Chp 10: Change management Flashcards
What are the nine steps to change management as summarised by Balogun and Hope Hailey?
- Analyse the competitive position - eg. PESTEL
- Determine the type if change needed - nature and scope/extent
- Identify desired future state - clear vision
- Analyse the change context - forecefield, McKinsey 7s, cultural web, aspects of context
- Identify the critical change features - Theory E and O
- Determine the design choices - change path, start point, change style, change target, change interventions, change roles
- Design the transition process - techincal changes, political, cultural and interpersonal interventions
- Manage the transition - Lewins three stages
- Evaluate the change outcomes - must feel and appreciate the need to change
What are the four types of change in relation to nature and scope?
- Adaption (Nature:Incremental; Scope:Realignment) - most common, gradual change building on the past
- Evolution (Nat:Inc; Scp:Transformation) - an incremental process that results in the development of a new business or culture
- Reconstruction/Turnaround (Nat:Big Bang; Scp:Rlgmt) - rapid and extensive change but within the business model
- Revolution (Nat:BB; Scp:Trns) - fast paced, wide ranging change often in response to extreme external environmental changes
What are the five distinct characteristics of discontinuous change?
- Strategic vision reshaped
- Multiple aspects change
- Future state intially unclear
- Leadership requires executive input
- Speed of change is rapid
What is forcefield analysis?
Identifying those stakeholders who support change, oppose it or are neutral to it
This then allows conversion of the neutrals
What is the McKinsey 7s Model, which is used to analyse infastructure and culture?
‘Hard’
1. Structure - structure and who reports to whom
2. Systems - processes employees use to get work done
3. Strategy - gain and maintain competitve advantage
‘Soft’
4. Shared values - employee behaviour
5. Skills - what organisation does well
6. Style - management
7. Staff - type of employee recruited, also how they’re trained and motivated
What are the seven elements of Johnson’s cultural web, which is used to understand culture?
- Control systems - what is measured and rewarded
- Routines and rituals - employee behaviour and significant events
- Organisation structure - formal and informal relationships
- Symbols - status symbols like logos, office layout etc.
- Power structures - who holds power
- Stories and myths - sotries told to each other, new recruits etc.
- Paradigms - the shared assumptions or beliefs
What are the eight aspects of context which need to be considered during implementation?
- Time available
- Preservation - particular characteristics
- Diversity - a range of experience, views and opinions could be helpful with change
- Capability - skills/resources needed to implement the change
- Capacity - availability of resources
- Readiness - of the workforce for change
- Power - does the change leader have authority
- Scope - extent of change required
What are Theory E and Theory O?
- Theory E - relies on the premise that the purpose of change is to increase economic value. Focuses on formal structure, top-down, with planned, porgrammatic changes
- Theory O - relies on the purpose of chnage being to develop an organisation’s capabilities to implement strategy. The focus is on culture, being participative and emergent
What are the three steps to Lewin’s change management model?
- Unfreeze - steps taken to prepare an entity for change
- Change - the steps taken to actually change (eg. new systems implemented)
- Refreeze - positive and negative reinforcement to entrench changes made
What are the four styles of change management (Johnson et al)?
- Persuasion - educate, train and coach. Used when there is a high readiness for change but low capability
- Collaboration - extensive consultation and teamwork defines the change. Used when there is high readiness and capability
- Participation - allow staff to participate in the change process. Capability is high but readiness is low
- Direction - readiness and capability are both low so top-down direction is needed
What are the four reasons people resist change, as identified by Kottler and Schlesinger (1979)?
- Parochial self-interest - fear of losing out themselves
- Misunderstanding and lack of trust
- Different assessment of the situation
- Low tolerance of change
What are the eight key steps a leader can undertake to ensure success during times of change (Kotter)?
- Establish a sense of urgency
- Form a guiding coalition - a powerful group who work well together to promote change
- Create a vision
- Communicate the vision
- Empower others to act on the vision
- Plan for, and create, short-term wins
- Consolidate improvements and produce still more change
- Institutionalise new approaches
What are the 4 Ps of transition, which should be communicated to staff (Bridges and Mitchell)?
- Purpose - why change is necessary
- Picture - the vision
- Plan - steps to reach goal
- Part - what they can do
What three key attributes did Kanter idneitfy in change adept organisations?
- The imagination to innovate
- The professionalism to perform
- An oppenness to collaborate
What are the seven team roles identified by Belbin in effective teams?
- Plant - ideas generator
- Monitor evaluator - fair and logical, evaluates ideas
- Resource investigator - co-ordinates activities
- Team worker - supportive and diplomatic
- Completer-finisher - concientious individual driven by delivering on time
- Implementer - task focused individual
- Specialist/expert - provides knowledge/skills in rare supply
