Managing Organizational Change Flashcards
Name three checklists for managing change effectively
- Boston Consulting Group’s DICE model
- Prosci’s ADKAR model
- Stouten’s evidence-based model
Name three stage models of change management
- Lewin’s three-stage model
- Kotter’s eight-stage model
- McKinsey 5A model
Name four contingency approaches
- Where to start?
- Change leadership styles continuum
- Stace-Dunphy contingency matrix
- Change kaleidoscope
Boston Consulting Group’s DICE model
A checklist for managing change
This model identifies four factors that determine whether a change program will “fly or die”:
- Duration
- Integrity
- Commitment
- Effort
Knowing where the weaknesses are, management can develop an action plan to move the change into the win zone.
Prosci’s ADKAR Model
A checklist for managing change
The focus of this model lies with the individuals who will be involved in and affected by change.
- Awareness
- Desire
- Knowledge
- Ability
- Reinforcement
Can be used as a diagnostic and planning tool, to identify areas of potential resistance, to develop communication and staff development strategies, and to strengthen change implementations by addressing gaps and problems.
Stouten’s evidence-based approach
A checklist for managing change
Identifies 10 steps that the change manager is advised to follow:
- Diagnosis (1): Gather the facts concerning the nature of the problem.
- Diagnosis (2): Assess the organization’s readiness for change.
- Identify solutions: Implement evidence-based change interventions.
- Develop effective change leadership throughout the organization.
- Develop and communicate a compelling change vision.
- Work with social networks, and use their influence.
- Use enabling practices - goal setting, learning, employee participation, and transitional structures - to support implementation that should also be fair and just.
- Encourage small-scale initiatives and experimentation, to allow local adjustments to broad change plans.
- Assess change progress and outcomes over time.
- Institutionalize the change to sustain its effectiveness.
Lewin’s Three-Stage Model
Stage model of change management
- Unfreeze
- Move
- Refreeze
“Change often looks like failure in the middle” - Kanter’s Law
Kotter’s Eight-Stage Model
Stage model of change management
Presented as the “ideal” perspective, but to be kept in mind that change is often untidy and iterative.
- 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 gains and produce more change
- Institutionalize new approaches
The McKinsey 5A Model
Stage model of change management
At each stage, there is a key question. When that question has been answered, the change can proceed to the next stage.
- Aspire - Where do we want to go?
- Assess - How ready are we to go there?
- Architect - What must we do to get there?
- Act - How do we manage the journey?
- Advance - How do we continue to improve?
Also including guidelines for managing performance and health issues.
Where to start?
Contingency approach to change management
First, start with the “pivotal people”, whose work is closest to the activities that need to be improved. Second, design a comprehensive program with clear and meaningful goals, linking those in pivotal roles with the changes that the rest of the organization has to make.
The Change Leadership Styles Continuum
Contingency approach to change management
Choice of management style needs to reflect the context.
The four change management styles:
- Tell
- Tell and Sell
- Consult
- Invite Participation
Change Management Style: Tell
Disadvantages:
- May cause resentment
- Does not use staff experience and ideas
Advantages:
- Quick, decisive, unambiguous
- Management in full control
Change Management style: Tell and Sell
Disadvantages:
- May be seen as cosmetic
- Especially a disadvantage if consequences for staff are negative and serious
Advantages:
- Selling can be fairly quick
- Management remains in control
Change Management Style: Consult
Disadvantages:
- Time consuming
- Resentment if staff views are then ignored
Advantages:
- More information, better decisions
- Staff commitment higher if views have influenced decisions
Change Management Style: Invite Participation
Disadvantages:
- Time consuming
- Logistics can be problematic
- Conflicts with concept of management accountability
- Management loses some control over outcomes
Advantages:
- Uses all available information
- Should lead to better decisions
- Higher commitment from staff members who share ownership of the decision-making process
