Study week 7 Change management Flashcards
Change management Levels
Level 1: Fine tuning
Small change, improving fit between strategy and organisation
Level 2: Incremental Adjustment
Modest change in organisation in light of external drivers for change.
Level 3: Modular transformation
Major restructuring, focus on specific parts of the organisation rather than whole
Level 4: Corporate transformation
fundamental shift. new mission, vision and values.
Change management approaches
Uniform approach - top down
Disseminated approach - Bottom-up
Predictable phenomenon - planned change approach
More complex - emergent change approach
Lewis change model
Unfreeze: Create motivation to change
Change: Learn new concepts and new meanings of old concepts
Refreeze: internalising new concepts and meanings
Two forces that play within individual
Learning anxiety - anxiety of learning something new, i.e: will I fail. (restraining force)
Survival anxiety - competing force concerning a pressure to change, i.e: if I don’t change, will I be left behind? (driving force)
Executing change
kotters eight step
Kanters ten commandments
Project management
is the process of guiding a project team through a series of tasks that eventually lead to the completion of a defined goal, with defined target date for completion
Change management
is intended to help an organisation adapt to changes in internal process or based on external factors.
Key activities in change process
Recognising the need for change and starting change process
- Diagnosing what needs to be changed and formulating a vision of preferred future state
- -Planning how to intervene to achieve desired results
- –Implementing plans and reviewing process
- —sustaining change
Important that change is needed based on:
External factors: changes in industry, environment legal changes.
Internal factors: resources, effectivity
Organisational diagnosing
Involves reviewing where the organisation is today and where it might be in the future
- Reviewing present state
- Identifying the future state
Models that can be applied for diagnosis
Qualitative approaches: interview, AIM
Quantitative approach: surveys, other quantitative data)
SWOT
PESTLE(Political, Economical, sociocultural,technological,legal, environmental)
Nadler and Tushman - congruence model
Helps to see factor influencing the success of change processes.
Helps to understand dynamics of what happens in an organisation when change is performed
Helps to analyse the transformation process and gives input in what needs to happen in a specific organisational context.
Breakdowns/Difficulties implementing change (Van de Ven & Sun)
- Teleological theories: assume that organisations are purposeful and adoptive
- Dialectical theories: focus on conflicting goals between different interest groups
- Life cycle theories: Change is seen as a process progressing through necessary sequence of stages that are cumulative
- Evolutionary theories: change proceeds through a continuous cycle of variation selection and retention. they just happen.
Breakdown
Occur when an organisation do no change in the manner that is consistent with the conceptual model how the change should unfold.
Power issues (Nadler and Tushman)
Political power issues:
organisations consists of political systems with different actors having different political interests.
Remedy:
Need to shape the political dynamics
Gain support of key power groups by identifying the power relationships.
Articulate a vision of future state.
