11. Cultural change management Flashcards
What is organizational culture?
“Organizational culture is a pattern of assumptions made by a group while solving internal & external problems” (Schein, 1994)
SCHEIN: LEARNING FOR CHANGE AND STABILITY
Learning for stability and culture (1)
is not the same as learning for change and innovation
(2+3) –aka unfreeze, change, refreeze
Lewins 3 stages of changes process
1. Unfreezing
2. Changing
3. Refreezing
- Natural evolutionary changes
*Employees’ adapting to environment, not always progress for organization
*Organizations’ capacity for learning - Planned and managed changes
*Control learning and direct change, change culture = stabilize new ways of working
*Change programs between periods of stability - Unplanned revolutionary changes
*Innovations driven by technological discontinuity, COVID-19, green transition etc.
BACKGROUND: LEWIN’S PROCESS OF LEARNING
Process:
Experience
Observation, Reflection, evaluation
Conceptua-lisationof new acts
Experiments, new actions
(Feedback is in the middle)
Feedback on what does not work (do not help to realize goals/ benefits) or works
Feedback provides grounds for evaluation and new actions If feedback between actions and evaluation does not work the organization is ineffective, and can’t learn
Schein: Analysis is intervention
When you start talking about ‘maturity’ that influences the system
‘diagnostic interventions’
First act in change process is to alter the force field = unfreeze
THE CHANGE MANAGEMENT PROCESS
- Why change?
- What is the desired future state?
- What is the present state? how do we determine it?
- Gap analysis
- Making the transition plan
PLANNING AND CHANGE PROCESS AND TOOLS
Why –> as is and to be (desired future state)
Gap-analysis –> what change progam can close the gap?
Transition plan
- Role set –>Target system + Roles & expectations
- Linkage –> Accessible, leverage + linkage, appropriate
- Force field –> driving + restraining
Execute stages –> making interventions for change process
- Unfreeze (motivation)
- Move (learning new)
- Refreeze (internalizing)
Planning toolsfor analyzing the components of complex human systems
1.How is “target system” embedded in other systems?»_space; Role set analysis, Stakeholder analysis
2.Who will drive the change?»_space; Linkage analysis
3.What forces are keeping the system in stationary equilibrium?»_space; Force-field analysis
Unfreezing: Motivation
* force field analysis
Changing: Cognitive redefinition (learning)
*scanning –searching for a new behavior
*finding a role model -identification
Refreezing: Personal integration
*ongoing relationships
*work context
*training
*early user involvement
What is force field analysis?
The essence of this technique is to analyze, for any given system, what forces are keeping that system in its quasi-stationary equilibrium (‘pattern of assumptions’ > cultural change)
* Helping forces (driving system to desired state)
* Hindering forces (resisting, restraining desired state)
What forces can be altered to “unfreeze” the system and create motivation for change
Table with present state on the right and desired state on the left
Driving forces on the right and restraining/resisting forces on the left
How to make a force field analysis?
1) draw a vertical line = the present state of the system
2) on the top, upper right hand: describe desired state
3) on the left-hand side: brainstorm over driving forces, already pushing the system towards change (desired state)
*draw an arrow to the center line: thickness representing the strength of the force
4) on the right-hand side: identify forces that oppose the change (desired state) : restrainingforces
*may be related directly to the driving forces, also of the same type
5) examine the force field:
*which forces can be altered to change the force field = unfreeze the system for change?
*Increase driving forces
*decrease restraining forces
*do both
WHY DO A “DIAGNOSTIC” ANALYSISOF THE SITUATION?
You know of ‘as-is’ and ‘to-be’ workflows
You have heard of the burning platform metaphor (Kotter)
» there was an actualburning oil platform July 6. 1988
Now consider actions made based on:
*fear of the burning platform (‘creating pain’)
*learning about/understanding the situation (‘care about’ and ‘feel safe to act’)
Doubt about a change can be a sign of actual understanding of the situation
LEARNING ABOUT THE SITUATION
and in possible changes in the business model, business processes and technologies?
Maturity models:
Learning of the situation, then acting
Analyze the complex human system:
What is creating the current situation in the human
system? Context (system, forces) executing the change –‘diagnostic interventions’
What is roadmap to go digital?
Develop five building blocks
Each building block introduces changes to a company’s people, processes, and technology (p. 120)
