Chapter 14 Flashcards
1
Q
14.1: Distinguish between process change at the mega-level, the macro-level and the micro-level, as suggested by Kaufman.
A
- Mega level: changes involving a long-term perspective, including future generations and their survival, self-sufficiency and their overall quality-of-life. They recognise that change at this level is complex, as it is required to
deal with a range of relationships across the different subsystems that we are able to influence. They describe this
type of change as being ‘holistic, profound and deep’. - Macro level: changes involving the inputs and outputs of the main organisational system, affecting and being
affected by a wide range of different stakeholders. - Micro level: changes to the key results and performance indicators can be achieved by individuals, teams and
processes within an organisation.
2
Q
14.2: Write down the eight different contexts of organisational change identified by Balogun and Hope Hailey.
A
- Time: how urgent is the change – is change needed over time or is there a need for immediate action?
- Scope: will the change impact the entire organisation, or initially only a small part?
- Preservation: does everything need to change?
- Diversity: have sufficient different opinions been explored?
- Capability: are the people within the organisation able to deliver the required change or are new people or external
consultants required? - Capacity: does the organisation have sufficient resources, in particular financial, to implement the required change?
- Readiness: has the appropriate level of preparation been undertaken?
- Power: where does the power lie to drive the perceived change; is it dependent upon one or more people acting
appropriately?
3
Q
14.3: Describe the difference between the ‘driving forces’ and the ‘restraining forces’ in Lewin’s theory of force-field analysis
A
Lewin’s theory of force-field analysis, as a means of understanding the strategic change process, recognises that we are on a journey from ‘today’ into the ‘future’:
- The driving forces will be a mixture of external and internal forces that want to influence the strategic direction –
stakeholders, systems, market potential, etc. - The restraining forces will be a mixture of external and internal forces that want to prevent change – competitors,
markets, legislation, etc.
Lewin’s concept is that by understanding both sets of forces we are able to offset the restraining forces through intelligent use of the driving forces.
4
Q
14.4: Try to recall the relevance of the five change factors identified by Pettigrew and Whipp.
A
- Environmental assessment: strategic change always needs to be placed within the setting of the organisational
environment – macro and micro environmental understanding has to be part of the ‘learning’ concept of the
organisation so that all players understand its significance – it is not a specialist function. - Leading change: leadership will be driven by, and will drive, the context of strategic change and requires the ability
to recognise and link the differing skills of a wide group of players and stakeholders. - Strategy and operation: an organisation is a complete entity, although strategy-making might be a focused task, it
only becomes relevant as it impacts the operation of the organisation, as the vision starts to be realised. - Human resources as assets and liabilities: strategic change requires the effective oversight and control of the strengths and weaknesses of people. Competitive performance can often be aligned to the optimal alignment of
knowledge, skills and attitudes within an organisation. - Coherence in the management of change: whatever happens has to make sense within the context of the other four factors; a vision must be realistic; the people are who they are, with their existing skills, etc.; the organisation
will have an existing mode of operation. The strategic change needs to be characterised by consistency, consonance, advantage and feasibility
