Organisation Flashcards
Lewin’s 3-Stage Model
Unfreeze
Change
Refreeze
Kotter’s Eight Step Model
Establishing a sense of urgency Creating the guiding coalition Developing a vision and a strategy Communicating the change vision Empowering employees for broad-based action Generating short-term wins Consolidating gains and producing more change Anchoring new approaches in the culture
Senge’s Systems Thinking Model
Initiating Change
Sustaining the Transformation
Redesign and rethinking
Archetypal roles involved in the process of organisational change
Idea-Generator Sponsor Change Agent Line Management Change 'Targets'
Gareth Morgan Metaphors
Machines
Brains
Political Systems
Flux & Transformation
Pitfalls of Vision Statements
Sermons
Management waffle
The to-do list
Mission statement
Lewin Stage:
Inertia is overcome, and existing habits and mindsets are broken down
Unfreeze
Lewin Stage:
A period of confusion, challenge, and clarification.
Change
Lewin Stage:
New mindsets and habits formed and established.
Refreeze
Kotter’s model - which metaphors?
Machine and Political Systems
Senge’s model - which metaphors?
Flux & Transformation and Organism
Archetypal Roles:
Advocate. Develops idea for change, promote ideas to potential sponsors.
Generally assumed to be a result of senior strategic intent
Emerges from ‘learning organisation’
Idea-Generator
Archetypal Roles:
Has overall line authority. Legitimised and approves change. Control over necessary people and resources. Clear vision for change.
Executive leadership. Creates a sensible and appealing vision. Designs a strategy. Maintains clarity and urgency. Provide resources for training.
Executive leader. Creates environment to inspire and support new approaches. Designs supportive systems of performance measurement, reward, and governance. Established new norms. Role models behavior.
Sponsor
Archetypal Roles:
Sustaining sponsor. Facilitates in own area a change initiated at executive level.
Local leaders and managers. Create and implement plans to execute strategy.
Accountable for results at local level. Authority to make changes in own area.
Line Management
Archetypal Roles:
Implementers. People who must actually change! Provide feedback to sponsor.
Targets
Archetypal Roles:
No direct line authority. Work with sponsors and implementers. Facilitates change.
Internal networks. No formal authority. Builds broad connections.
Change Agents
Metaphor: organisations can be designed and controlled. They can be re-engineered, and components can be changed. They behave in predictable ways.
Machines
Metaphor: organisations are intelligence-led and resemble a library and memory bank. They have a language system that allows them to process information, reassembling it into new ways of operating.
Brains
Metaphor: organisations are systems of government managing the common and conflicting needs of various interest groups. Coalitions of interests form, and power is used to get things done.
Political Systems
Metaphor: organisations are seen as examples of chaos and complexity, where hierarchy and control have limited relevance. Order emerges naturally from a process of continuous transformation.
Flux & Transformation
outlines what the organisation wants to be, or how it wants the world in which it operates to be (an ‘idealised’ view of the world)
Vision
defines the fundamental purpose of an organisation or an enterprise, succinctly describing why it exists and what it does to achieve its vision
Mission
Pitfalls of Vision Statements:
goes on for quite a long time, makes lots of promises that cannot be achieved or measured, but excites some people for some of the time, something for everyone, but very little for most.
Sermons
Pitfalls of Vision Statements:
a few sentences that are vague enough so that key stakeholders can agree, but have little relevance to what needs to happen, or no one is really sure what they mean.
Management waffle
Pitfalls of Vision Statements:
a list of things that need to happen to achieve something, which tend to focus on the obvious and often lack longevity and run out of steam in the first year
The to-do list
Pitfalls of Vision Statements:
some blunt statements that sound good but are not a foundation for a change initiative.
Mission statement
