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right rules of change
Multistep models: how to achieve large-scale, transformational change:
Number of steps (5- to 13-step-models)
Do all steps need to be followed?
Do they need to be followed in sequence?
Do they need to be adapted to specific settings?
Establish the need for urgency
Ensure there is a powerful change group to guide the change
Develop a vision
Communicate the vision
Ensure there are short-term wins
Embed the change in the culture
which similarities do OD and RRC have?
The phenomena “change”
linearity of process
existence of unambiguousness of organizational stages (change vs. stability)
change as exception
Lack of theory (very abstract frame of reference)
Blind spots: e.g. power
The phenomena of “change”
possibility of a technical transformation of the organization
Lack of theory (no theoretical foundation)
The social dimension as such
Emergent vs plannes changes
How does “emergent change” relate to “planned change”?
What are the major characteristics of emergent change?
What are the assumptions of planned change and which are the arguments with which Weicks challenges these assumptions?
Emergent change is the realization of new pattern of organizing in the absence of explicit a priori intention.
What is the task of manage
What are the 10 points of the sensemaking?
Don’t panic in the face of disorder
You never do one thing all alone
Chaotic action is preferable to orderly inaction
The most important decisions are often less apparent
There is no solution
Stamp out utility
The map is the territory
Rechart the organizational chart
Visualize organizations as evolutionary systems
Advantages planned changes
Captures attention and focuses on a single direction
Usually aligned with the distribution of power in the organization
It conveys to stakeholders the impression of being a rational program
Allows a more informed choice among options for implementation
It consists of an explicit, compact mandate, it may be easier to diffuse, although this very solidity may also make it easier to attack
Disadvantages planned change
Uneven diffusion among units
Large short term losses difficult to recover
Adoption of best practises without considering the context
Change outdated before finished
Ignorance mngt about capabilities front line
Emergent change advantages
Capability to increase readiness and receptiveness to planned change
Likelihood of satisfying needs for autonomy, control, and expression
Proneness to swift implementation
Resistance to unraveling
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