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
The Stace-Dunphy Contingency Matrix
A contingency approach of change management
A scale of change together with four styles of changes creates the matrix resulting in four strategies:
- Participative Evolution
Use when the organization needs minor adjustment to meet environmental conditions, where time is available, and where key interest groups favor change.
- Charismatic Transformation
Use when the organization needs major adjustments to meet environmental conditions, where there are little time for participation, and where there is support for radical change. - Forced Evolution
Use when minor adjustments are required, where time is available, but where key interest groups oppose change. - Dictatorial Transformation
Use when major adjustments are necessary, where there is no time for participation, where there is no internal support for strategic change, but where this is necessary for survival.
The Hope Hailey-Balogun Change Kaleidoscope
A contingency model of change management
This framework identifies the characteristics of the organizational context that should be taken into consideration when making change implementation design choices.
Context Factors:
- Time
- Scope
- Preservation
- Diversity
- Capability
- Capacity
- Readiness
- Power
Implementation Options:
- Type
- Start Point
- Style
- Target
- Interventions
- Roles
Six-box model
Diagnostic Framework
Use when you want to simplify the complexity, focus on key problems
Six-box model
Diagnostic model
Use when you want to:
- Simplify Complexity
- Focus on key problems
- Be reminded of the systemic implications of actions in one area
7-S model
Diagnostic model
Use when you want to:
- Recognize interconnectedness
- Pay attention to the “soft” factors as well as structure and strategy
Star model
Diagnostic model
Use when you want to:
- Recognize interconnectedness and “knock on” effects
- Align your strategy, structure, people, processes, and rewards
Four-frame model
Diagnostic model
Use when you want to:
- See the organization through different lenses at the same time
- Generate a deeper understanding to develop creative solutions
Gap Analysis
Diagnostic Framework
Use when you want to:
- Develop a change agenda that addresses future conditions
- Generate understanding and consensus around the agenda
PESTLE Framework
Diagnostic Framework
Use when you want to:
- Understand the impact of multiple environmental pressures
- Exploit future opportunities and deal with risks and threats
Scenario planning
Diagnostic Framework
Use when you want to:
- Encourage creative thinking and acceptance of uncertainty
- Prioritize, plan, and implement future-oriented changes
Elements of strategy
Diagnostic Framework
Use when you want to:
- Identify changes necessary to pursue a given strategy
- Develop an integrated package of self-reinforcing changes
Strategic inventory
Diagnostic Framework
Use when you want to:
- Clarify and validate strategic assumptions
- Decide what changes are necessary to drive strategy
Cultural web
Diagnostic Framework
Use when you want to:
- Map and understand the components of the organizational culture
- Challenge that which is taken for granted, and identify barriers to change
Receptive Context
Diagnostic Model
Use when you want to:
- Determine how receptive the organization is to change
- Decide action to increase receptiveness if necessary
Absorptive Capacity
Diagnostic model
Use when you want to:
- Assess the organization’s ability to assimilate and apply new ideas
- Increase absorptive capacity with appropriate actions
Force-field analysis
Diagnostic model
Use when you want to:
- Assess the driving and restraining forces for a given change
- Manage the balance of forces to encourage the change
Readiness for change analysis
Diagnostic model
Use when you want to:
- Assess organizational and individual readiness for a given change
- Identify the “groundwork” needed before the change goes ahead
Individual Readiness
Diagnostic model
Use when you want to:
- Assess individual readiness for a given change
- Take appropriate steps to increase individual readiness
Stakeholder mapping
Diagnostic model
Use when you want to:
- Identify how those affected could influence the change process
- Manage stakeholders, given their power and their interest
Agile Organization Model
Diagnostic model
Use when you want to:
- Ensure that change is quick and smooth
- Create an organization design that maximizes flexibility and adaptability
Name the five ways explicit diagnostics models are helpful
- Simplify complexity
- Highlight priorities
- identify Interdependencies
- Provide a common language
- Offer a process guide
