Organisational Change

Question 1

Change

Answer 1

Change is the process of altering the norms, decisions or structure of an organisation.

Question 2

Driving Forces

Answer 2

External - STEP 
Social 
Technological 
Economic 
Political 

Internal - (PINN)
Performance outcomes 
internal processes 
new management philosophy 
new strategy

Question 3

Process of Change

Answer 3

1. Identify driving forces
2. Diagnose what needs changing
3. Decide on goals
4. Generate solutions
5. Champion the change (communicate vision)
6. Implement change (Unfreeze -> refreeze)
7. Monitor and review

Question 4

Change Agents

Answer 4

Right Knowledge
- how well does the person understand the business.

Right skills
- managing change (communication, interpersonal skills, negotiation, creativity)

Right attitude
- level of comfort to change (status quo)

Question 5

Types of change

Answer 5

Evolutionary v Revolutionary

Planned vs unplanned

Question 6

Lewin’s Three Step Model

Answer 6

1. Unfreeze
   a. Change agents produce disequilibrium between driving and restraining forces.
   b. Driving > Restraning forces
   c. Techniques: Educate and communicate, encourage employees to get involved in change, coercion: force people, change staff who resist.
2. Change
3. Refreeze
   a. Systems and structures are aligned with desired behaviours.
   b. Examples
   i. Support permanent change:
   ii. Rewards: align with new priorities
   iii. Transformational leadership: Bring on new CEO to provide legitimacy to change (e.g. Gibson CEO James Curleigh, Levis)
   iv. Coalitions, social networks (embrace differentiations perspective) - influence leaders
   v. Communication to employees
   vi. Diffusion in the change effort – more widespread

Question 7

6 Silent Killer

Answer 7

Quality of Direction

1. Management style is either too top down or too laissez faire
2. Unclear strategy/conflicting priorities
3. Ineffective senior management team

Quality of Learning:

4. Poor vertical communication
   a. Upward: Subordinates not willing to communicate problems upwards
   b. Downward: Management unable to effectively communicate vision downward

Quality of Implementation; 
*5.	Poor horizontal*
coordination 
6.	Inadequate skills at lower levels
a.	Lack of training and development 
b.	If top leadership are the only ones who know the strategy, middle will not be able to take the reigns (other silent killer can cause the 6th)

Question 8

Organisational Fitness Profiling

Answer 8

1. Engage leadership
2. Compelling business direction
3. Effective management team
4. Open and honest dialogue
5. Coordination (cross functional activities)
6. Lower down leadership (training, targeted recruitment, coaching)

Question 9

Why is resistance to change occurring?

Answer 9

How to overcome resistance. 
Communication 
Learning 
Employee Involvement 
Stress Management 
Negotiation 
Coercion