Introduction to Transformation Flashcards
Matrix of Transformation
Political versus Technical
Simple versus Complex
Typology of Change Approaches
Managing as:
- Controlling
- Shaping
Change Outcomes as:
- Intended
- Partially Intended
- Unintended
Change Approaches
- Director: Controlling + Intended
- Coach: Shaping + Intended
- Navigator: Controlling +
Partially Intended - Interpreter: Shaping + Partially Intended
- Caretaker: Controlling + Unintended
- Nurturer: Shaping + Unintended
Director Approach
- Change is a strategic choice and the survival of the organisation depends on it
- ‘N-step’ change management
theories & models
Coach Approach
- Manager purposefully facilitate change and adaptation
- Based on Organisational
Development Theory - Develops a tool-set of values, skills, structures
on which to draw on to achieve desired outcomes
Navigator Approach
- Management is in ‘partial control’
- Navigating transitions means steering the change to avoid unforeseen obstacles
- Change as continuous process with no guarantee of reaching the predefined destination
Interpreter Approach
- Management is about ‘creating meaning’ for other organisational
members by creating a reality- shaping narrative - Based on sense-making theory: transformation as ex-post rationalization
Caretaker Approach
- Manager as a ‘good shepherd’ balancing uncontrollable forces that
propel change - Based on Life-Cycle Theories and Institutional Theory
Nurturer Approach
- Small changes can have big impacts and outcomes cannot be intentionally produced
- It is based on complexity and paradox theory: change is non-linear, emergent, autopoietic
Alternative Ontologies of Transformation
- Stability / Equilibrium Perspective
- Weak Process Perspective
- Strong Process Perspective
Stability/Equilibrium Perspective
Stability is the norm. Change is a momentary transition to a new state.
Weak Process Perspective
Reality is dynamic. Change is the result of interaction between stable entities.
Strong Process Perspective
Stability is an illusion. Every entity is made up of constantly flowing processes.
Planned Transformation
- Intentional, strategic, large-scale change
- Entail following a sequenced series of defined steps
- Numerous models emerged
Kotter’s Change Model
(A Director Approach)
- Create Urgency
- Establish Change Coalition
- Create Vision for Change
- Communicate Vision
- Remove Obstacles
- Ensure Short-Term Wins
- Consolidate Gains
- Embed Change in Culture
Lewin’s Change Model: Rationale
- Coach Approach
- Change is planned but incremental and participative
- Purpose is to improve the organization’s capabilities
- Focus is on changing the attitudes and behaviors of employees
- Change is a learning process (field theory)
- Change must focus on the group
Lewin’s Change Model: Steps
- Unfreeze: forces restraining change and establish need for change
- Move: via cognitive restructuring (learning new possibilities)
- Re-Freeze: create stability by integrating new behaviors in social relationships
Gleicher’s Formula
The condition that must be met for change to occur:
C=DVF>R
D: Dissatisfaction with the status quo
V: Vision for the future that’s clear and compelling
F: First steps toward a different future
R: Resistance; the pain or cost of change
Force Field Analysis
(Coach Approach)
- Establish central need for change / objective
- Identify Constraints / Restraining Forces and Driving Forces
- Assess their intensity
- Devise actions to leverage the forces and prioritize them
Agile Approaches
- Break down complex projects into stages, aimed at developing usable deliverables in limited time
- Participative, interactive, incremental, flexible
Agile Steps
- Scope
- Define
- Develop
- Evaluate
ADKAR by Hiatt
An acronym for the five outcomes an individual needs to achieve for a change to be successful
- Awareness / Pre-contemplation
- Desire / Contemplation
- Knowledge / Preparation
- Ability / Action
- Reinforcement / Maintenance
Assessing Change Methodologies
- Clarity of success
- Context-specific
- Risk management
- Tension management
- Ethical consideration
Causes for Resistance
- Fear
- Rigidity
- Divergent Interests
- Knowledge of Consequences
