Agents of Change Management - PowerPoint

							Change Management
            Chapter 8
Controlling approaches to change
  Change Management Approach
• Focuses on strategic, intentional and
  usually large-scale change
• Entails following a variety of steps; the
  exact steps vary depending upon the
  model used
• Belief that achieving organizational
  change is possible through a coordinated
  and planned approach
                    Some Systems
• Pendlebury’s             • Nadler’s 12 Action Steps
  Ten Steps                      Get support of key power groups
      Define the vision         Get leaders t model change behavior
      Mobilize                  Use symbols and language
      Catalyze                  Define areas of stability
      Steer                     Surface dissatisfaction
      Deliver
                                 Promote participation
      Obtain
       participation             Reward behavior that supports change
      Handle emotions           Disengage from the old
      Handle power              Communicate image of future
      Train and coach           Use multiple leverage points
      Actively                  Develop transition mgt arrangements
       communicate               Create feedback
                    Some Systems
• Kanter’s 10 Commandments • Kotter’s eight-step model
    Analyze the need for change       Establish the need for
    Create a shared vision             urgency
    Separate from the past            Ensure there is a power
    Create a sense of urgency          change group to guide the
                                        change
    Support a strong leader role
                                       Develop a vision
    Line up political sponsorship
                                       Communicate the vision
    Craft an implementation plan
                                       Empower staff
    Develop enabling structures
                                       Ensure there are short term
    Communicate and involve            wins
     people
                                       Consolidate gains
    Reinforce and institutionalize
     change                            Embed the change in the
                                        culture
                   Exercise
• Compare and contrast the various steps in these
  models. What is left out of different models?
• Create your own composite model.
   Is there a preferred sequence of steps? Why?
• Identify the key management skills associated
  with each step
   Which ones are you strongest on? Weakest on?
• In your experience:
   Which steps have been best handled?
   Worst handled? Why?
    Change Management vs. OD
• Critics of change management depict it as being
  “faddish” and the product of management
  consultancy firms
• There is a debate between proponents of OD
  and proponents of change management:
   OD is criticized for being less relevant to modern
    organizations which require strategic, often large
    scale change rather than slower, incremental change
    often associated with a traditional OD
   Change management is criticized for lacking a
    humanistic set of values and for having a focus on the
    concerns of management rather than on those of the
    organization as a whole
         Contingency Approach
• Contingency approaches challenge the view that
  there is “one best way”
   The style of change will vary, depending upon the
    scale of the change and the receptivity of
    organizational members for engaging in the change.
• In the Dunphy-Stace model the style of change
  varies from collaborative to coercive
   What are the implications of this?
   Why are almost all large scale changes seen as
    coercive (by top management and employees)
   How does this knowledge change your step-model?
             Processual Approach
• Draws on a navigator approach and views change as a
  continuous process which unfolds differently depending
  upon the time and the context
    It sees the outcome of change as occurring through a complex
     interplay of different interest groups, goals, and politics. Only
     some outcomes will be able to be achieved given the
     “messiness” of change
• This approach does not provide a list of “what to do”
  steps as in the change management approaches.
    Rather it alerts the change manager to the range of influences
     which they will confront and the way in which these will lead to
     only certain change outcomes being achieved
   Rules of thumb for change agents
                       Shepard (1975)
• Stay alive
   Learn to greet absurdity with laughter
   Use your skills, emotions, labels, and positions don’t be
    used by them
   Don’t get trapped in other people’s games
• Start where the system is
   Understand how others see themselves (empathy)
• Never work uphill
     Work in the most promising arenas
     Don’t build hills as you go
     Build resources
     Don’t over organize
     Don’t argue if you can’t win
     Don’t drift – remain focused on your purpose
           More rules of thumb
• Light many fires
    Load experiments for success
• Innovation requires a good idea, initiative, and a
  few friends
    Find the people who are ready and able to work,
     introduce them to one another, and work with them
    Those who need to rebel or submit are not reliable
     partners
• Keep an optimistic bias
• Capture the moment
    timing is everything
       Quinn’s logical incrementalism
• Key propositions
   Proceed experimentally and flexibly
   Conceal true goals and intentions
   Build awareness and credibility to legitimize new
    viewpoints
   Tactical shifts, partial solutions
     • Use serendipity to promote supporters, replace opponents,
       fund pet projects
   Broaden political support and overcome opposition
   Encourage others to trial new ideas and create
    pockets of commitment (but don’t be associated with
    failure).
• Why is this a navigator/processual view of
  change?
                   Questions
• Do you work with a one size fits all approach to
  managing change?
   To what extent do you match your change approach
    to the scale timing and readiness of your staff to the
    change?
• Is their a dominant change mode in your
  organization?
   How appropriate is it? Does it need to change?
• How do you deal with multiple changes that are
  simultaneously present but at different stages
  and phases?
       BA Swipe Card Case
• What did management do wrong?
   How would you advise BA to avoid such a
    situation in the future?
   Is there one change perspective, or a
    combination of change perspectives, that
    provides the best way of understanding the
    swipe card issue? Why?
• What broad conclusions emerge from this
  analysis?