12: Strategies for change

Question 1

What are the triggers of a need for an orgnisation to change or develop

Answer 1

• Changes in the environment: competitors, customer habits/social change, law etc
• Changes in the products the organisation makes: in response to customer demand , competitor moves, tech advances
• Changes in tech and working methods
• Changes in management: changes in leadership style
• Post acquisition: new structure, job roles, systems

Question 2

How can an organisation deal with the change managament process?

Answer 2

Gap analysis: Current state of org -> Gap -> Desired state

Gap = change management strategy: - Scope (what is change needed and how big)
- Pace (how quickly needs to be changed)
- Manner (method implemented for change)

Question 3

What are the types of change?

Answer 3

Incremental - series of small steps. Gradual process

Transformational change - major, significant change introduced quickly

Question 4

What are the management approaches?

Answer 4

• Reactive
• Pro-active

Question 5

Show this on a matrix diagram

Answer 5

Nature of change
Incremental Transformational

                   Pro-active                   Tuning                                                     Planned

Management
role

                      Reactive                   Adaptive                                                   Forced

Question 6

What are the levels which change efforts may focus?

Answer 6

Individual level - employee

Organisation structure and systems level - job redesign, reward systems, setting objectives

Organisational climate and interpersonal style levels - improving social and informal processes

Question 7

What is a forced change?

Answer 7

Changes have to happen quicjly as managers did not forsee them

Question 8

Transformational change

Answer 8

Abrupt in that a system may be replaced, turning one off and another on

Question 9

Step change

Answer 9

Unexpected junp or drop down in the pace of change e.g. due to environmental disaster or change in govt

Question 10

What is the three-stage approach

Answer 10

Manner - iceberg model

Unfreeze - existing behaviour

Move - making the change

Refreeze - consolidate and reinforce

Question 11

Explain unfreeze stage

Answer 11

Selling the impending change to indididuals and providing a motive for change
Requires 4 things:
- a trigger
- someone to challenge the existing behaviour pattern
- involvement of outsiders
- Alterations to power structures

Question 12

Explain move stage

Answer 12

New behaviour is identified, communicated and encouraged to be adopted

Question 13

Explain refreeze stage

Answer 13

Consolidated and reinforced through:
- Praise and reward for positive behaviour
- Sanctions for negative behaviour

Question 14

What is a coercive change? What are problems?

Answer 14

Enforced without participation - change of culture and power structure left to end of the change process.
Problems:
- Underestimation of the forces of resistance
- Failure to ensure implementation
- Often resented and not accepted, therefore best to use a mixed approach with adaptive change

Question 15

What are change agents

Answer 15

an individual/group with responsibility of selling and driving the change

Question 16

What may the role of the agent include

Answer 16

• Defining problem
• Suggesting/implementing solutions
• Gaining support from all involved

Question 17

What attributes should these agents have to be effective?

Answer 17

• Communication skills
• Negotiation and ‘selling’ skills
• Awaress of organisational politics
• Understanding of the relevant processes

Question 18

What are the gemini 4rs framework?

Answer 18

Framework for planned strategic change, aims to cover all important components of org’s identity.

• Reframe: what does org stand for? e.g. desire for change, create vision etc
• Restructure: change to orgs structure. Create plan of restructure e.g. where resources should be deployed
• Revitalise: find a good with the environment. Focus on the market
• Renewal: ensure support for change e.g. reward scheme, develop org and adaptive capability

Question 19

How does change effect individuals?

Answer 19

Physiological changes: pattern of shift working, location of place of work

Circumstantial changes: disregarding previous knowledge and learning new ways of working, new people/systems

Psychological changes: feelings of disorientation, insecurity, changing relationships

Question 20

What are the barriers to change?

Answer 20

Cultural barriers: - Structural inertia is the cumulative effect of all systems and procedures over years to ensure consistency and quality
- Group inertia may block change that are inconsistent with team/department norms

Personal barriers: - Habit
- Security threatened in terms of familiarity and job security
- Effect on earnings in terms of promotion and income
- Fear of unknown may reduce willingness to change

Question 21

What is force field analysis?

Answer 21

Technique to visualise strength of driving and restraining forces that can either move an organisation to its desired state or keep it where it is. Management can then weaken resisting forces or strengthen driving forces

Question 22

What should be considered when communicating change?

Answer 22

1) The stakeholder, their needs and power/influence in the change

2) What they need to know about it and level of interest

3) The best means to communicate it