12: Strategies for change Flashcards
What are the triggers of a need for an orgnisation to change or develop
- 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
How can an organisation deal with the change managament process?
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)
What are the types of change?
Incremental - series of small steps. Gradual process
Transformational change - major, significant change introduced quickly
What are the management approaches?
- Reactive
- Pro-active
Show this on a matrix diagram
Nature of change
Incremental Transformational
Pro-active Tuning Planned
Management
role
Reactive Adaptive Forced
What are the levels which change efforts may focus?
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
What is a forced change?
Changes have to happen quicjly as managers did not forsee them
Transformational change
Abrupt in that a system may be replaced, turning one off and another on
Step change
Unexpected junp or drop down in the pace of change e.g. due to environmental disaster or change in govt
What is the three-stage approach
Manner - iceberg model
Unfreeze - existing behaviour
Move - making the change
Refreeze - consolidate and reinforce
Explain unfreeze stage
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
Explain move stage
New behaviour is identified, communicated and encouraged to be adopted
Explain refreeze stage
Consolidated and reinforced through:
- Praise and reward for positive behaviour
- Sanctions for negative behaviour
What is a coercive change? What are problems?
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
What are change agents
an individual/group with responsibility of selling and driving the change
What may the role of the agent include
- Defining problem
- Suggesting/implementing solutions
- Gaining support from all involved
What attributes should these agents have to be effective?
- Communication skills
- Negotiation and ‘selling’ skills
- Awaress of organisational politics
- Understanding of the relevant processes
What are the gemini 4rs framework?
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
How does change effect individuals?
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
What are the barriers to change?
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
What is force field analysis?
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
What should be considered when communicating change?
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
