10/11/2018 310HRM Models of Change These materials cover two-two hour sessions. The aim is for the students to do most of the work. Cover slides 1-3 Explain Kurt Lewins Force Field analysis and give organisational examples of its application-they will need to understand and use this for the Galley Cafeteria case study (2008 - 2009)

Learning Outcomes Outline a number of change management models Develop a critically analytical appreciation of the strengths and weaknesses of the models Analyse Debenhams Case study for Coursework 2 Apply change management models to the case study and make recommendations for effective change management

David Buchanan According to David Buchanan, managing change in organisations is bit like elephants mating: It happens high above the ground There’s lots of trumpeting and flailing around It’s a long time before you see any results

quasi-stationary equilibrium 10/11/2018 Force Field Analysis Driving Forces Restraining Forces Stable quasi-stationary equilibrium Explain that there have been a number of models developed in the context of change management Explain Kurt Lewin’s Force field analysis as tool for exploring the need for change-so students can use and apply it to Galley Cafeteria case study (2008 - 2009)

Working in your ALS carry out a Force Field Analysis of Debenhams clearly identifying the forces for and against the change. Be prepared to discuss your answers with the rest of the class in 15 mins.

Lewin’s Model of Change Kurt Lewin was one of the earlier writers about change management and developed one of the first change management models He viewed the change process consisting of three stages

Lewin’s classic change model Moving Recognition of need for change Acceptance of change by majority Refreezing New norms established New ways of doing things Unfreezing Unlearning stage Crisis Stage

Stage 1 Unfreezing Involves creating a level of dissatisfaction with the status quo This creates conditions for change to be implemented

Stage 2 Moving/Changing Requires organising and mobilising the resources required to bring about the change

10/11/2018 Stage 3 Re-freezing Involves embedding the new ways of working into the organisations Explain to the students that subsequent models of change are broadly based on Lewin’s early model (2008 - 2009)

Beer’s Six-Step Process Mobilise commitment to change through joint diagnosis Develop a shared vision of how to organise Foster consensus, competence & commitment Spread the word about the change Institutionalise the change through formal policies Monitor and adjust as needed

Kotter’s Eight Steps for Change Establish a sense of urgency Form a powerful and guiding coalition Create a vision Communicate the vision Empower others to act on the vision Plan for and create short term wins Consolidate improvements and produce still more change Institutionalise new approaches

Galpin’s Wheel Proposed a model based on 9 wedges that form a wheel Stressed the importance of understanding organisational culture

Galpin’s 9 Wedge Wheel Establishing the need to change Developing and disseminating a vision of planned change Diagnosing and analysing the current situation Generating recommendations Detailing recommendations for rollout Pilot testing recommendations Preparing the recommendations for rollout Rolling out the recommendations Measuring, reinforcing and refining the change

Activity 2 A number of models have been developed in later times and have been loosely based on Lewin’s earlier model Examine Beer’s 6, Burton’s 7 Kotter’s 8 step model and Galpin’s Wheel Compare and contrast the models Which steps align with Lewin’s three stage model What are the strengths and weaknesses of these models Be ready to share your ideas with the class in 20 minutes Which change model would you use for the cw case study and why?

The Stages of Psychological Reaction/Personal Transition Phases 10/11/2018 The Stages of Psychological Reaction/Personal Transition Phases Mood Internalisation Reflection and Learning Denial Consolidation Anger Shock Testing Letting go Acceptance of reality Depression Explain the grief and why people may not like change Time (2008 - 2009)

10/11/2018 ALS-Coursework Focus In your ALS discuss your understanding of what CW 2 and prepare a plan Be prepared to share these plans with the rest of the class in 20 minutes Consider how you would change your plans now that you have seen the rest of the ALS plans (2008 - 2009)

Further reading-This will help with CW 2 Read The following: Lewin, K. “The planned Approach to Change: A Re-appraisal” Journal Of Management Studies 41:6 September 2004 0022-2380 available on Moodle to develop your critical appraisal of models of change Beer. M, Eisenstat. R, Spector, B. “Why change Programs Don’t Produce Change” Harvard Business Review November-December 1990 available on Moodle to develop your critical appraisal of models of change

Coursework Marking Criteria 10/11/2018 Coursework Marking Criteria Identify the issues within the context of the question (10%) Apply research skills to examine and analyse the literature appropriate to the issues (30%) Discuss the implications of the analysis, supported by practical examples (35%) Frame appropriate conclusions and recommendations based upon the research, analysis and understanding of the assignment. (15%) Support your arguments through approved academic referencing (10%) Highlight to the students that critical analysis, good referencing, evidenced based writing will get them good marks. (2008 - 2009)

Further Reading Chapter 18-Buchanan, D. A and Huczynski, A. 7th Ed “ Organisational Behaviour” 2010 Prentice Hall