1. Managing Organizational Change

2. Today’s Agenda
Know the class
Review the course outline
A case of organization change

3. In your opinion, what could we study in a course of change management?

4. Overview of the syllabus
Images of Managing Change
Why Organizations Change
What Changes in Organizations
Diagnosis for Change
Resistance to Change
Implementing Change
Linking Vision and Change
Strategies and Skills for Communicating Change
Sustaining Change
1-4

5. Week2: Images of Managing Change
Each person
Operates with an image or mental model of what s/he thinks is achievable.
Has a different management style and image.
Images
Illuminate certain aspects of change.
Take us away from paying attention to certain aspects.
We will suggest some images and assess the strengths and weaknesses of different images.
1-5

6. Week2: Why Organizations Change
External forces for change
e.g. new technology
e.g. geopolitical environment
Internal Forces for change
e.g. a new CEO
e.g. growth cycle
Forces for stability
Think: Do we really need this change? what are the likely returns (economic, other) of this change?
1-6

7. Week3: What Changes in Organizations
Common types of changes:
Mergers and acquisitions
Downsizing
Technological changes
Proactive Vs. reactive changes
Scale of change
Incremental
transformational
1-7

8. Week3: Diagnosis for Change
Organization models to assess where changes are needed in an organization
Strategy
Structure
Operations
Culture
Management behaviours and mindsets
Employee behaviours and mindsets
Communication
Reward mechanisms
Modes of interaction
Component analysis tools to assess the changes needed in each part of the organization
E.g. force-field (strategy), PESTEL (environment), cultural web (culture)
Assessing readiness to change
1-8

9. Week4: Resistance to Change
Why do people resist to change
Experiences with past change
Discomfort with uncertainty
Lack of conviction that change is needed
Perceived negative effect on interests
Lack of clarity as to what is expected
Belief that the timing is wrong
Managing resistance
The resistance cycle
The power of resistance
1-9

10. Week5,6: Implementing Change
Implementation method is important: A good idea for change may be badly managed and fail.
How much do we involve people
When things will be done
Two main approaches:
Organization development (OD)
Appreciative Inquiry
Change Management
Contingency approaches
1-10

11. Week7:Linking Vision and Change
Content of meaningful visions
Process by which visions are emerged
Three dilemmas:
Does vision drive change or emerge during change?
Visions help or hinder change?
Vision belongs to organizations or to leaders?
1-11

12. Week8: Guest Speaker
1-12

13. Week9: Strategies and Skills for Communicating Change
Strategies for communicating change
What, how, and to whom
Modelling the communication process
How much communication
Selling vs. buying in
Media
Skills for enacting those strategies
Upward (common language)
Downward (listening skills)
with the outside world (corp. reputation)
1-13

14. Week10: Sustaining Change
Actions to sustain change:
Redesign roles and reward systems
Measure progress
Celebrate
Fine-tune
1-14

15. 1-15 Images we have of ourselves as managers of change influence
the things we need to do to sustain change
The strategy and skills we use and to communicate change
The importance we place on the role of vision in change
The underlying theory we use to implement change
The approach we take to handling people’s reaction to change
How we go about diagnosing what we think needs to be changed
How change unfolds and what change looks like
Why we think the organization needs to change
1-15

16. Stories of Change

17. Change can be interpreted in different ways
Managing Change
Change can be interpreted in different ways
Using the stories of change we can see how change means different things to different people
Using the stories of change we can see a wide range of issues that affect why and how change occurs
1-17

18. Kodak
How have past downsizing efforts affected how Kodak now approaches downsizing?
What reactions would employees be likely to have to the continued downsizing?
1-18

19. Kodak Managing reactions to change Key change issues:
Both internal and external stakeholders interpret and react to change differently
Communication strategies need to be directed at both groups of stakeholders
History of past changes influence the reactions and the way managers deal with change
1-19

20. IBM Change can come from above and below
What are the differences between change from below and change from above?
Key change issues:
The diffusion of change helps consolidate change across the organization
Symbolic images of change can give more importance to change from above for employees
Champions of change gain support for change
1-20

21. Hewlett Packard Managing a merger Key change issues:
Organizational politics and lobbying
Merging of cultures as a form of change
Communicating change to internal employees and company stakeholders
Restructuring the organization as a common type of change
1-21

22. McDonald’s External pressures for change Key change issues:
The external environment can lead to organizational changes
Organizations may consider that they have a social responsibility to the external community, and this can lead to pressures for change
Not all planned changes come to fruition
1-22

23. Change at Google – New Leadership

24. For the next session, please:
Make groups
Have a copy of the book
Read Chapter1
A group for the first case of the book: IBM
A group for the first case from practice