1. Lecture # 35

2. Difficulties in implementing Strategic Change: 1. Organization immune system -Human system seeks homeostasis and equilibrium -We prefer predictable and stable world -Scientific knowledge 2. Numerous complex variables at work - Intervention in one field or domain do not yield results 3. Interconnectedness of various elements -Organization is like a Woven fabric or sweater – if you pull one string or single thread – you run the danger of unraveling the whole 4. The need to change every thing at once - Incremental, gradual or radical change

3. Significance of implementation Process The weakness of many change results is often attributed to failures in the implementation process rather than strategy itself( Beer et al 1990) One problem is that research has long been characterised by search for the one best way to implement change (Dunphy & Griffiths 1998) 5. Activity centered change programmes (a common pattern of failure) - e.g. Training Programme 6. Focus on quantity or numbers – (revenue centric approach) Dominant tendency when organization is in growth phase

4. Example of Public Sector organization Example of Business organization Focus should be on qualitative or behavior Change implementation approaches: 1. Participative approaches: Sensitivity training, Participation, Teams and Job-redesign - Key mechanism of attitudinal change in this method is the generation of the support among the workforce

5. 2. Unilateral is achieved through technological solutions such as measurement and automation, system and process re-design, system and process redesign, and the restructuring of communication, authority, work rules etc. Behavioural changes lead to cause a shift in attitudinal change.

6. COMPARISON Change can be characterised as technical-structural or behavioural Focus of Unilateral Change :The success experienced by the workforce from forced changes will ultimately lead to workforce satisfaction and support. These are based on prescriptive, control and authority which modify objective or formal aspect of the work place. Participation and culture things are too abstract – successful change results from focus on work itself

7. Shared methods are participative, consultative that directly target the values, attitude and skills of organizational members. Because employees are involved – they develop an ownership – which translate into commitment and motivation to make the change work. Unilateral change approach is considered simplistic to have change without employees support. Knowing both types of change - IMPERATIVE type of change (technical –structural or behavioural –social) should correspond to technique of change.