Chapter 3 - change management Flashcards
Types of Change management
Transitioning.
Technology
Workforce - outsourcing, flexible working
Globalisation
Legislation
Customer expectations
1st & 2nd change order
1st - fairly minor and continuous improvement
2nd - fundamental - radical shifts
Individual barriers to change
- Uncertainties about the goals expected to achieve
- Lack of clarity about how to achieve
- Poor information about planned changes
- Confusion over responsibilities & authority after change
- No clear way of evaluating after/judging sucess
Organisational barriers to change
- Structural inertia (do nothing/ remain unchanged) - tendency towards stability, not change
- Social norms in existing team - influential staff may feel a threat to their power position
- Expectations/ previous experience - previous unsuccessful attempts.
- Cost - actual or perceived cost
John Kotter’s 8 steps for leading change
- Establish a sense of urgency
- Form a powerful guiding coalition
- Create a vision
- Communicate the vision
- Empower others to act on the vision
- Plan for and create short term wins
- Consolidate improvements and produce more change
- Institutionalised new approaches
Apply to large projects.
Critism of theory is whether they apply to small changes.
Maslow’s hierarchy of needs
Physiological - food, clothing, shelter
Security and safety - could be job security, adequate savings, insurance
Social affiliation, sense of belonging, and being accepted
Self-esteem - want more than to be part of a group, seek esteem and respect of others to give sense of confidence, worth, self respect.
Self actualisation - Only when all other needs are fulfilled. The desire to become what one is capable of. Fulfilling potential.
Herzberg’s motivators and hygeine factors
Satisfaction comes from completely different sources to dissatisfaction.
Motivators lead to job satisfaction, and hygiene factors may lead to job dissatisfaction
Herzberg’s motivators (6)
RAGWAR
RAGWAR
Motivators - Job satisfaction
1. Recognition
2. Advancement
3. Growth
4. Work itself
5. Achievement
6. Responsibility
Herzberg’s hygiene factors
WRAPSSS
Absence or poor can lead to dissatisfaction.
Good hygiene factors do not necessarily motivate.
- Working conditions
- Relationship with supervisor and peers
- Administration
- Pay
- Supervision
- Status
- Security
Kotter’s 8 steps for leading change - details about action needed at each stage & pitfalls
Stage 1
- Establish a sense of urgency
- Examine market & competitive realities for potential crisis & untapped opportunities.
- Convince at least 75% of managers that the status quo is more dangerous than the unknown.
Pitfalls
- Underestimating the difficulty of driving people from their comfort zone
- Becoming paralysed by risks
Kotter’s 8 steps for leading change - details about action needed at each stage & pitfalls
Stage 2
- Form a powerful, guiding coalition
- Assemble a group with shared commitment & enough power to lead change.
- Encourage them to work as a team outside normal hierarchy
Pitfalls
- No prior experience of teamwork at the top
- Relegating team leadership to HR rather than senior line management
Kotter’s 8 steps for leading change - details about action needed at each stage & pitfalls
Stage 3
3 - Create a vision
- Create a vision to direct the change effort
- Develop strategies for realising that vision
Pitfalls
- Presenting a vision that is too complicated or vague and cannot be communicated in 5 mins.
Kotter’s 8 steps for leading change - details about action needed at each stage & pitfalls
Stage 4
4 - Communcate the vision
- Use every vehicle possible to communicate the new visions and strategies for achieving it
- Teach new behaviours by the example set by the guiding coalition.
Pitfalls
- Under-communicating the vision
- Behaving in ways antiethical to the vision
Kotter’s 8 steps for leading change - details about action needed at each stage & pitfalls
Stage 5
5 - Empower others to act on the vision
- Remove or alter structures that undermine the vision
- Encourage risk takers and non traditional ideas, activities and actions.
Pitfalls
Failing to remove powerful individuals who resist change
Kotter’s 8 steps for leading change - details about action needed at each stage & pitfalls
Stage 6
6 - Plan for and create short term wins
- Define and engineer visable performance improvements
- Recognise and reward employees who contributed to the improvements.
Pitfalls
Failing to score successes early enough (12-24 months into the change effort.)
Leaving short term successes to chance.
