Exam Flashcards
Steps of psychological change
Awareness/shock - greatest when transition is unexpected/unwanted
Denial - individuals cling to the past to reduce anxiety
Depression - a feeling of loss of control leading to depression
Letting go of the past - accepting reality
Testing - experimental involvement in new situations begins to occur
Consolidation - leads to new ways of behaving and being
Internalisation - the transition is completed when the changed behaviour is accepted as normal
Is it best to get rid of people that may hinder the change?
Whilst this may be an easy solution, I don’t think this is the right solution.
I think that this could cause more problems and is only a short term solution.
Instead implement training programs, encouraging your team to take part in the change, communication, make the change part of the culture.
States perspective
Focuses attention on the what of change- what it is that needs to be, is being or has been changed
Process perspective
Attends to the how of change and focuses on the way a transformation occurs
MOVING FROM CURRENT TO FUTURE STATE
MOVING FROM CURRENT TO FUTURE STATE
Processes of change management
Teleological theories
Dialectical theories
Life cycle theories
Evolutionary theories
Life cycle theories
Are more prescriptive about the order of the stages in the change process than teleological theories
Teleological theories
Less prescriptive about order of stages
Sequence does not often unfold in a way that follows this linear sequence
Organisational diagnosis
Involves gathering, analysing and interpreting information about how the organisation is functioning
Steps in organisational diagnosis
- selecting a conceptual model for diagnosis
- clarifying information requirements
- gathering information
- analysis
- interpretation
Examples of models for diagnosis
Component model: looking at particular aspects of organisational functioning
Holistic models: look at the bigger picture before drilling down
Kotter’s integrative model of organisational dynamics
McKinsey’s 7S model
Burke-Litwin model of organisational performance and change
Greiner’s 5 phases of growth
7 core activities of leading/managing change
- Recognising the need for change and starting the change process
- diagnosing what needs to be changed and formulating a vision of a preferred future state
- planning on how to intervene in order to achieve the desired change
- implementing plans and reviewing progress
- sustaining the change
- leading and managing the people issues
- learning
Diagnosis
Reviewing where the organisation is today and where it might be in the future
Reviewing the present state and identifying the future state
Single loop learning
When leaders focus their attention on detecting errors and acting on this feedback to modify their and other peoples behaviour
Double loop learning
Challenges accepted ways of thinking and behaving and provides a new understanding of situations and events
Difference between leadership and management
Management is concerned with order and consistency, leadership is concerned with change
Steps in leading change
- Sensemaking
- Visioning
- Sensegiving
- Aligning
- Enabling
- Supporting
- Maintaining momentum and sustaining the change
Communication features
Directionality (two way)
Roles (roles can affect what is communicated)
Content (balance of information)
Channels (efficient to send a company wide email, but not the most effective)
Communication strategies
Spray and pray
Tell and sell
Identify and reply
Underscore and explore
Withhold and hold
Reasons why people resist Change
Self interest
Misunderstanding
Lack of trust
Low tolerance for change
Ways to minimise resistance to change
Education
Persuasion
Involvement
Facilitation and support
Negotiation
Goal setting
Appreciative inquiry
change management approach that focuses on identifying what is working well, analyzing why it is working well and then doing more of it. The basic tenet of AI is that an organization will grow in whichever direction that people in the organization focus their attention
The future we imagine is the future we create
Process of appreciative inquiry
- Defining the focus of the inquiry
- Discovering the best of what it is
- Dreaming about what might be
- Designing provocative propositions
- Delivering the dream
Factors that can affect change implementation
- quality of diagnosis
- clarity of plans for implementation
- the way the change is communicated
- the way stakeholders are managed
- the degree of alignment and coordination
- trust and procedural justice
- management style
- support
Two aspects of sustainability of change
Stickability: the extent to which gains achieved in a particular part of the organisation are held and built on
Spreadability: the extent to which new methods and processes which led to these gains are applied elsewhere
McKinsey’s 7s model
Structure
Systems
Style
Staff
Skills
Strategy
Super-ordinate goals and shared values
Kotter suggests getting rid of people that may hinder change whats your view
Whilst Kotter suggests removing barriers to change as part of his 8 step model, I believe that within change management it is important to support your team and give them the opportunity to unite to work towards change rather than treating people like obstacles and removing them
You need to consider the human element of change management
