1. Prof. Steve Phelan Lecture 12
Change Management
Prof. Steve Phelan
Lecture 12

2. Today LMZ Chs 28-30 Telecom Australia case Radical change
Creating readiness for change (1993)
Defining a political model of organizations (1988)
Functional roles of group members (1948)
Telecom Australia case
Radical change
United in the quest to become radical (2000)
Oticon A/S (A)

3. Creating readiness for change
Message
Must sell people on discrepancy and efficacy
Influences on message
Change agent attributes
Must appear/be credible, trustworthy, sincere, and knowledgeable
Influence strategies
Active participation, persuasive communication, management of external information
Interpersonal and social dynamics
Opinion leaders

4. Defining a political model
Three types of power
Downwards, upwards, sideways
Three models of organizations
Rational/bureaucratic
Focused on downward power
Collegial/consensus (truth/love model)
Focused on upward power, favored by OD
Pluralistic/political
All three, more realistic, focused on compromise

5. Functional roles of group members
Group Roles
Group Building
Individual Roles
Initiator
Encourager
Aggressor
Info giver/seeker
Harmonizer
Blocker
Opinion giver/seeker
Compromiser
Recognition seeker
Elaborator
Gatekeeper/expediter
Self confessor
Coordinator
Standard setter
Playboy
Orienter
Commentator
Dominator
Evaluator/critic
Follower
Help seeker
Energizer
Observer
Special interest pleader
Procedural technician
Recorder

6. Group roles Two problems Training
Groups in different stages of an act of problem selection and solution will have different role requirements
An equally important objective is the development of role flexibility
skill and security in a wide range of member roles
Training
Sensitization to roles, external observers, role playing, internal observers, recordings

7. Telecom Australia case

8. Situation Incompatible systems Plan All executives using Windows
All admin assistants using WordPerfect on Wang minicomputer
Plan
Move AAs to Windows and install servers, network printers, , and internet access for all users

9. Quest to become radical
Zzzzzzzzzzzz
In business, as in anything else, it helps to see things for yourself
i.e. people learn better from first hand experience
BG conclusions
Be honest and blunt about your position in market
Develop an ability to look ahead
Create a ‘question everything’ culture and a ‘hothouse’ where ideas could develop

10. Oticon Case Questions Should he proceed with his vision?
Had he perhaps already gone far enough?
Was such radical restructuring really necessary?