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Change Management > Introduction to Transformation > Flashcards

Introduction to Transformation Flashcards

1
Q

Matrix of Transformation

A

Political versus Technical
Simple versus Complex

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2
Q

Typology of Change Approaches

A

Managing as:
- Controlling
- Shaping
Change Outcomes as:
- Intended
- Partially Intended
- Unintended

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3
Q

Change Approaches

A
  • Director: Controlling + Intended
  • Coach: Shaping + Intended
  • Navigator: Controlling +
    Partially Intended
  • Interpreter: Shaping + Partially Intended
  • Caretaker: Controlling + Unintended
  • Nurturer: Shaping + Unintended
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4
Q

Director Approach

A
  • Change is a strategic choice and the survival of the organisation depends on it
  • ‘N-step’ change management
    theories & models
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5
Q

Coach Approach

A
  • 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
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6
Q

Navigator Approach

A
  • 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
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7
Q

Interpreter Approach

A
  • 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
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8
Q

Caretaker Approach

A
  • Manager as a ‘good shepherd’ balancing uncontrollable forces that
    propel change
  • Based on Life-Cycle Theories and Institutional Theory
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9
Q

Nurturer Approach

A
  • 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
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10
Q

Alternative Ontologies of Transformation

A
  • Stability / Equilibrium Perspective
  • Weak Process Perspective
  • Strong Process Perspective
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11
Q

Stability/Equilibrium Perspective

A

Stability is the norm. Change is a momentary transition to a new state.

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12
Q

Weak Process Perspective

A

Reality is dynamic. Change is the result of interaction between stable entities.

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13
Q

Strong Process Perspective

A

Stability is an illusion. Every entity is made up of constantly flowing processes.

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14
Q

Planned Transformation

A
  • Intentional, strategic, large-scale change
  • Entail following a sequenced series of defined steps
  • Numerous models emerged
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15
Q

Kotter’s Change Model

A

(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

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16
Q

Lewin’s Change Model: Rationale

A
  • 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
17
Q

Lewin’s Change Model: Steps

A
  • 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
18
Q

Gleicher’s Formula

A

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

19
Q

Force Field Analysis

A

(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

20
Q

Agile Approaches

A
  • Break down complex projects into stages, aimed at developing usable deliverables in limited time
  • Participative, interactive, incremental, flexible
21
Q

Agile Steps

A
  • Scope
  • Define
  • Develop
  • Evaluate
22
Q

ADKAR by Hiatt

A

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
23
Q

Assessing Change Methodologies

A
  • Clarity of success
  • Context-specific
  • Risk management
  • Tension management
  • Ethical consideration
24
Q

Causes for Resistance

A
  • Fear
  • Rigidity
  • Divergent Interests
  • Knowledge of Consequences

Change Management (3 decks)

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