1. Chapter 8
Implementing Change: Change Management, Contingency, & Processual Approaches
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Images of Managing Change
Rationale
Chapter 7
Coach
Organization Development
Appreciative Inquiry
Positive Organizational Scholarship
These theories and approaches focus on identifying and building on what is working best in the organisation.
Interpreter
Sense-Making
This approach as it alerts managers to the different influence that interpretations of change can have.
Chapter 8
Director
Change Management
Contingency Theories
They focus on strategic and planned organizational change. Intentional change outcomes can be achieved through a series of planned steps. There is certainty that it can be achieved.
Navigator
Processual Approach
The outcomes are the result of a complex interplay of different interests, both internal and external to the organization.
Images of Managing Change
Change Management Approach
Kotter’s Eight-Step Model
Other n-step models
N-step model issues
Change Management vs Organization Development
Contingency Approaches
Processual Approach
Note: The caretaker and nurturer images are not well addressed in the literature because as the assumption is that change managers receive rather than initiate change
8-2

3. Change Management Approach
Images of Managing Change
Change Management Approach
Kotter’s Eight-Step Model
Other n-step models
N-step model issues
Change Management vs Organization Development
Contingency Approaches
Processual Approach
Focuses on strategic, intentional and usually large-scale change
Entails following a variety of steps; the exact steps vary depending upon the model used
Belief that achieving organizational change is possible through a coordinated and planned approach
Very top-down
8-3

4. Kotter’s Eight-Step Model
Images of Managing Change
Change Management Approach
Kotter’s Eight-Step Model
Other n-step models
N-step model issues
Change Management vs Organization Development
Contingency Approaches
Processual Approach
Kotter’s eight-step model is one of the best known:
Establish the need for urgency
Ensure there is a powerful change group to guide the change
Develop a vision
Communicate the vision
Empower the staff
Ensure there are short-term wins
Consolidate gains
Embed the change in the culture
8-4

5. Other N-Step Models Ten commandements (Kanter, Stein and Jick 1992)
Images of Managing Change
Change Management Approach
Kotter’s Eight-Step Model
Other n-step models
N-step model issues
Change Management vs Organization Development
Contingency Approaches
Processual Approach
Ten commandements (Kanter, Stein and Jick 1992)
Ten Keys (Pendlebury, Grouard, and Meston 1998)
12 Action Steps (Nadler 1998)
Transformation Trajectory (Taffinfer 1998)
Nine-Phase Change Process Model (Anderson & Anderson 2001)
Step-by-Step Change Model (Kirkpatrick 2001)
12 Step Framework (Mento, Jones and Dirndorfer 2002)
RAND’s Six Steps (Light 2005)
Integrated Model (Leppitt 2006)
8-5

6. N-Step Model Issues The sequences of steps The number of steps
Images of Managing Change
Change Management Approach
Kotter’s Eight-Step Model
Other n-step models
N-step model issues
Change Management vs Organization Development
Contingency Approaches
Processual Approach
The sequences of steps
The number of steps
The timing of steps
The resourcing of steps
The involvement in each step
Difficult or easy?
Managing multiple steps
Revisiting different steps
“Are all steps needed for particular changes?”
8-6

7. Change Management - Criticisms
Reflective, rather than prospective
Interpreted differently by different people
Multiple changes may be happening
“Commandments” need to be tailored to each organization
Dialog must be both ways in reality
The change may require experimentation, with no definite finish
Strong leader may not be available
Criticized as being more to pad CV of mgrs

8. Contingency Approaches
Images of Managing Change
Change Management Approach
Kotter’s Eight-Step Model
Other n-step models
N-step model issues
Change Management vs Organization Development
Contingency Approaches
Processual Approach
Contingency approaches challenge the view that there is “one best way”
The style of change will vary, depending upon the scale of the change and the receptivity to change of organizational members.
In the Dunphy-Stace model the style of change varies from collaborative to coercive
8-8

9. Dunphy/Stace (DS)
Scale of change and style of change management must be matched to the org

10. Dunphy/Stace (DS) Developmental Transitions Task-focused transitions
Constant change due to evolving environment
Leader style is consultative
Gaining support for continuous improvement
Task-focused transitions
Change leader acts as captain
Seeking compliance in participation in change effort

11. Dunphy/Stace (DS) Charismatic Transformation Turnaround Taylorism
People accept that org is “out of step”
Still need a leader to gain emotional buy-in
Turnaround
Coercive, frame-breaking
Change needs to be forced through
Taylorism
Paternalistic, fine tuning

12. Paths of Change
Orgs may adopt a different change approach at different times
Taylorism and charismatic transformation
Turnarounds and Task-focused transitions
Developmental Changes and Charismatic
Developmental/Task Focused and Charismatic/Turnaround changes

13. Huy 4 categories of types of change Commanding
Short term, abrupt, rapid
Senior executives demand compliance
Engineering
Medium-term, changing work systems
change mgr as systems analyst
Teaching
Long-term, teach staff how to recog change
Socializing
Long term, change develops through participative, democratic process

14. Criticisms - Contingency
Achieving “fit” may be difficult due to differing perceptions of the conditions in which the fit is sought
Contingency approaches require greater analysis and decisions by managers; the prescriptiveness of change management models may be attractive to managers
Contingency approaches focus on leadership style rather than a specific set of actions
The use of different change styles at different times may raises questions in the minds of staff as to the credibility of senior management.
There is a question about “what” is contingent to managing change
8-14

15. Processual Approach Draws on a navigator approach
Change seen as continuous, not linear
“no clear beginning, or end”
It sees the outcome of change as occurring through a complex interplay of different interest groups, goals, and politics.
This approach alerts the change manager to the range of influences which they will confront and the way in which these will lead to only certain change outcomes being achieved
This approach is often used to provide a detailed analysis and understanding of change retrospectively.
8-15

16. Pettigrew
Questions that change can be accomplished with an n-step model
Time better spent gaining an understanding of the issues
Although proposes some stages
Problem sensing – and communicating
Development of concern about the problem
Acknowledgement of the problem
Planning and acting
Stabilizing change

17. Dawson Simple linear “recipes” should be challenged
Change recipes need to be adapted due to the reactions and politics they create
Initiation of change recipes will “change” the environment in which change happens
Political processes impact speed of change