Lecture 5 Diagnosis for change Change Management Lecture 5 Diagnosis for change

Diagnostic tools The image of the change manager impacts the types of tools that may be used. The different images highlight the range of reasons why tools like these may be utilized – they illustrate the numerous ways change can be interpreted.

Advantages of using diagnostic tools1 Simplifies a complex situation. Identifies priorities for attention. Highlights interconnectedness of various organizational properties (e.g., strategy and structure). Provides a common “language” with which to discuss organizational characteristics. Provides a guide to the sequence of actions to take in a change situation. 1 Source: Burke (2002)

Diagnostic models Six-box organizational model 7-S framework Star model Congruence model Burke-Litwin model Four frame model Diagnosis by image PESTEL framework Scenario analysis Gap analysis Elements of strategy Strategic inventory Newsflash exercise Cultural web Stakeholder analysis Forcefield analysis As a group, allocate each model to one (or more) images of change. Which models were hard to understand?

Questions (in pairs) Have you improved your knowledge of available diagnostic tools and models by reading this chapter? Do you feel that you could apply them when necessary? If you were to select two or three favourite tools/models, which would they be and why? To what extent do your images of change influence which diagnostic tools you are most comfortable using or see as most relevant? What tools are missing that you would like to see?

Boeing Case Study (in groups) Select one or more diagnostic models that you believe provide a framework that succinctly identifies the key factors at the center of the Boeing decision Explain your choice of models Explain the Boeing situation in the terms of your selected model(s)