Change management

Final project
BBA 8-D
Group members

 Saad Abdullah

 Faiza zafar

 Rubabzehra

 Fizza mir

 Rijazaka

 Bilal awan

 Hibamoazzam

2
Introduction

Islamabad Traffic Police is a "model traffic police force" formed under the Capital
Territory Police in 2006 to "bring a new and healthy change in the traffic system" in
Islamabad, the capital of Pakistan.The Police Department was established on the pattern
of an earlier success story in Pakistan, National Highways and Motorways Police
(NH&MP) which was established in 1997. The Islamabad Traffic Police (ITP) came of
age between 2007 - 2010 and came to be known as a corruption free and equal
application of law police organization. Mr. Sultan AzimTemuri, Senior Superintendent of
Police, and Mr. Ashfaq Ahmad Khan, Superintendent of Police, are considered the two
pioneering officers of the Police Service of Pakistan (PSP) who provided police
leadership in the planning, organization, development and sustainability of this widely
acclaimed police organization. The organization was awarded ISO 9001: 2008
certification on 23 June 2009 for introducing state of the art Driver's License, First Police
Radio Station, ITP FM 92.4 headed by Mrs Aisha Jamil, the new laws of prohibition on
using mobile phone while driving and the wearing of seat-belt while driving, and client-
oriented policing service in Pakistan. Hallmark of ITP is to bring a visible Rule of Law on
the roads of Islamabad through education, information and enforcement. ITP provided
the first Model Drivers Licensing system in Federal Capital. Driver's Licenses are issued
after through testing of driving ability and medical fitness, only to the qualified drivers.
The organization also has a Traffic Theme Park and Driving School for the education of
school kids and driving training to the aspirants. Ever since the ITP took over the control
in Islamabad, the incidents of road accidents have decreased, and drivers are seen
wearing seat belts and avoiding using mobile phone while driving, indicators of rule of
law hardly seen in many other cities of Pakistan and other developing countries of South
Asia and world as a whole. The police force is responsible for the enforcement of laws
[traffic rules], education of traffic laws to the community, issuance of driver' licenses to
qualified drivers, advice to the Capital Development Authority (CDA) on road Engineering
issues, and regulation of vehicular and pedestrian traffic on highways, avenues and
roads of Islamabad and is rated as second corruption free police organization in
Pakistan, after National Highways and Motorways Police. The department is, however,
unable to enforce a system of Penalty Points for traffic violations, and only levies

3
monetary fines to the violators. There is a need to maintain violation record database to
penalize frequent violators in the form of suspension or cancelation of their Driving
License.

Objectives

 Education/ Awareness in educational institution and other non-professional and

non-professional organizations.
 Mass awareness about road safety through a well decorated float established on
20 wheels trailer.
 Radio program.
 Distribution of hand bills and pamphlets at roads along with briefing.
 Road safety awareness walks.
 Speech competition.
 Road safety seminar.
 Road safety gala.

About ITP

History and Mission of ITP

4
Islamabad Traffic Police was established on 28 January 2006 and formally inaugurated
by the then Prime Minister of Pakistan. ITP has many achievements. The major
achievements are listed below. ITP has been successful in achieving its Vision
Statement of making traffic system in the capital city a model of excellence which could
be emulated by other law enforcement agencies in Pakistan. ITP has been successful in
including its Mission Statement into the working of its personnel in order to ensure that:

 To maintain smooth flow of traffic.

 Prevention of accidents.
 To help road users in distress
 To achieve the target of Zero tolerance with firmness but politeness.
 To ensure the role of law through equal application.
 To gain the confidence and support of the community.

ITP has been successful to a large extant in achieving its Core Values of
Professionalism, Integrity, Service Oriented and People Friendly Policing.

Traffic Education Wing

 Touch Screen Test

 Traffic Violations and Fines
 Driving Simulator
 Road Signs

5
Equal implementation of law

In July, 2009 the Islamabad Traffic Police issued a ticket to the son of prime minister
Yusuf RazaGilani, for violating traffic rules thus maintaining their commitment to ensure
equal implementation of law in the capital city.Over the last many years, the ITP has
fined hundred of VIPs, Civil Servants, Army and Police officers, Parliamentarians,
Judges and Journalists and proved its slogan of equal application of law.

The 2002 Police Order was an attempt at reform introduced by General Musharraf. It
included measures to improve accountability and neutrality in law enforcement, but
failed, largely due to politicians keen to retain influence. This problem extends from
politicians to the armed forces to senior police leadership. None of these groups have
pushed reform forward.

The National Highways and the Motorways Police, which is responsible for traffic safety,
has been praised for its effective organization. Over the last 10 years, Pakistan has been
one of the top five police contributing countries to United Nations peacekeeping
operations. Its officers are highly rated, yet the benefits of this professionalism are not
reaped on home turf. How can these successes be built upon and expanded? Among
other measures, the Asia Society report calls for a series of institutional changes. These
include an overhaul of the current system of hiring police to ensure transparency and
fairness; the establishment of an independent monitoring body to check corruption;
improved and expanded training, and changes to working conditions and pay.

The party that forms the next government should realize that any legislative reform is
irrelevant in practice if the country does not have an effective police system to enforce it.

Traffic System Being Reformed

6
Inspector General of Police (IGP) Punjab Captain (retd) Arif Nawaz Khan has said that
traffic management system is being reformed and equipped with modern technology to
facilitate passengers.

He was addressing the inauguration ceremony of an app Raasta, which was launched
with the collaboration of PITB for facilitation of citizens.

‘Rasta’ Application will be game changer for traffic management of Lahore Police. By this
application, the citizens will get direct benefit of different traffic services like route plan
updates; online challan payment, E-licensing and other features from Islamabad traffic
police and it will also save the precious time of citizens.

The PITB delegation was headed by Chairman Umar Saif at the ceremony.

The IGP said that the Punjab and Islamabad Police has not only improved its image
among the public but also increased the capabilities of the department with the help of
modern technology. With this technology, the Police had stamped out crimes and made
the department proud with its unprecedented examples.

Before the inauguration, almost 16,000 denizens had downloaded the app as its testing.
The response of the app from the citizens was satisfactory.

Chairman PITB Umar Saif said that Islamabad Police had set a precedent for equipping
it with modern technology. IT project of the Islamabad Police are a role model for other
provinces and other institutions have expressed their interest in these projects

How stakeholders were managed effectively?

Stakeholders were managed effectively by ensuring few things. One of them is that
Islamabad Traffic Police ensured better health care and well-being of all employees,
provided opportunities and services to workforce for their personal and professional
development / well-being, ITP also ensured provision of requisite training and
infrastructure to maintain a high level of physical and mental fitness, it also maximize
benefits of welfare projects and schemes to provide relief to staff and their families, to

7
improve the effectiveness and efficiency of Islamabad Police through efficient use of
physical resources and to ensure that the resources of the Islamabad Police are
administered at a level of efficiency that ensures their optimum utilization. A safe and
secure environment is essential not only for economic prosperity but also for social
cohesion and political development. Police, as the primary law enforcement agency in
the Islamabad bears the responsibility for providing safety and security through control of
crime and maintenance of public order. In view of this responsibility, the Islamabad
Police have adopted a policing strategy that lays emphasis on community participation
and problem solving. This strategy also incorporates the reforms that have been initiated
by the Federal Government. In Islamabad Traffic Police the change agent is the insider
within the organization that is responsible for bringing such change and building good
relationship with their customers rather than outsider. Insider is preferred more because
in this way more effective relationship can be built with customers. We have studied that
change agents need to keep an open mind about the nature of problem until there has
been some kind of preliminary investigation. However it is important that the change
agent also pay careful attention to the felt needs of client and what they believe the
problem to be. While taking interview we came to know that ITP prefers insider as
change agent because how an organization responds to threats and opportunities also
matters a lot. We

have seen that a key step in starting the change process is translating the need for
change into a desire for change. Insiders are more competent and committed to work
rather than outsider. Police planning helps the police to devise tactical and strategic
responses for meeting current and future challenges. Annual Policing Plan is such an
instrument that enables the police to set the targets it intends to achieve during next year
it also allows the police leadership as well as the government to evaluate police
performance in the light of targets set forth in the plan.

The intended improvements in police practices; through use of modern technology

capacity building and community support, will enable us to come closer to international
standards of policing. With implementation of the actions recommended in this plan we
hope to reduce crime and maintain law and order without compromising rule of law, due

8
process and public trust. I feel immense pleasure to bring on record that the Federal
Government is extending full support to Islamabad Police to make the Capital a more
secure and safer place. Hence stakeholders at Islamabad Traffic Police are managed
effectively even after bringing different changes people are satisfied with everything. ITP
preferred insider because an insider in an organization is aware of all strengths and
weaknesses. Insider is more committed to its organization when it has its own resources.
Change agent should be confident and skilled for bringing change. ITP has brought a lot
of changes in recent years which are accepted by everyone the reason is that they are
giving all advantages to their customers as they are aware of their problems and
requirements.

Explain why people resist change/ and reacted to change and how resistance
might be managed?

People sometime resist change because they are not ready to accept or welcome new
ideas. They have no patience to deal with problems calmly. Here we can take an
example while interviewing we came to know that Islamabad Traffic Police (ITP) has
been unable to check speed limit violations on the capital roads since the department
has no functional speed checking cameras. With over 70 people killed in road accidents
so far this year, police said speeding was not a major problem on the city roads.

Instead, the traffic police say that insufficient and improper road engineering by the
Capital Development Authority was to blame for high incidence of road mishaps. They
said:

“We have limited personnel and resources to regulate the ever increasing traffic flowing
into the capital,”

People believe that only ITP is responsible for this change but it is not true in every way
therefore their reaction is not good at all. Though people should trust ITP as they work
for the new number plates being issued by the excise office are compatible and readable
by the Safe City cameras. Any vehicle violating speed limits would be identified and
documented automatically. However, this system has not been made fully functional yet.

9
While interviewing to people in ITP some of them also told us about the problems they
faced by

A sit-in by Labaik Pakistan Tehreek workers on Faizabad, the main junction between the
twin cities of Islamabad and Rawalpindi left arteries in both cities horribly jammed,
leaving commuters stranded on the roads till late in the evening.

The Islamabad Capital Territory Administration and the Rawalpindi District Administration
preferred to let the rally fizzle out on its own instead of cracking down on its members
and clear the roads.

As a result, people of Islamabad and Rawalpindi were turned into virtual hostages to the
fringe group which has no support from the mainstream religious groups.

To make matters worse, authorities in Islamabad placed containers on key routes

leading to the red zone, sealing off these thoroughfares. This effectively left hundreds of
citizen trapped in a traffic nightmare, largely unaware of a traffic plan announced earlier.

The Islamabad Police had issued a traffic plan for the rally. Per the diversion plan,
commuters were advised to avoid heading to Islamabad unless it was absolutely
necessary. Since many residents of Pindi work in the federal capital, their commute is
unavoidable.

Heavy traffic coming from Lahore was diverted from Rawat T-Cross to Rawalpindi.
Similarly, traffic from Peshawar was diverted from Chungi 26 towards the Motorway.
People heading towards Faizabad were told to use alternative routes highlighted in the
traffic advisory.

However, an apparent communication gap between the police and people landed
commuters in a traffic snarl up amidst a sit-in rally and containers. Whereas people
working in Islamabad Traffic Police say that if people would have calmly reacted to this
situation it would not have got that worse though they agree that it was completely
citizen’s fault but even this was not in their hands. Hence people should be more calm to

10
accept little change if it is for their benefit. In this way change can be managed
peacefully within an organization itself

Recently, rapid developments in the field of ICT have had a major influence upon police
work. Technological innovations turn out to change the organisational environment in
significant ways. For police, ICT plays a twofold role: New technologies can support
police work but also provide new opportunities for offenders to commit crimes.

Police reforms are always needed in the wake of new technologies, new challenges, new
socio-political developments, and of course, with the rising public expectations for
enhanced security, effective crime prevention strategies, and with the demand for an
efficient, honest, accountable, professional, responsive and public friendly police. The
need was always there in the history of the police, which continued down through the
ages and obviously, will remain in future till the time we have the police as a first
respondent to crimes and the only prime responding agency in any civil society for crime
prevention and investigation. ICT Police is strongly of the view that; Reforms in Police
Stations, Supervisory Offices and Central Police Office are interlinked; bringing reforms
at Police Station level will not meet the expectations of public.For reforms in Police
working, we have to understand what the expectations of citizens from Police are and
how to address them:

ESTABLISHMENT OF NEW MODEL POLICE STATIONS:

To address the expectations of citizens and to re-build soft image of Police, we have to
segregate Core Policing and Non-Core Police work. Police Stations after necessary
automation, upgradation of infrastructure/ facilities and adoption of latest gadgets and
technologies may focus on hard core policing e.g Prevention, Investigation and Detection
of Crime, whereas for Non-Core Police Work related to citizen services, dedicated
separate state of the art facilities may be established outside Police Stations. To achieve
this; ICT Police has initiated a program of Conversion of Traditional Police stations into
e-powered Model Police Stations

• Program aims to initiate reforms in following areas:

• Change Culture – Police: Public interface

• Police Management Systems with E-Governance

• Trainings of Police Officials

• Investigation methodology

11
• Human Resource Management

• Police Image Building

ICT Police committed to improve in efficiency and performance of Police force in core
Police work by making necessary BPR (Business Process Reengineering) in As-is Model
and adopting latest technologies/automation of processes and development of modern
infrastructure at Police Stations. Dignified Help Desks at MPS A dignified front desk will
establish in every Model Police Station. The desk will be work as reception/ welcome
desk for citizen coming in for their matters to MPS. The desk will be IT enabled and
connected with back office functions through online MIS.

Few functions of the desk are given below:

o Registration of complaint & issuance of computerized receipt

o Auto generated SMS to visiting citizens

o Registration in citizen feedback system for future reference and tracking

o Call Centre Services

o Time bound disposal of all complaints

o Automated queries to be generated by supervisors if complaints are not disposed

off (24 hours for SHO, 48 hours for SDPO, 7 days for SP or SSP, DIG and IGP)

o Central Database – Dash Board for Monitoring

The last few weeks have seen a number of developments in police ICT including an
ongoing debate over the role and reputation of G4S in police outsourcing, and the
implications for forces of the decisions of police and crime commissioners.

The tri-constabulary police forces of Bedfordshire, Cambridgeshire and Hertfordshire this

week bought themselves time over their plans to use a possible contract with
Lincolnshire/G4S to provide outsourced organisational support services to help deliver
operational savings, and whether the contract would meet their local needs.

Now, following its launch last week, details have also begun to emerge about how the
new police IT company - variously dubbed 'Pictco' or 'NewCo' - will work in achieving its

12
goal of saving money, providing better IT, and freeing up chief constables from
involvement in procurement,.Advertisement.

The police IT company will eventually be owned by the police and crime commissioners
(PCCs) once they are elected in November.

One of the original intentions had been for police authorities themselves to take on
ownership of the IT company. However, the authorities themselves have generally been
reluctant to do anything that might bind their successors, the PCCs, leading to some
fears that there might be a chance of failure with interim owners.

A number of possibilities have been discussed, including having the home secretary as
owner. An alternative solution was to take a twin-track approach that would see the
creation of two new organisations: the Police ICT Co Ltd, which would be owned 50/50
by the Association of Police Authorities (APA) and the Home Office, and a new police IT
directorate in the Home Office.

Ultimately, the Home Office is unlikely to want to be the owner in the long term, and the
aim is that the police will take the lead. The police authorities themselves will be phased
out in November as the PCCs come in.

Directors have now been appointed, 12 in total, including representation from the
Metropolitan Police, police chiefs and the APA. It is likely that some of the directors will
also make the transition to the post-PCC board, and the directorate is likely to grow,
taking on new staff, including some from the current soon to be abolished National
Policing Improvement Agency (NPIA).

A recent document issued by the Home Office Police ICT Company programme team
provides an overview of the design proposal for a new police IT company and the
rationale for change.

The document is understood to argue that police officers at every level should be able to
spend their time in activities directly related to fighting crime, with chief constables not
having to worry about where and how to get the best deal for a new operational system
or service for their force. Budget should not have to be spent on maintaining large IT
departments in forces, it is believed to say.

Currently, with many police IT systems, services and procurements being managed by
individual forces, chief constables all spend time and resources on coming up with
technology solutions to meet their local needs, rather than simply being able to identify a
problem and let experts deliver the solution.

It is believed the fragmentation of the police market means that suppliers' bidding costs
are high in relation to potential profits, which in turn keeps other suppliers away from the

13
police market. If the demand could be aggregated, however, it could attract companies
that would be able to provide better prices because of a lower sales cost per customer.

In general, the police believe that they currently fail to exploit the full potential of
economies of scale that should come when the 43 forces are spending £1.2bn a year on
IT (according to 2010 figures). Police forces employ approximately 5,000 IT staff,
operate more than 2,000 separate IT systems and maintain about 100 data centres.

Deals, often with the same suppliers, are signed in different forces and changing this
way of doing business could bring real, tangible benefits for forces, for example:

The police service currently spends £106m per annum with a single telecommunications
provider. Pitco should help forces consolidate large scale payments of this kind; with just
a 2% saving on this equating to £2m per annum. Other potential opportunities of this
nature include finance and HR system licences across forces.

Across all forces, there are more than 300 separate software licences with a single
software supplier. Pitco would seek to consolidate these and use government spending
power to get better deals for forces.

One single supplier currently delivers an application to about 30 forces, all in separate
purchase, implementation and maintenance deals. All these could be consolidated.

Currently, a single systems integrator treats each force as a completely separate

customer and prices accordingly, even though the supplier is one of largest complex IT
provider to government and police think they should be getting better terms.

The police believe they are not getting the best deals, nor the best service, from the IT
industry because they are not the strong customer in the marketplace that their £1.2bn of
spend should make them. The solution to this problem is not a central government
agency that tells police what to do and how to do it, but should be one which is
responsive to local operational needs, with the ability to offer forces a route to better
services and better deals.

The new company would be completely focused on identifying, procuring, implementing

and managing the right IT solutions to meet the needs of forces in the most efficient and
effective way possible.

In short, its principal objectives would be to deliver better value to forces for their IT
spend; greater innovation in police technology, so that operational officers have better
systems; freedom for chief constables to focus on strategic ICT choices rather than
managing ICT; and services and products that support forces and other customers in
their drive for interoperability.

14
In terms of what the new company will look like and how it will operate, its design will be
based on four fundamental principles. Firstly, it should be owned and controlled by PCCs
- when they take office- and, secondly, have with a clear mission to meet the operational
needs of chief constables.

Thirdly, it should be staffed by skilled ICT professionals and have a culture that allows it
to attract and retain individuals with the skills and capabilities needed and that
encourages those individuals to innovate and deliver success.

Lastly, it should exploit the purchasing power of the police service as a whole by
aggregating the requirements of as many forces as possible.

The next few weeks are likely to bring further details of what Pitco will look like, and how
it will operate. It is interesting that the way the company will operate is not yet set in
stone, with further input encouraged from the company's potential users.

For the next three months, a lot of work is likely to be done by those charged with
delivering police ICT and those helping them with their inquiries.

Describe the change and what happened, how was change managed
Types of change
And how change helped the organization

15
As Islamabad is a developing city, with time many people moved from rural areas to
Islamabad, Islamabad being the capital also got the attention of people and they started
to move here, due to this the population of Islamabad started to increase automatically
when their was increase in population, their was increase in traffic. In early 2000 you did
not find this much heavy traffic in Islamabad or near Islamabad but with time Islamabad
is filled with heavy traffic.
Islamabad traffic police being the only traffic controller of Islamabad had to face a huge
problem related to traffic. They were not ready and able to control the traffic; they faced
many issues regarding the traffic signals, accidents, rash driving and traffic laws. The
ITP tried their best to control the traffic but with time they realized that it is impossible for
them to control this traffic with the same old rules and regulations. So the ITP
immediately showed their reaction towards this problem they took measures to resolve
this matter and they got successful for that time being
They hired professionals, they started training their police and staff, they hired more
officers due to increase in public and even the government invested a lot in training and
in development of ITP but with all this improvement they anticipated for change. They
realized that they need to change their system for the betterment of the city and the
same old rules would not work in the future. They not only controlled the traffic they took
measures so that they don’t have to face any problem in the future. For that they
improved their tradition police system to new powered police system, they updated their
technological system as well as security system.
They reacted and anticipated the change so that they don’t have to face any problem
regarding traffic in future
From that time till now the ITP is trying to improve and bringing in new technologies for
the betterment of the public
They ITP has changed a lot now they have introduced public friendly services
they have introduced
 E-ticketing system
 ITP Web TV
 ITP mobile app
 24/7 license renewal

16
  Education team

SWOT Analysis

 Strength
Motivated
Public friendly
Known at international level
Honesty

 Weakness
Limited staff
Bribe
Fewer resources

 Opportunities
Hiring by friendly countries for training staff
Recognition in other countries
Workshops

17
  Threats
No such competitors as all the cities have their own police

Recognizing the need for the change

First we have to recognize the need for the change, as in the case of Islamabad traffic
police The increase of population increases the traffic in Islamabad which cause a lot of
problem for the traffic police and this issue helps ITP in recognizing the need for the
change .as initially the traffic become out of control so there was great need for change
to be translated in to the desire for change and this can only be done through the
technological advancement in the entire traffic system of Islamabad like up gradation of
infrastructure ,adaptation of latest gadgets or we can say that transfer of traditional police
system in to powered police station now as manger recognize the need for the change
and also inform others about the importance of change for the survival of the
organization by crating sense of urgency and also convincing others in the organization
about the need for the change then ITP chose the insider as the change agent as insider
has enough time knowledge and also competent ,also develop the effective relation ship
between those change agent and the client

Diagnosing what need to be changed and formulating the preferred future state

then diagnosis done by the change agent of ITP as change agent review the current as
well as the future state vof the ITP i.e. changing police station from traditional to the
powered and more advanced police station and at the same time change agent insure
about the quality of vision i.e goals should be clear and realistic and by this goal of
creating all the staff members were fully satisfied and also support this data and break
there status quo and this also increase the level of motivation.

Planning

In case of planning ITP uses the push strategies or we can say that blend of both pull
and push strategy and also select the type and sequence of intervention and as through
the trust and confidence of change agent ITP easily managed the reaction of

18
organization members towards the change

Implementing the change and reviewing progress sometimes change plans are
not implemented as intended because of failure in certain areas but in case of ITP
change manger
communicate all the aspects of change to the organization member

motivateindividuals and groups to support the change

Reviewing the change and monitoring progress

As by doing this change manager effectively managed the stakeholders and also build
the effective coordination with the clients or those affected by the change

Sustaining the change

After doing this we have to refreeze the change so that system do not revert back so
that new ways of working and improved outcome become the norms and change
manager of ITP was good enough that he effectively managed the churn effect and have
replacement

Leading and managing the people issues

Leading change some times cause people issues but the change manger of ITP
managed all the change issues effectively through better communication , building trust
and confidence and by support for those who will effect by the change and also change
manager give constant attention to the shaping the political dynamics of change and
motivating constructive behavior

Learning

in case of learning change manager use the double loop learning as the introduced new
technological advancement and also receptive to the feedback at that time and change
manager also anticipate the how other will respond to events before deciding what to do

 UNFREEZE OR UNLOCK THE EXSISTING LEVEL OF BEHAVIOUR

 MOVE TO A NEW LEVEL

19
  REFREEZE THE BEHAVIOUR AT THIS LEVEL

Unfreezing

in case of unfreezing we have to first destabilize the balance of driving and restraining
forces after the identification of the restraining and driving forces in case of ITP
restraining forces are the status quo maintained by the senior manager and driving
forces are the technological advancement so we have to reduce the restraining forces
and strengthen the driving forces . and also creating the sense of urgency that why
change was necessary for the survival of the organization

Move to a new level

In case of ITP they move the change where the balance of driving and restraining forces
is modified to shift the equilibrium to a new level. Consequently, movement tends to be
achieved by adjusting attitudes and beliefs and modifying the processes, systems and
structures that shape behavior.

Refreezing behavior at this new level

in case of ITP refreezing involved new behaviors , norms in order to maintain new level
of performances and avoid regression feedback that signals the effectiveness and
consistency of new behaviors and incentives that reward new levels of performance can
help embed new practices

20
21
 Change management and Leadership roles

Leadership development and change management tend to be top priorities for many
organizations. In spite of this, a majority of organization tends to fall short of their goals
for both. One major reason organizations struggle is because they treat both leadership
development and change management as separate rather than interrelated challenges.
Cultural changes cannot happen without leadership, and efforts to change culture are the
crucible in which leadership is developed. For better results, organizations should
coordinate their leadership development and change management efforts, approaching
them as one and the same. True leadership involves deviating from cultural expectations
in ways that inspire others to choose to What’s more, leadership is not the sole
responsibility of the C-suite. Managers at all levels of an organization must overcome
resistance if genuine cultural change is to occur. Thus, change initiatives—which require
a deviation from a dominant set of norms and behaviors—are the best learning
environments for star managers to develop leadership skills, as well as a necessary
component of a successful culture-change initiative.

A successful top-down process begins with executives clarifying desired results for
change management/leadership programs. For example, executives may want to
change accounting procedures or inspire creativity in order to become more efficient, as
in Janet’s company. Or they may want to lower barriers between departments or create
financial stewardship throughout the organization. The goal depends on the organization
and its situation, but what is important is that it is specific (ideally, with a measurable
outcome) and accepted by all members of the executive team.

Leardership roles:

1. Clarify the vision and communicate it effectively:

22
 This type of communication needs to occur
consistently, no matter if it’s the mundane, day-to-day issues or more serious change
programs. Your message needs to be clear and consistent. Leverage your audience’s
preferred communication methods to ensure receptiveness. That means making the
most of social media. According to a November 2015 Harvard Business Review article,
we spend an average of 3 hours each day on various social media platforms, with over
50% of employers using such platforms for internal communications. The same article
noted that just 17% of employees rated their leader highly when it came to recent
change-related communications.

2. Be accountable and transparent.

During times of change, leaders must be accountable for
what is working and what isn’t working. Being accountable fosters a desire and
commitment to fix problems to yield the best results. To be truly accountable means you
are willing to let others see behind the curtain to candidly assess how things are going.
As you do this, your team will embrace a similar, no-blame openness to performance.
Accountable leaders look at all aspects of the organization—culture, processes,
management, and employees—to ensure all are functioning optimally. If they are not, a
good change management leader must be willing to admit the gaps and take actions to
address shortcomings.

Learning and Change

Traditionally, trainers produce context, which is supposed to change the behavior
of learners. That is, we believe that the environment changes behavior (stimulus -
response or cause-effect). And when our content fails to change the behavior, we
try a different content in hope that it will work. With luck, things work out in the
long run. But by looking at the learning process from a pct (Perceptual Control
Theory) perspective, we could greatly enhance the learning process.

23
1. Mechanism for fostering Organizational Learning:

Organizational Flexibility and Experimentation:

Flexible organizations have

improved capabilities in addressing the problems or issues by identifying newer
alternatives or various possible solutions. Organizations which remain open for
experimentation and trying out newer methodologies, enjoy an edge in the competitive
battle and are more profitable. For promoting organizational flexibility and
experimentation, the following mechanisms may be used:

 Invite experienced practitioners or experts who have met success at work by

implementing change in the organization. Ask them to share their experiences
with a few selected representatives of the organization.
 Encourage employees to use their problem solving abilities for addressing various
issues and apply their creative mind for tackling various problems, even if they
may not get success every time.
 Provide positive reinforcements in the form of rewards to the people who use new
approaches for solving a problem and achieve success in it.
 Review performance periodically and hold periodic meetings for sharing the
objectives and experiences, successful initiatives and outcomes of various
experiments.
 Organize seminars and workshops for raising awareness on the new changes and
successful initiatives.

2. Team work and Mutuality

Team work and mutuality is one of the major pre-

requisite for promoting organizational learning. The following mechanisms may
result in establishing an environment of collaboration, mutuality and team support:

 Sharing of experiences, new ideas and innovative approaches both within

the organizations as well as with other organizations.
 Create task forces for realizing mission critical goals, implementing new
projects and reviewing the project success and for communicating a shared
vision to the employees of the organization.
 Review the progress of new initiatives or projects by holding periodic
meetings headed by the top or senior management officials. Top
management can play a crucial role in integrating objectives, building
internal synergies and fostering a collaborative environment for
implementing change successfully.

24
 A contingency approach to planning or incremental planning foster organizational
learning. Contingency planning improves organizational preparedness in
identifying alternative solutions for proactively addressing problems of varying
nature. The mechanisms can lead to contingency planning:

 Detailed plans reflecting the contingent approach can be prepared. Time

bound goals can be defined, but should equally include the best possible
alternatives.
 Learning gets reinforced if new initiatives are integrated with the existing
processes or practices.
 Record the learnings derived from new experiences and continuously
review performance and improvements which take place as a result of
effective planning.
 Create task forces and encourage groups to identify alternative approaches
and solutions for implementing a change.

3. Competency Building:

Organizational Learning requires strengthening of

desired competencies, which can be done in the following ways:

 Competency building can be done by inviting experts or practitioners for

sharing their experiences or best practices and encouraging people to
endorse change.
 Organizing seminar programmes and representing employees for
participating in external trainings for acquiring new skills or competencies.
 Creating task forces for communicating shared goals to the people involved
in the change process, implementing pilot projects for achieving pre-
defined change objectives in several areas as per the plans of the top
management.

5. Establishing Temporary System:

Temporary systems in the form of task forces or groups or pilot

project groups are formed with the objective of achieving quick outcomes/decisions
involving various aspects of change. The advantages of temporary system have been
provided below:

 Diverse viewpoints or decisions can be obtained from the members

representing cross functional, interdepartmental and inter-regional
backgrounds.
 Time bound objectives can be fulfilled as a result of which the tasks can be
completed faster.

25
 Temporary system facilitate objective oriented approach for addressing the
problems of diverse nature.
 Temporary system encourage risk orientation and independent outlook for
solving complicated issues.
 Temporary systems are a flexible framework which can be created or
dissolved as per the changing requirements.

26
Based on the experience of ITP, there was a list of problems they had encountered in
the early stages of the change process that have been associated with:
• choice of change agent

• quality of the change relationship

• identification of the group to be targeted for change

• Specification of the change issues.

The main objectives were first listed down by ITP. They were:

 Education/ Awareness in educational institution and other non-professional and non-

professional organizations.
 Mass awareness about road safety through a well decorated float established on 20
wheels trailer.
 Radio program.
 Distribution of hand bills and pamphlets at roads along with briefing.
 Road safety awareness walks.
 Speech competition.
 Road safety seminar.
 Road safety gala.

Qualities and Characteristics of Highly Effective Change Agents

First, let’s look at some of the qualities generally shared by highly effective
change agents. Understanding how change agents think, act, and behave can
help you develop the attitudes and qualities needed to help lead your
organization through change.

 Flexibility – While change agents need to be disciplined in their

approach, roadblocks and evolving priorities are par for the course

27
 during transitionary periods. That’s why c hange agents need the
flexibility and creative instincts to respond to unforeseen challenges
that arise.

 Patience – Organizational change does not happen overnight, which is

why effective change management leadership requires enormous
patience and perseverance on the part of the change agent.

 Intentionality – Change agents must be diligent if organizations are to

complete a strategic initiative on time and on budget. Every activity
relating to change management must be intentional and clearly
contribute to the adoption of the new way.

 Confidence – Change agents need to have confidence in others to

deliver, but also confidence in themselves. Leading individuals or teams
through change can cause tension and stress, so agents of change
need confidence in their vision as well as confidence in their role as
mentor, facilitator, leader, etc.

 Communication – Communication is one of the key activities for

change agents. They must get the appropriate message to the right
person in a way that moves them towards the desired vision. Good
communication eases tension and encourages buy-in among fence-
sitters and “holdouts” (people who fight change every step of the way).

However, being such a vast organization, ITP dealt with change diligently and every
member was very supportive of the change. The inspector general of Police, Dr. Sultan
AzamTaimuri directed his team in order to carry out the required change. By taking the
time to address the concerns, Taimuri improved the odds of success for their next
change initiative.

28
When change is first announced, people will have information concerns. Often,
leaders will want to explain why the organization is moving in a certain direction and
why the change is a good idea. This is a mistake. People don’t want to be told the
change is good until they understand it. Instead, leaders should share information as
plainly and as completely as possible. In the absence of clear, factual communication,
people tend to create their own information about the change, and rumors become
facts.

Taimuri prepared to answer questions such as: What is the change? Why is it
needed? What’s wrong with the way things are now? How much and how fast does
the organization need to change?

Once information concerns are satisfied, people will want to know how the change will
affect them personally. The following questions, even though not always expressed
openly, are common: What’s in it for me to change? Will I win or lose? Will I look
good? How will I find the time to implement this change? Will I have to learn new
skills? Can I do it?

People with personal concerns want to know how the change will play out for them.
They wondered if they have the skills and resources to implement the change. It’s
important to remember that as the organization changes people may think their
existing personal and organizational commitments are being threatened. It’s normal for
people to focus on what they are going to lose before they consider what they might
gain. These personal concerns have to be surfaced and addressed.

With some evidence that the change is moving the organization in the right direction,
momentum starts to build. Taimuri looked forward to questions and ideas focused on
coordination and cooperation with others. A solid nucleus of people in ITP wanted to
get everyone on board because they are convinced the change is making a difference.

At this stage, Taimuri looked forward to questions such as: Who else should be
involved? How can we work with others to get them involved in what we are doing?
How do we spread the word?

29
The change agent chosen was an insider as he knew the insides of the organization. He
had the time, knowledge and commitment to carry out the change. Issues of
confidentiality and trust might have aroused if someone from outside was hired. This
relationship leads to trust and commitment.

CONCLUSION
ITP has realized the increase number of automobiles in the capital and as the
consequence of which the of internal management of ITP has decided to bring the
organizational change that could actually resolve this issue as the result of this provoking
thought ITP has entirely setup the advance technology by replacing the traditional
system
 Change involves
 Automation
 Upgradation of infrastructure
Adaptation of latest gadgets and technologies may focus on hardcore.

30