiration: Motivating and encouraging employees to stay committed to the change.
• Discuss what is situational leadership?
Situational leadership, developed by Paul Hersey and Ken Blanchard, is a leadership style
that proposes leaders should adapt their style based on the maturity and readiness of their
followers and the specific situation. It involves:
• Assessing the competence and commitment of followers.
• Adapting leadership behaviors to fit the development level of followers.
• Utilizing different leadership styles (directive, coaching, supporting, delegating) as
appropriate to the situation and the needs of the team.
• Who are the targets of change?
• The targets of change can include all employees within …
• What are the purposes of change?
• The purposes of change can include improving efficiency, enhancing competitiveness,
addressing new market opportunities, complying with new regulations, integrating
new technologies, and achieving strategic goals.
• For change to happen, what should managers be prepared to do?
• Managers should be prepared to communicate effectively, engage and involve
stakeholders, provide support and resources, manage resistance, monitor progress, and
adjust strategies as needed to ensure successful implementation of change.
• What are the most important skills of a manager to successfully lead change?
• The most important skills of a manager to successfully lead change include effective
communication, leadership, strategic thinking, problem-solving, emotional
intelligence, adaptability, and the ability to engage and motivate others.
• Explain why it is said that it's a challenge to change people in organization ?
• Changing people in an organization is considered a challenge for several reasons  Resistance to Change:
• Established Habits and Routine  Fear of Job Security
• Cultural Barriers.....