Change management Marks & Spencer Content Scenario Change management theory Our framework Diagnosis Planning and implementing Evaluation Critique

Scenario Vision The standard against which all others are measured Mission Making aspirational quality accessible to all Values Quality, Value, service, innovation and trust

Chronology July 2001 Luc Vandevelde July 2002 Roger Holmes June 2004 Stuart Rose

Problems to be addressed Business too complicated Competition Image Downsizing Management systems

Change management theory What is change management? Two school of thought: Recipe driven Vague focus Situation specific

Lewins planned change model Unfreezing Movement Refreezing

Action research model Problem identification Consultation with behavioural Science expert Data gathering & Preliminary diagnosis Feedback to key client Joint diagnosis of problem Joint action planning Action Data gathering After action

Positive model Initiate the inquiry Inquire into best practice Discover themes Envision a Preferred future Design & deliver ways to create the future

Proposed framework Context of Change Facilitation of Change Process Diagnosis Intervention Evaluation

Context of change Magnitude of change Degree of organization Domestic vs. International (Cummings & Worley, 2005)

Diagnosis What is it? Who with? How is it done?

Interventions Discrepancy Theory Procedural Relationship Experimental Perspective Dilemma Structural Cultural (Blake & Mouton, 1964)

Our chosen intervention Transformational change Environmental/internal Systematic & revolutionary New paradigm Driven from top down Continuous learning and change

Transformational change Culture change Self design Organizational learning and knowledge management

Culture change Schein (1990) model of culture

Self designing organizations Laying the foundation Designing Implementing and assessing

Organizational learning and knowledge management Organization learning Enhance capability to acquire and develop new knowledge Knowledge management – Generate, organize and distribute Sense making – Understanding change

Evaluation During and after implementation Implementation feedback Evaluation feedback Problems

Critique Situational differences Rational change Evidence for improvement Biases Long term

References dex.shtml dex.shtml Cummings, T.G. & Worley, C.G. (2005). Organization Development and Change (8 th ed). Ohio: South-Western. Millward L. (2005-in press), Understanding Occupational and Organizational Psychology. London: Sage Publications Ltd.