BA 4226 Managing Organizational Change Diagnosis for change Instructor: Ça ğ rı Topal 1

Diagnostic tools and images Director: evaluating relationships between different change variables Navigator: mapping the environment Caretaker: obtaining some insights about the environment Coach: developing the competencies needed Interpreter: understanding different perspectives and frameworks of stakeholders Nurturer: not using such tools 2

Models Implicit Providing insights based on experience Based on limited experience Not known to others Explicit Transforming complexity into simplicity Identifying most important activities Constituting a common language Providing guidance for change 3

Six-box organizational model (w) Purposes Structure Rewards Helpful mechanisms Relationships Leadership 4

7-S framework (w) Structure Strategy Systems Style Staff Skills Superordinate goals 5

Star model (w) Strategy Structure Processes and lateral capability Rewards systems People practices 6

Congruence model (w) Task Individuals Formal organizational arrangements Informal organization 7

Burke-Litwin model (w) Environment Mission and strategy Leadership Organizational culture Structure Management practices Systems (policies and procedures) Work unit climate Task requirements and individual skills/abilities Motivation Individual needs and values Individual and organizational performance 8

Four-frame model (w) Structural frame Human resource frame Political frame Symbolic frame 9

Diagnosis by image (w) Describing the organization with an image Discussing the details of the image 10

PESTEL framework (c) External environment Political factors Economic factors Social factors Technological factors Environmental factors Legal factors 11

Scenario analysis (c) Creating future scenarios Developing different assumptions Determining change needs in each scenario 12

Gap analysis (c) Where are we now? Where do we want to get to? How can we get there? 13

Elements of strategy (c) Arenas Vehicles Differentiators Staging Economic logic 14

Strategic inventory (c) Identifying managers’ assumptions and beliefs about the environment Identifying inconsistencies between managers’ assumptions and actual environmental variables 15

Newsflash exercise (c) Gathering the specific views of managers on change Avoiding categorization of managers’ views 16

Cultural web (c) Paradigm Rituals and routines Stories Symbols Control systems Power structures Organizational structure 17

Structural dilemmas (c) Differentiation vs. integration Gap vs. overlap Underuse vs. overload Lack of clarity vs. lack of creativity Excessive autonomy vs. excessive interdependence Too loose vs. too tight 18

Boundaryless organization (c) Factors Speed Flexibility Integration Innovation Boundaries Vertical Horizontal External Geographic 19

Stakeholder analysis (r) Identify stakeholders Assess each stakeholder’s capacity Check each stakeholder’s track record Assess each stakeholder’s interest Identify interested and influential stakeholders Find out each stakeholder’s role 20

Force-field analysis (r) Define the problem Determine the restraining forces Determine the driving forces Identify possible outcomes 21