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Two distinct aspects in any change management situation need to be addressed: WHAT needs to change HOW to bring about that change
Sigmoid Curve
Unfreeze
Change
Refreeze
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3. Debate-Synthesis Model:
Use of thesis, anti-thesis, synthesis to advance change (also called the dialectic model)
Recurrent discontinuous goal setting and implementation (also called the telelogical model)
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Process Theories
Evolution: Competition
Variation Multi Retention Units of Change Selection
Debate-Synthesis: Conflict
Thesis Anti-thesis Synthesis Conflict
Single
Prescribed
Constructive
Mode of Change
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Types of change:
Nadler and Tushman combine two dimensions i.e. Episodic or Discontinuous and Continuous change to illustrate different types of change. They define four categories of change: tuning, adapting, redirecting or reorienting, and overhauling or recreating.
Types of change:
Tuning is defined as small, relatively minor changes made on an ongoing basis in a deliberate attempt to improve the efficiency or effectiveness of the organization. -Responsibility for acting on these sorts of changes typically rests with middle management. Adapting is viewed as relatively minor changes made in response to external stimulia reaction to things observed in the environment such as competitors' moves or customer shifts. -Responsibility for such changes tends to reside within the role of middle managers. Redirecting or reorienting involves major, strategic change resulting from planned programs. These frame-bending shifts are designed to provide new perspectives and directions in a significant way. For example, a shift in a firm to truly develop a customer service organization and culture would fall in this category. Overhauling or re-creation is the dramatic shift that occurs in reaction to major external events. Often there is a crisis situation that forces the changethus, the emergence of low-cost carriers forced traditional airlines to re-create what they do.
ENVIRONMENT (P.E.S.T.)
RESOURCES
HISTORY/ CULTURE
S T R A T E G Y
SYSTEMS LEVEL
WORK
FORMAL STRUCTURE
UNIT/GROUP LEVEL
PEOPLE
INDIVIDUAL LEVEL
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TRANSFORMATION PROCESS S T R A T E G Y
INFORMAL STRUCTURE & PROCESS
OUTPUT
ENVIRONMENT (P.E.S.T.)
SYSTEMS LEVEL
RESOURCES
WORK
FORMAL STRUCTURE
UNIT/GROUP LEVEL
HISTORY/ CULTURE
PEOPLE
INDIVIDUAL LEVEL
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Goal
Gap / Problem
Decision / Action
Results
Situation
What is needed:
Self Organizing Adaptive Characterized by Trade-offs Counterintuitive
Policy Resistant
A Feedback Model
Decisions
Goals
Environment
A Feedback Model
Decisions Goals Environment Goals of Others Actions of Others Side Effects
Internally Focused
Externally Focused
Control
Internally Focused
Internal Processes View
Externally Focused
Rational Economic View
Control
Internally Focused
Internal Processes View How to understand & control the work unit Consolation and continuity Internal monitor & coordinator roles
Externally Focused
Rational Economic View How to stimulate individual & collective achievement Maximization of output Producer & director roles
Control
5: Crisis of ?
3: Crisis of CONTROL
2: Crisis of AUTONOMY
1: Crisis of LEADERSHIP
Change What ?
Help understand what to change, how and why. Simplify a complex situation.
7-S framework:
The 7-S framework: this focuses on seven key components that affect organizational effectiveness structure, systems, style, staff, skills, strategy and superordinate goals. The interconnectedness of these variables is vital to the success of change.
Star model:
An organization is effective when the five components of organizational design strategy, structure, processes and later capability, reward systems and people practices are in alignment.
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7-S framework
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Structure
Systems
The formal and informal processes and procedures used to flow information and facilitate decision making and action.
Staff
Skills
Shared Values
St aff
dV
En vir
Sh are
Sy s
Star model
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Congruence model:
The organization is broken down into four components task, individuals, formal organizational arrangements and informal organisation. This is influenced by the context where the strategy is formulated and the output is then the performance of the organization.
Burke-Litwin model:
This model identifies the transformational external environment, mission and strategy, leadership and organizational culture - and transactional sources of change.
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Transformational
The Burke-Litwin
Model
Transactional
Transactional Factors: The remaining variables in the lower half of the model
These variables are more involved in the day-to-day activities of the organization
Leadership
Team Work
Skill Enhancement
Organizational Aspirations
Social Life
Assessing the organization's readiness to change can be a mediating variable between change management strategies and the outcomes of desired strategies. A perchance audit of the readiness of an organization for change can provide an indication of the likely outcome of a change initiative at a particular point in time. Some ways of doing this include:
Questionnaires Stakeholder analysis: This focuses on the position of stakeholders in the change process and allows the manager to be better informed of how to confront potential issues. Force-field analysis: This identifies factors that are driving forces for change as well as restraining forces.
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Thanks