1. The Changing Organisation Models of Change
Session 4

2. Lewin

3. Framework for Change (Burnes 2009) p410)
Turbulent Environment
Large-Scale Transformation
Small-Scale Change
Stable Environment
Rapid Transformation
Rapid Change
Slow Transformation
Slow Change Q1 Q3 Q4 Q2
Level: The Organisation
Focus: Culture
Approach: Emergent Change
Level: Individual/Group
Focus: Attitudes/Behaviour
Approach: Planned Change
Focus: Tasks & Procedures
Approach: Tayloristic or Kaizen
Focus: Structure & Processes
Approach: Bold Stroke

4. McKinsey 7s How the organisation structures its operations
The overall plan of how the organisation will achieve its objectives
Business Processes
Information flows
IT systems
What we stand for
What we believe in
What we value
The things that characterise how managers behave
The skills & competencies of the organisation & the staff
The employees of the organisation

5. Kotters 8 Step Model

6. Bridges’ Three phases of transition
Endings
Neutral Zone
New beginnings
Beginning to identify with the ‘new way’
Letting go of the ‘old way’
Neither ‘old’ nor ‘new’
Commitment
Denial
Anxiety
Shock
Confusion
Uncertainty
Fear
Resentment
Sadness
The Neutral Zone
Do something positive, rather than waiting for outcomes
Use the time to your advantage, start establishing a way forward and determine what is required in terms of organisation, roles, skills and required behaviours
Devise initiatives, reward programmes or other approaches to help people remain positive
Create short term goals and targets for the transition period
Make sure all the processes that will be used during the transition actually work in real life as well as on paper and are sensibly sequenced
Find ways of ensuring that people continue to feel a sense of belonging to the organisation
Gather feedback
Make sure that people are being given the opportunity to use their skills and creative thinking in helping to define the future
Clear endings
Make sure people understand why this is necessary
Try to understand how people feel and react accordingly
Don’t denigrate the past but recognise its value
Encourage people to discuss the changes and any concerns they may have
Make sure you are giving people accurate and complete information
Make sure there is clarity in respect of what you will no longer be doing
Mark the ending of the ‘old’
Frustration
Apathy
Blame
Isolation
Discovery
Optimism
Relief
Excitement
Sceptical
Impatient
Accepting
Adapted from the work of William Bridges

7. The Changing Organisation How to change

8. The Performance Management Cycle (Based on Deming cited in Armstrong and Baron 2005:13)
ACT
MONITOR
REVIEW
PLAN 8

9. Questions whether operating norms are appropriate
Double Loop Learning: Learning to Learn “Challenging assumptions, beliefs, norms, routines and decisions” (Buchanan and Huczynski 2004 p133)
Single Loop: How can I achieve this?
Double Loop: Is this the right thing to achieve?
Compare the
information acquired
with operating norms
Initiate
appropriate action
Scanning and
monitoring
the environment
Questions whether operating norms are appropriate

10. Steps in the Change Process
Source: Hayes and Hyde (1998)
External change, problems and opportunities
Recognition of the need for change
Start of change process
Review present state
Identify future state
Plan & prepare for implem- entation
Implement change
Review
The ‘start’ point
Managing change through a process:
Hayes and Hyde present a systematic process model for managing change.
It includes an analysis of
Where we are now: (review present state)
Where we want to be – (identify future state)
How will we get there (plan and prepare for implementation)
The review after implementation should include a review of
The outcome ( did you get where you wanted to go)
The process ( did we get there the way we intended)
The learning ( what would we do different next time.
‘if it ain’t broke don’t fix it’.
Diagnosis 10

11. Diagnosing Change The cultural web of an organisation
Stories
Symbols
Rituals & routines
The paradigm
Power structures
Johnson and Scholes cultural web can be a useful tool for analysing where the originations is now and Hay (1996) suggests as a tool for forecasting where the organisations needs to be.
Rather like a SWOT or PESTLE analysis it is a tool which helps guide the user through a structured analysis process.
The value added by the web is that it looks at both the formal aspects of the business ( control systems and power and organisational structures) as well as the informal elements (stories, rituals and routines and symbols) which support these elements. From this we can gain an understanding of how work and people are organised and also what drives their behaviour.
Control
systems
Organisational structures
Johnson G. & Scholes K. (1998) 11

12. Kotters (1980) Integrative Model of Organisational Dynamics
Employees &
other
tangible assets
Source of potential behaviour & constraint
Impact on
Social System
Formal
organisational
arrangements
Key
Organisational Processes
Information gathering
Communication
Decision-making
Matter-energy transportation
Matter-energy conversion
Dominant
Coalition
Technology
External
Environment

13. The Nature of Change Map of Change Methods Micro Change Macro Change
Venturing Strategic Learning Political Challenge
Map of Change Methods
Micro Change
Macro Change
Planned Change (Programmatic)
Driven Change (Guided)
Evolved Change (Organic)
Quality Improvement Work Reprogramming Strategic Planning (TQM, etc.) (Time Study, Systems Dev., BPR, etc.) Job Enhancement (QWL, etc.) People “Empowerment” Organisation Team Building Development (incl. competencies) Initiative Teams Training Education Indoctrination
Rationalizing (Costs) (Downsizing, Delayering, refinancing, Outsourcing, etc.) Restructuring (organisation) (Reorganising, Privatising, etc.) Repositioning (Strategies) (Diversification, M&A, Alliances etc.) Reframing (Mindset) (Visioning etc.) Revitalising (Culture) (Cultural Revolution etc.)
Mintzberg plots both the trigger and the impact aspects of change on two axes.
© Henry Mintzberg, (1997) Strategy Safari 13