Week 1 Flashcards
Subjects that demand transitions
Sustainability, Energy transition, circular economy, and the food production chain
Transitions require
A perspective on change, A multi-level perspective, seeing the views of different organizational layers and Multidisciplinary teams, not often organized in organisations.
Culture
Shared ideas, norms and values inside of an organization.
Espoused Values
Something that you feel inside of you and carry out.
Enacted values
Values that are experienced by you as an employee or researcher within a company.
Norms
Shared rules of conduct that tell people how to act in specific situations
Taboo
Something that you don’t talk about within certain organizational situations
The position of Alvesson & Svensson
· A longitudinal, in-depth investigation of a cultural change program in a high-tech firm
· New department to develop new technology
· Lack of studies focusing micro-processes of change at work (Tsoukas and Chia 2002)
· Focus on the actual organization of change work
· Interpretative anthropological perspective
Substantive change
Means clear and measurable changes to an organisation’s structures, systems, processes, or resources. This is visable and not idealistic.
Elements of substantive change (A&S, ch 2.)
· Change ideas and values (cultural level)
· Let people behave differently (structural level)
· Physical embodiments of change
· Interplay needed between levels of meaning, behaviour, material and structural arrangements
The first step of the N-model (A&S, ch 2.)
Evaluation the situation and determining the change goals
The second step of the N-model (A&S, ch 2.)
Analyzing the existing culture and sketching the desired culture
The third step of the N-model (A&S, ch 2.)
Analyzing the gap
The fourth step of the N-model (A&S, ch 2.)
Designing a plan for changing the culture
The fifth step of the N-model (A&S, ch 2.)
Implementing the plan
The sixt step of the N-model (A&S, ch 2.)
Evaluating the changes and efforts
Critique on the grand technocratic change programs (A&S, ch 2.)
· Top down organized - CEO is isolated and not in the operation.
· Managerial perspective.
· Instrumental: implementation of toolkit - the processes look like copies. Not suited for every organization.
· Many change models imply simplistic view of organizations.
· Illusion of full control of the change process.
Critique on the grand technocratic change programs (A&S, ch 2.)
· Change process is difficult to control
· Success depends on support of middle-level and lower-level workers. - we should be much closer to these employees. Organize and involve them.
· Openness and receptiveness to new ideas values and meanings are needed. - creative interventions are needed.
Integrative perspective on organization culture is dominant
Planning approach elements (A&S, ch 2.)
Background in Human Relations.
- Open system school: Change projects are complex and unpredictable
- Sequential process: Change is a N-step process
- Organizing Development school: Lewin’s equilibrium model dominating the debate
Stages of Lewin’s punctuated equilibrium model
Unfreezing, Transfroming and Refreezing
Unfreezing
Getting the people affected by change to believe that change is needed
Transforming
Running the change process
Refreezing
Stabilising the new situation
Key aspects to Rosenbaum et al atrice (2018)
· Identify the development of planned organizational change models over time.
· Ongoing centrality of Lewin’s model in planned organizational change.
· Lewin’s model must be understood as a developmental process.
· The model challenges the interplay between organizational inputs, processes, and outputs, with the vagaries of human behaviour, a core variable in the success of organizational change.
