Session 7 - The Change Agent Flashcards
Draw the classification diagram from Myers, Hulks and Wiggins and explain
Most likely areas of focus
Look at lecture 7 notes
What are the reasons for using a change agent?
- managers don’t always know what is wrong and why
- managers don’t know what help is available
- managers usually want to improve things but don’t know how
- most organisations can improve
- decisions rest with managers therefore they need help to see the problem and share in generating solutions
- the change agent should be an expert in diagnosing processes and establishing relationships
Explain what the problems are with the traditional doctor-patient relationship that’s present with change agents
- hampers willingness to be open
- manager may not understand
- managers don’t take ownership of the solution
What is a change agent for?
- to help the organisation define the problem
- to help the organisation examine what causes the problem and diagnose how it can be overcome
- to assist in getting the organisation to offer alternative solutions (creative phase)
- to provide direction in the implementation of alternative solutions (directive phase)
- to transmit the learning processes that allows the client to deal with change on an ongoing basis in the future (directive phase)
What are the pros associated with using an external change agent?
- knowledge and expertise
- objectivity
- neutrality
- results driven
- legitimacy
- ability to confront and take risks
What are the cons associated with using an external change agent?
- fear
- expense
- pre-packaged solutions
- difficult to measure success
- focus on selling more than you need
- may not effectively transfer knowledge
- difficult to get information
- walking away when things get hard
What are the benefits associated with using internal change agents?
- cheaper
- better access to information
- understand the culture
- more committed due to longer term relationship
- rapid response
- accountability
- acts as training
What are the dangers associated with using an internal change agent?
- being too close to see what the problem is
- being part of the problem
- being willing to confront issues
- being part of the power system that needs to be examined
- being aware of the needs and demands of superiors
What are the consultant roles in change?
- the expert
- the pair of hands
- the doctor-patient
- the process consultant
List the 5 different clients change agents come into contact with and explain
1) Contact clients
- initially gets in contact
2) Primary clients
- owns the problem and pays the bill
3) Unwitting clients
- affected by the change but unaware of it
4) Indirect clients
- aware that they’ll be affected by the change but don’t come into contact with the agent
5) Ultimate clients
- the whole organisation
Expectation that 2 and 5 want the same thing but this is not always the case.
What are the 3 agendas that change agents need to focus on?
1) content agenda: what is the change going to be
2) control agenda: project planning, budgeting, resourcing, etc
- these two agendas take precedence over process
3) process agenda: people, interpersonal skills, working with power & politics behind the scenes
Contexts vary according to:
- the ways in which goals and priorities change over time
- organisational interdependencies
- responsibility for change and its outcomes
- postures adopted by senior management
These will all influence the level of vulnerability of the change agent
Outline what a low vulnerability context looks like
- content and control agendas take priority
- critical competencies of change agent lie with technical expertise and conventional control techniques
- process agenda and related competencies are insignificant
- project management models apply
Outline what a high vulnerability context looks like
- process and control agendas take priority
- critical competencies lie with change management expertise and use of control techniques
- content agenda less significant
- dominant logic of legitimacy and ownership
- change agent with no expertise in content of change can be successful if skill is in project team
Explain what the two layer model of expertise is about
1) Concerns diagnostic skills, judgemental capability, and behavioural flexibility.
- these concern developing an understanding of the changing context, identifying priorities and acting accordingly - public and backstage - to construct an effective and acceptable change process (managerial judgement)
2) Includes the fifteen competences
- these concern relatively well defined and well understood management behaviours for which effective management development approaches have been long established (the tool-kit)
What are the 5 main skills a change agent requires?
1) Goals
- sensitivity
- clarity
- flexibility
2) Roles
- team building abilities
- networking skills
- tolerance of ambiguity
3) Communication
- ability to transmit need for change
- interpersonal skills
- personal enthusiasm
- stimulate motivation and commitment
4) Negotiation
- selling plans, creating a vision
- negotiating for resources, etc
5) Managing up
- political awareness
- influencing skills
- helicopter perspective
What are the 3 main backstage activities of the change agent?
- manipulating structures
- manipulating relationships
- manipulating language
Explain what manipulating structures involves
Look at lecture 7 notes
Explain what manipulating relationships involves
Look at lecture 7 notes
Explain what manipulating language involves
Look at lecture 7 notes
What are some of the typical issues dealt with via backstage activity?
- how to get action from a senior manager who has given agreement but who will not do anything practical, public or visible about it
- how to reconcile actual resource requirements with senior management expectations
- how to get the willing cooperation of other people, sections and functions at critical stages during implementation
- how to get those who are making unreasonable demands or requests to back off tactfully
- how to avoid or deal with other activities that will delay progress by diverting staff energies and other resources
