P CH8 Implementing Change: Change Management, Contingency, and Processual Approaches Flashcards
Change Management and Contingency Approaches
- director image (associated wit the work of many large consulting companies)
- series of steps that need to be followed
Change Management Approaches
- provide multistep models of how to achieve transformational change
discontinuous change
occurs in static environments
- multistep models have to be applied including al the steps
continuous change
occurs in dynamic environments
- staff here already is accustomed to change and therefore the models don’t need to be applied step for step
3 elements to be managed in transformational process
- need to manage org. power
- need to motivate people
- manage the transition itself
3 transformational change phases
- rationalization (streamlining company operations)
- revitalization (leveraging resources and linking opportunities across the whole organization)
- regeneration (managing business unit operations and tensions, while collaborating to achieve peformance)
utility of normative steps (critique)
(read not learn)
- practice and implementation varies according to the particular change maker
- multiple changes may be in progress so the “past” is difficult to determine
- change commandments need to be tailor to needs of each org.
- communication should include allowing different voices to be heard
- action is not always possible by the change manager, so the change manager has to be prepared to react to opposition
- there may be multiple leaders not only one as in many normative guides
- sometimes not a controlling change but experimentation and risk-taking are required
What does Kotter acknowledge about his 8 step framework?
- it is a simplification
- even successful change efforts are messy and full of surprise
- but is steps have to be taken in sequence
Has change management supplanted (replaced) OD?
- change management has a broader scope(considers human performance and relates it to technology, operations, strategy)
- change management consultants operate with technical knowledge and as part of a team consisting of skill sets that cover a range of strategy and org. areas.
- structural changes lead to new behaviors (not changes individual attitudes and ideas like in OD which then lead to wider structural changes)
Contingency Approach
- still underpinned by director
- offers an alternative to change models which show “one best way” of producing change. Although it is often not clear which of the various models to chose.
- contingency models argue that change depends on the scale and the receptivity of the members engaged in the change
Dunphy/Stace Contingency Model of Change
Scales of change:
- developmental transition
- task-focused transition
- charismatic transformation
- turnarounds
- Taylorism
-> as different paths of change the org. might adopt at different periods of time
developmental transition
- situation with constant change
- leadership style is consultative (coach)
task-focused transition
- directive
- may be more consultive by managers further down in org. implementing the change
charismatic transformation
- where people accept the org. needs change
turnarounds
- frame-breaking changes
- change leaders as commanders
- used where there is little staff support or time
