Managing_Organizational_Change assignment 代写
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Managing_Organizational_Change assignment 代写
Assignment 1 (30%) Leading Change Report
Format: Formal Report
Length: Up to 2500 words
Description:
Semester Two 2017
You have been asked to prepare a formal report for a senior manager/management in your organisation. The title of the report is:
Adding Value via Change. The report will:
• Diagnose the problem to be addressed.
• Propose a change initiative
• Identify appropriate methods and tactics for change
• Indicate milestones and resource requirements. Note: The report could use the
framework presented in Chapter 9 of Connor et al. (2003). (You can access this on
the Stream site.)
• Contain an
Academic Rationale (About 1000 words)
Particular assignment point to consider:
The Academic Rationale would not normally be submitted to the report’s key sponsor. However, it is an important component in this report because of your role as a student. In linking to the analysis and methodology with key themes and examples of work in the academic change literature, please select one of the change processes on the Stream site.
Particular assignment questions to consider:
• Is the central and crucial feature of the recommended change programme the target of the academic rationale and is it presented clearly?
• Is a key concept (or concepts)/resource/explanation presented in the academic rationale and has this been drawn from the academic literature?
• Is this resource discussed in such a way, and in sufficient depth, so that it supports the recommended feature in the change plan?
Format
Please use the
Inductive report format and include a formal letter to the contracting manager to introduce the report. For guidance on report writing see Emerson (2005).
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"It's not the strongest species that survive, nor the most intelligent, but the
most responsive to change".
Charles Darwin
Why Change Management?
“The future is not inevitable. We can influence it, if we
know what we want to be … We can and should be
in charge of our own destinies in a time of change …
The world of work is changing because the
organizations of work are changing their ways. At the
same time, however, organizations are having to
adapt to a changing world of work . It’s a chicken
and egg situation.”
Charles Handy “The Hungry Spirit” 1997
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Change Management
When do we need to start thinking about change
and change management?
Change occurs within organizations – we begin
within this context.
Change often originates with strategy.
Change is about people.
What is an organization? Two views:
An objectivist perspective – Organizations are physical and
tangible. Things are done according to rules and regulations
which are written down, … “my inclination is to state clearly
what the objective is, to chart the process and assume that
others working with me have sufficient rationality to see
them similarly to myself.”
(Balogun & Hope‐Hailey, 2004, pg. 9)
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What is an organization? Two views:
A subjectivist perspective – An organization is a social entity,
something that is socially constructed by the people within it. I
see an organization in terms of its meaning systems rather than its
physical aspects. … “An organization includes peoples’ attitudes
and views and for change to occur these have to change too. If
you take this view to an extreme it suggests that you cannot
control or manage change at all. All you can do is to facilitate
change.”
(Balogun & Hope‐Hailey, 2004, pg. 9)
What is an organization?
“An organization is a social arrangement for achieving controlled
performance in pursuit of collective goals” (Huczynski & Buchanan,
2001, p.7)
“[An organization is] a group of people brought together for the
purpose of achieving certain objectives. As the basic unit of an
organization is the role rather than the person in it, the
organization is maintained in existence, sometimes over a long
period of time, despite the many changes of its members.” (Statt,
1991, p.102)
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What is an organization?
It is a ‘social entity’
It has an objective or purpose for ‘being’
There are boundaries – meaning that some people will be
considered members and others non‐members.
It exists for the purpose of achieving some collective goal
People do things in organizations in a certain way and against
a background of specific context.
Question:
Can an organization exist independently of its people?
The organization as a system of
meaning
An organization is defined by it’s people.
An organization is more than a written set of rules and regulations.
Without people there can be no organization.
People give the organization meaning and purpose.
An organization devoid of people is simply an empty shell.
The boundaries of operation, roles, procedures, policies and criteria
for membership are all defined by people.
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THE
ORGANIZATION
Formal Sub‐System
Strategy, goals, facilities,
structure, equipment,
operations, technology,
management
leadership, culture,
politics,
Conflict, co‐operation
INPUTS
raw materials, supplies
information, resources
organisational
goal achievement,
Products, Services,
customer support,
employee satisfaction
OUTPUTS
The Organisation as a system
Informal Sub‐System
Senior, B., 2005
Key points regarding Organizations &
People
In a formal systems context ORGANIZATIONS are founded on
STRATEGIES, MISSIONS, OBJECTIVES and ROLES which can exist
independently of people. (An objectivist view somewhat removed
from reality)
PEOPLE formulate and implement strategies, state missions, set
objectives and fulfil roles which can also be done independently of
the system. (A subjective view which reflects the reality that we
deal with)
Question:
What are we trying to change in organizations? Systems, structure,
products, services, people or all of these?
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An Integrated Change Approach
Process
Technology
People
Strategy,
Operation &
Structure
Organizational
Change
Characteristics of Organizations
Organizations like stability, routine, order, structure,
predictability, control and no surprises.
What does change bring about?
Change is disruptive, unusual, disorderly, ad hoc,
unpredictable, difficult to control if at all and full of surprises!
“For every successful corporate transformation there is at least
one equally prominent failure”
Ghoshal and Bartlett (2000)
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So what? Why do we need to know
about Change Management?
From an objectivist point of view – change the rules and
regulations, tell everybody and fire those who don’t follow
them.
From a subjective point of view you cannot control or manage
the change initiative (read – “strategy execution”) anyway, you
can only facilitate it and hope it turns out ok.
Is there a third alternative? A combination of the two that
could drive change better?
Why is change management so important?
Many organizations do an excellent job at crafting strategy.
However, as many organizations ignore the difficulties of
implementing that strategy.
Change management fits between strategy formulation and
strategy implementation.
Understanding the magnitude of strategy implementation,
planning for the changes needed and possessing the skills to
manage the transition enables successful execution.
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The Change Management Bridge
Strategy
Formulation
Strategy
Implementation
Change Management
Strategy
Execution
Strategy
Formulation
Strategy
Implementation
Change Management
Strategy
Execution
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Strategic change
According to Hill, Jones & Galvin this is easy ‐ There are three major
types of strategic change:
Hill, Jones & Galvin, 2006
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Re‐engineering and e‐engineering
Re‐engineering:
The fundamental redesign of structure or processes to achieve
dramatic improvement (Good concept – but badly interpreted by
Hammer and Champy in ‘Re‐engineering the Organization’)
E‐engineering:
Change focused on the introduction of new software systems
Internet‐based systems can affect structure and control system
operation
Restructuring
Reduce operating costs by:
reducing levels of differentiation and integration
reducing the number of employees
A response to:
unforeseen changes in the external environment
lack of continuous monitoring of the internal environment
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Innovation
Introduction of new products and/or development of new processes to
produce new products;
Outcomes of research and development are often uncertain;
High levels of risk;
Difficult to manage.
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Developmental (incremental, evolutionary,
adaptive) Change
Hardly noticeable and scaled at the individual level;
Occurs over a relatively short period of time;
Focuses on improving what already exists;
Usually little disruption;
Can be implemented in many different parts of the system;
Also known as ‘tweaking’ or ‘fine tuning’ the system;
People generally accept and marginally adapt their behaviour to suit the
new requirements.
Transitional (reconstructive) Change
Key feature is that the change is deliberate.
Well planned and implemented over a controlled period.
Comprises several steps, phases & short term projects.
Moves from a known state, through transition to a new state.
Degree of management is more complex and ‘hands on’.
Useful in mergers, acquisitions and restructuring or when new products,
technology and services are introduced.
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Transformational (radical, paradigmatic,
revolutionary) Change
Venturing into the unknown – the new state is undefined..
Preceded by chaos, disaster or uncertainty.
Time period not easily controlled.
Driven by considerable urgency.
Catalyzed by a change in beliefs and a growing awareness of
what is possible.
Failed initiatives usually result in death of the organization.
Extremely resource intense on the input side.
Strategic Change –Balogun& Hope‐
Hailey
There are four types of change:
Evolutionary;
Revolutionary;
Adaptive;
Reconstructive.
These types are defined in terms of two dimensions:
The end result of change – the extent of change required and the
expected outcomes;
The nature of change ‐ the way this change will be implemented,
whether this will be incremental or radical (all at once).
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Strategic Change –Balogun& Hope‐Hailey
Evolution Adaptation
Revolution Reconstruction
Nature
End Result
Incremental
Radical
Realignment Transformation
Adaptation:
less fundamental
change implemented
slowly through staged
initiatives.
Change Path: Adaptation
Re‐alignment
Incremental
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Re‐Construction:
change undertaken to re‐
align the way the
organization operates,
but in a more dramatic
manner than adaptation.
Often forced and re‐
active due to a changing
competitive context.
Change Path: Re‐construction
Re‐alignment
Big Bang
Evolution:
transformational change
implemented gradually through
different stages and inter‐related
initiatives. Likely to be planned,
pro‐active change undertaken in
response to anticipation of the
need for future change.
Change Path: Evolution
Transformation
Incremental
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Revolution:
transformational change that
occurs via simultaneous
initiatives on many fronts, and
often in a relatively short space
of time. More likely be forced
and re‐active, due to the
changing competitive conditions
the organization is facing.
Change Path: Revolution
Transformation
Big Bang
Strategic Change –Pathways
Evolution:
Creating and
embedding
cultural change,
strategic
Adaptation:
Tweaking the system,
Tactical
Revolution:
Chaotic, major
uncertainty, possible
death, not strategic*
Reconstruction:
Reconfiguring the
Business, strategic
Nature
End Result
Incremental
Radical
Realignment Transformation
* Usually a ‘knee‐jerk’ response unless deliberately initiated.
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Where is the cultureof your business on this
continuum?
Fragmented:
Dysfunctional relationships
High levels of conflict
High absenteeism
Low interpersonal activity
Organizational drift
One‐way communication
Low productivity
Dissatisfied employees
Disparate approaches
Hidden agendas
Low trust
No commitment
No new ideas/suggestions
Integrated:
Your position on this continuum will determine the type of change
needed to move you toward an integrated culture.
Revolution Reconstruction Adaptation Evolution
Cohesive, productive relationships
Low levels of interpersonal conflict
Low absenteeism
High interpersonal collaboration
Shared Organizational values
Multi‐channelled communication
High productivity
Satisfied employees
Common approaches
Open agendas
High trust
Commitment to a common vision
Frequent new ideas/suggestions
An inclusive culture
Few businesses are expected
to be situated at this end of
the continuum.
More businesses are expected
to be situated at this point
Few businesses are expected
to be situated at this end of
the continuum.
Some questions to consider…
Which type of change fits best with executing a new strategy?
Does some kind of change take place all the time?
If you had developed a new strategy for the business, which
type of change would you use to implement it?
Is there a clear pathway to change?
Is change pretty much a trial and error process?
What happens if your first initiatives don’t work?
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The Change Management Bridge
Strategy
Formulation
Strategy
Implementation
Non‐strategic Change
Reconstruction
Evolution
Adaptation Revolution
Strategic Change
Some questions to consider…
Does an organization really change when following an
evolutionary approach?
Is reconstructive change much more successful than a
revolutionary approach?
Your boss walks into your office and tells you to change the
culture of your operation. Which approach would you choose
to achieve this outcome?
How long do you think it takes for the first effects of a
reconstructive change project to be felt in an organization?
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Greiner’s organization growth model
Phase 1
Phase 2
Phase 3 Phase 4 Phase 5
Large
Size of
Organization
Small
Young
Age of organization Mature
Evolution
1. crisis of
leadership
2. crisis of
autonomy
3.crisis of
control
4. crisis of
red tape
5. crisis
of ?
1. creativity
2. direction
3. delegation
4. coordination
5. collaboration
Source: Greiner 1974
Revolution
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Business
Initiation
Business
Growth
Business
Maturity
Phases of Organizational
Evolution
Business
Decline
•Unclear goals
•Reactive
•Too flexible
•Challenge response well balanced
•Flexible & versatile
•Self generating momentum
•Rely on past success
•Resistance to Change
•Loss of flexibility
•Matured
•Crisis
•No direction
•Probable death
Types of Organizational
Change
Adaptation
Revolution
Death
Evolution
Reconstruction
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Effort +
Return +
Organizational
Transformation
Return ‐
Managing_Organizational_Change assignment 代写
Letting go of the old to embrace
the new
Resistance
to change
Organizational
Transformation and Strategy
The key is not to wait until
maturity before initiating
change, but to constantly review
strategy and have the capacity
to change built into the
business to transform earlier
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Organizational
Transformation and Strategy
An adaptable organization with built in
capacity rarely reaches maturity and
keeps rejuvenating itself by constantly
reviewing strategy, continuous
improvement and innovation
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The change kaleidoscope: contextual features (Balogun & Hope‐Hailey, 2008)
The Context of Change
Contextual Features: Key Points
There are 8 contextual features: time, scope, preservation,
diversity, capability, capacity, readiness and power
Understanding how each feature individually impacts on the design
choices is critical
Time and scope alone are often erroneously used to determine the
type of change – other features also have an impact creating the
need for a change path
Preservation is the flip‐side of scope, but requires separate
consideration to avoid the less of key organisational assets
Capability and Readiness for change among staff are often over
estimated by senior managers
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Contextual Features: Key Points
Capacity includes staff time as a resource – this is not to be
confused with the contextual feature time for change
Understanding of power requires good stakeholder knowledge
A consideration of the contextual features will not automatically
give you the right choices (although it is likely to reveal the wrong
ones)
The key skill is using the contextual features together to judge how
the context needs to impact on the design choices
The Contextual Features of Change
Time – How quickly is change needed?
Scope – What degree of change is needed?
Preservation – what needs to be maintained / protected during the
change?
Diversity – How diverse are the elements of the organization?
Capability – How capable are managers / personnel in
implementing change?
Capacity – How much resource can the organization invest?
Change readiness – Is everyone and the organization ready for
change?
Power – Where is the power vested within the organization?
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Contextual Features ‐Time
How much time an organization has to deliver change should
have been determined by the strategic analysis.
If there is limited time then change initiatives are more likely
to take the form of reconstruction or revolution.
The style of management delivering such initiatives is more
likely to be top‐down driven with a directive style.
The change target is more likely to focus on behaviours and
/or outputs.
If there is more time then there could be more emphasis on
an evolutionary transition.
It is then more likely it will be driven by a call for more
participation and a navigation or coaching style of
management.
Contextual Features ‐Scope
Determined by how much change is necessary – breadth (whole or part
of the organization) and depth (down to what level).
If the scope is broad, deep and driven by time constraints your only
choice could be revolution.
If it is a reshuffle of management for example then it could be
reconstructive / evolutionary.
If the change is deep, but limited to one area in the organization then it
could be an adaptation or evolutionary.
The target of the change will always be affected by the scope and can be
aimed at all three – outputs / behaviours or the paradigm.
How broad or deep the scope of the change will have an impact on the
complexity and coordination of the change initiative
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Contextual Features –
Preservation
Preservation is the extent to which it is important to maintain
continuity of practice or to protect assets.
A business must continue to provide services / products despite
the many changes it may be undertaking.
Assets can be tangible (e.g., scarce raw materials) or intangible
(e.g., intellectual capital).
There are also cultural aspects to the organization which may need
to be preserved.
What needs to be protected or preserved will influence the choice
of change design and the change target.
Time and scope together with preservation set the boundaries for
the change initiative
Contextual Features –
Diversity
This is the degree to which diversity exists amongst staff groups affected
by the change, homogeneity vs. heterogeneity.
Heterogeneity occurs within an organization because of different national
cultures, sub‐cultures or different professional cultures.
The impact of these differences will affect staff loyalty and commitment
to the change initiative.
It also influences the degree to which the change initiative is designed to
increase or reduce levels of diversity.
Change initiatives will differ across regions (multinational companies).
The higher the degree of heterogeneity in the organization the more
complex, time consuming and risky the change initiative. Education and
collaboration become vital.
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Contextual Features –
Capability
An assessment of how capable the organization is at managing
change.
Capability must be measured at a personal and collective
management level.
Line management capability has been found to be the key
differentiator in change success or failure.
Experience and competence in revolutionary change at a
managerial level is critical – if you don’t have it, hire it in.
The type of change initiative can be determined by the degree of
capability present in the organization.
Revolutionary change needs a high degree of change capability,
reconstructive change allows for change training to take place
Contextual Features –Capacity
Capacity refers to the amount of resources the organization can invest in
the proposed change in terms of cash and staff.
Change interventions that involve management development and training
are expensive and require considerable investment.
Time is a very valuable resource particularly for management who must
ensure the business continues to operate whilst implementing changes.
People need to be capable of dealing with change but must also be
available in quantity to provide momentum to drive the change initiative
forward.
Higher levels of capacity are needed for collaborative, educative or
participative styles of change.
Resistance to the initiative, sabotage and conflict are an enormous drain
on capacity.
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Contextual Features –
Readiness
Readiness refers to the extent to which staff are aware of the need for
change AND the amount of personal commitment there is toward
changing individual skills, attitudes, behaviours and work practices.
Low awareness of the need for change is a result of inadequate
communication.
Those tasked with change must lobby for support and sponsorship from
those with the power to get things done and who are ultimately
accountable for the performance of the organization.
If personal change is not perceived by staff as necessary then a
collaborative and participatory style needs to be followed.
A low level of change readiness needs a high degree of visibility and
commitment from management.
Regular and prolific communication is of the utmost importance.
Contextual Features –Power
There are two perspectives to power – the personal power
exercised by individuals or groups and secondly the power of the
organization as a whole to determine its own future.
A stakeholder analysis is a valuable tool in determining the power
structure in organization.
Low commitment to the change initiative usually stems from self‐
interest.
Powerful individuals can either block or facilitate directive change
initiatives.
When the target of change is the value base or the culture of the
organization it is crucial to get key decision makers on board.
Ensure management has been trained in conflict management and
resolution.
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Visualizing Context
Strategy
formulation
CONTEXT
Change
Planning
Time
Scope
Preservation
Diversity
Capability
Capacity
Readiness
Power
Change
Design
Change
Target
Mgt.
Style
STRATEGY
EXECUTION
Communication
Problem research
Task groups
Coordination
Resistance
Education
Commitment
Action
Strategy
implementation
Deciding which type of change is
necessary …
How far do we want to go? Is it too far or not far enough?
Is this the ‘path of least resistance’ or what is truly required?
What kind of results are we looking for, long & short term?
Do we want permanent change now or will this make future change
more difficult to implement?
How much change can the organization absorb all at once or
cumulatively?
Are there hidden motives and agendas undermining the change?
Can the changes be presented positively? If not, why not?
What happens if we do nothing?
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Deciding how much change is necessary …
For adaptive (incremental) change:
When policies & procedures are being refined.
When projects focused on short term cost/quality
improvements are sought.
Improving the skill base of incumbent employees through
training and development.
Improving department efficiencies.
Promoting accepted values, norms and behaviour.
Clarifying lines of authority and established roles.
Deciding how much change is necessary …
For reconstructive (planned, radical) change:
When implementing strategic re‐alignment or a new strategy.
When restructuring the organization in response to a new
strategy.
When productivity slumps and quality is being sacrificed.
Introduction of new technology, new products, new services.
When department objectives are redefined and new long
term initiatives are introduced.
Can be organization wide or department specific.
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Deciding how much change is necessary …
For revolutionary (radical) change:
When the core mission and values of the organization must
change.
When the authority structure of the organization is replaced /
removed.
Major restructuring and downsizing exercises.
When something in the external environment radically
impacts of the nature of the organization.
When networks are drastically altered with new alliances,
processes, reporting structures and decision making
authority.
Mergers, acquisitions and business sales to new owners.
At the end of the day …
Shouldn’t organizations be adaptable and flexible enough to
change at a moments notice?
Doesn’t some form of change occur all of the time in our
organizations?
In recognition of the above, do you think it would ever be
necessary to radically alter the position and direction of an
organization? If so, under what circumstances?
Isn’t the ‘new employee’ already change prepared by the time
they arrive on your doorstep?
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THE
ORGANIZATION
Formal Sub‐System
Strategy, goals, facilities,
structure, equipment,
operations, technology,
management
leadership, culture,
politics,
Conflict, co‐operation
INPUTS
raw materials,
information, resources
organisational
goal achievement,
Products and Services,
employee satisfaction
OUTPUTS
The Organisation as a system
Informal Sub‐System
Senior, B., 2005
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The organizational iceberg
The formal organization
The informal organization
If you introduce programmatic change into the organization
i.e. programs designed to change people, and by
extension the informal organization, your efforts will fail !
You are trying to change your business ‐ not the people in it.
Use the informal organization and your people to take
responsibility for solving the formal business issues
confronting you.
An absolutely critical point:
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Key points
The formal organization, because of its explicit nature, is relatively
easy to change and deal with.
The informal organization is implied through culture, people’s
behaviour, attitudes, styles, etc., and can only be assumed.
Of the two, it is the informal organization which is the most
powerful in change and the true measure of success in a change
initiative – BUT YOU CANNOT OVERTLY DO ANYTHING TO CHANGE
IT !
The measure of success in Change
Commitment ‐ A significant number of employees must display
behaviour consistent with strategic success.
Cooperation ‐ Advantage is secured through greater cooperation
between departments who act jointly on cost, quality and
innovation.
Competence ‐ People have broadened their skill base and the
capacity to change has been embedded in the organization’s value
system.
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Culture –a critical gateway
Organizational, religious, ethnic, professional and country
centric Culture are all patterns of thinking, feeling, and
reacting that are shared by a specific group and displayed
through their behaviour.
Culture is the collective programming of the human mind that
distinguishes one group of people from another. (Hofstede, 1981,
p24)
Culture is ‘how things are done around here’. (Drennan, 1992, p.3)
Key points
If you don’t understand the organization’s culture AND how you
respond to it, the chances of success in a change initiative are
remote.
Increasing workplace diversity and the influence of frequently
shifting external factors means that an organization’s culture is
constantly evolving.
The essence of organizational culture is embodied in its
fundamental values and belief system. If this is sound, why would
you want to change it?
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Key points
“If an organization is to meet the challenges of a
changing world, it must be prepared to
change everything about itself
except its basic beliefs
as it moves through corporate life. …
The only sacred cow in an organization
should be its basic philosophy for doing business.”
Thomas J. Watson Jr. – IBM 1963
Key points
A value is a fundamental belief.
They are an organization’s essential and enduring tenets ‐ a small
set of general guiding principles;
not to be confused with specific culture or operating practices;
not to be compromised for financial gain or short term
expediency.
Collins & Porras, 1996
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Change at a ‘values’ level
Company Values People’s Values
Shared Values
Change Change
Those ways that
will not change
Those people that
will not change
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Culture Change vs. Organizational Change, what
are your options?
Ignore the culture – at your peril! (while the gorilla pulverizes
you!)
Manage around the culture – Schwartz & Davis (1981) –(Don’t
wake the gorilla up in the first place!)
Change the culture to fit the strategy – requires strong leadership
and unity of management. (Have you ever been beaten up by a
gorilla?)
Change the strategy to fit the culture – reducing output
expectations (pacifying the gorilla – handing out bananas, and
getting nowhere)
Changing the Culture
Gain employee commitment through working on business
problems.
Develop a shared future vision and strategy that people can
believe in and which enables competitiveness.
Gather support through competence, communication and
rewarding behaviour in line with the vision.
Start small, end big and from outside to the centre.
Institutionalize change capacity through formal policies and
procedures.
Monitor and fine tune strategies through the barriers but keep
the tempo up.
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The Cultural Web of an organization
The
paradigm
Stories
Symbols
Power
structures
Routines &
Rituals
Organizational
structures
Control
systems
(Johnson & Scholes, 1998)
What are you trying to change?
If you are trying to change organizational outputs then the
primary focus should be on Controls, secondarily the
organizational structure.
If you are trying to change behaviours then your primary focus
should be on Controls, Organizational Structure and the Power
structure; secondarily on Routines, Stories and Symbols
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Targeting organizational outputs
The
paradigm
Stories
Symbols
Power
structures
Routines &
Rituals
Organizational
Structures
Secondary
Control
Systems
Primary
(Johnson & Scholes, 1998)
Targeting organizational behaviours
The
paradigm
Stories
Sec.
Symbols
Sec.
Power
Structures
Prim.
Routines &
Rituals
Sec.
Organizational
Structures
Prim.
Control
Systems
Prim.
(Johnson & Scholes, 1998)
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What are you trying to change?
If the target of change is the fundamental values and beliefs
(which ultimately drive behaviour in the organization) then a host
of interventions are needed which will include:
intensive communication;
education and training;
personal development interventions;
counselling services and
an overhaul of the rules and regulations that govern the
organization.
The primary focus of the change will necessarily be the Paradigm,
however this needs to be supported by changes in all aspects of
the web FIRST!
Targeting organizational culture
The
Paradigm
Primary
Stories
Managing_Organizational_Change assignment 代写
Sec.
Symbols
Sec.
Power
Structures
Sec.
Routines &
Rituals
Sec.
Organizational
Structures
Sec.
Control
Systems
Sec.
(Johnson & Scholes, 1998)
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Three Change states:
To achieve change it is necessary to:
Assess the current organizational situation;
Define the desired future organizational state;
Determine how to get there.
Current
State
Future
State
Transition
Mobilise Move Sustain
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Source: Based on Adams, J., Hayes, J. and Hopson, C. (1976) Transition: Understanding and Managing Personal Change, London: Martin Robertson & Company
The transition curve
Linking organisational and individual
change
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Change Implementation
When to use reconstructive transitional change
implementation practices:
When the change is major, resulting in significant
disruption to the workplace
When there is a high cost of implementation failure
When there is a high risk that certain human factors could
result in implementation failure
Mobilising
“Motivation Management” is the process of consciously
surfacing, orchestrating, and communicating certain
information in order to generate the appropriate level of
motivation to discontinue the status quo
Motivation Management and Solution Selling are equally
important to the successful implementation of change
Motivation Solution
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Clarify the Vision
Why is it
Important to
the
Business?
What’s in it
For me ?
Why is this
Change
necessary?
Clearly Define and Clarify the Vision
Description:
The vision for the future state must be defined at a strategic
and tactical level, including the human attributes required
for success
The vision must be meaningful to members at all levels in
the business
Benefit
Clearly‐defined behaviour, knowledge, skills, and belief is
necessary in the future state
Risks
Omitting the effects of changing processes and technology
will have on the business and its members
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Principles of Sponsorship
Sponsorship is the most critical factor for successful
change
Weak sponsors must be educated or replaced or failure is
inevitable
Sponsorship cannot be delegated to agents
“Initiating” and “Sustaining” sponsors must never attempt
to fulfil each other’s functions
Cascading sponsorship must be established and
maintained
Develop Change Agent and Advocacy Skills
Description
Change agents who have the ability and willingness to
manage and advocate for the human and technical aspects
of the change are vital to implementation success – just
don’t call them Change Agents!
Benefits
Change agents have the skills required to manage the human
aspects of change in a structured manner
Risks
Assuming change agents and advocates can deal with any
implementation problem without training and support
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Example Dimensions for Successful
Change Agents
Establish Parameters
Understand Dynamics of Change
Value Individuals
Respect differing Frames of Reference
Develop Plans of Action
Establish Synergistic Relationships
Utilize Alternative Communication Styles
Build Commitment
Anticipate and Manage Resistance
Understand Power and Influence
Exhibit Professional Behaviour
Assess and Plan for Change Target
Response
Description
Determine strength of and reasons for resistance to change
so action plans for advancing the change can be prepared
Benefits
Smoother change implementation
Risks
Assuming resistance is a sign that the change is wrong
Assuming resistance to change is permanent
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Signs of Resistance
Being critical
Finding fault
Ridiculing
Appealing to fear
Using facts selectively
Blaming or accusing
Sabotaging
Intimidating or
threatening
Manipulating
Distorting facts
Blocking
Undermining
Starting rumours
Arguing
Malicious compliance
Failing to implement
Procrastination
Feigning ignorance
Withholding information,
help
Standing by and allowing
change to fail.
Reasons for Resistance
Lack of Vision
Poor Implementation
History
Lack of Middle
Management Support
Lack of Understanding or
Belief
Low Risk‐Taking
No Consequence
Management
Failure to Anticipate
Resistance
Poor Management or
Resistance
Lack of Time
Poor Follow‐Through
Lack of Synergy
Rhetoric Versus Results
Lack of Clear
Communication
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Stages in dealing with Resistance
Educate, inform and communicate
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and co‐option
Explicit and implicit coercion
You won’t always achieve 100%!
Company Values People’s Values
Shared Values
Change Change
Company Values People’s Values
Shared Values
Change Change
Those ways that
will not change
Those people that
will not change
Those ways that
will not change
Those people that
will not change
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Creating Cultural‐Organizational Alignment
Description
To succeed, future state change objectives must be
consistent with the organization’s culture and people
processes
Culture and people processes may need to change to
support and sustain the change implementation
Benefits
People processes and organization systems (i.e.,
performance management, organizational structure,
compensation, etc.)
Risks
Omitting corporate culture as a key variable to
implementation success
Continual Assessment of Internal/External Events
Description
The business must stand ready for unexpected
internal/external events that can jeopardize or enhance
successful change implementation
Benefits
Emerging events that can impact the change effort are
managed
Minimized disruptions in momentum
Able to take advantage of opportunities and manage
problems
Risks
Assuming a transition management plan is rigid
Assuming relatively constant business environment
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Internal/External Organizational Events
Competing Initiatives
Too Many Initiatives
Sponsor Situation
Business Economics
Industry Trends
Stock Market
Prepare Sponsors for
Events
Play “What If” Scenarios
Reinforce the “Business
Imperative”
Build Improvement
Portfolio
Expand Sponsor
Commitment
What to Look For What to Do
Develop Comprehensive Implementation
Architecture
Description
Develop a comprehensive, fully‐integrated plan, that
addresses the human aspects of the change
Benefits
Understanding that structure and discipline need to be
applied to planning and executing all major changes
Risks
Falling back on “spray and pray” approach
Inadequate resources allocated for complete, sustained
change
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1. Deciding to take Urgent Action
Examining the market and competitive realities
Identifying and discussing the critical issues, potential crises and
opportunities facing the organization.
Listen, listen, listen! Talk to the rogue employees, the ‘black
sheep’, the people out there with good ideas.
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2. Creating the Visionary Community
Assemble a committed team with the collective power to
get action.
Get the group to work like a team ‐ focus, value base,
empower and hold accountable for results.
Lead the team toward the next step ‐ strategic visioning.
3. Communicate a Clear Strategic Vision
What is this business trying to achieve? (Strategic intent)
What is this organization’s purpose? (Reason to exist)
What are its leader’s motives? (The difference between motive
and strategy)
How does the organization relate to its outside environment.
(Strategic Alliances)
What issues are confronting the business?
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4. Communicating the Strategy
Use every means possible to communicate the new vision,
values and strategy.
Don’t just communicate ! Enthuse, walk the talk Model the
behaviour you are looking for and make sure everyone sees
it.
Visibly support those behaving consistently with the change
and celebrate with them.
5. Empowering Action
Getting rid of obstacles
Authorizing system and structural changes that undermine or
inhibit strategy implementation.
Supporting others in new roles, encouraging risk taking and
innovative ideas, activities and actions.
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6. Start small ‐End Big
Do not try to transform all at once and overnight.
Start at the periphery and work your way toward the centre. The
“outward in” approach.
Generate short term wins and communicate them
Visibly recognize and reward those who made the wins possible.
7. Instilling Change
Using the short term wins and outward in approach to change all
systems and structures in line with the new vision.
Employing, promoting and developing people who can visualize
the strategy and believe in it.
Constantly perpetuating change by dealing with new issues,
creating accountability and empowering others.
Developing competencies to deal with rapid and unpredictable
events which arise.
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8. Creating Continuity
Ensuring the change capacity is built into the organizational
structure and its values.
Constantly developing strong and committed leadership.
Make it a way of life ‐ never have to say you’re sorry and stop
reinventing the wheel!
Strategy is iterative ‐ revisit it frequently.
Be guided by your values ‐ if you can make all important
decisions based on these you will achieve sustained strategic
success.
A final note on Change implementation
Change begins and ends with business ‐ not change.
Change is about people. People will surprise you.
There is information in opposition.
You can’t draft people into change, they have to enrol.
Forget balance, create tension.
Even if the company doesn’t change ‐ you will.
Change is everyone’s responsibility.
It’s far better to learn and grow than die carefully.
Managing_Organizational_Change assignment 代写
