Lernkarten

Sara Specchia
Karten 26 Karten
Lernende 4 Lernende
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Erstellt / Aktualisiert 13.06.2012 / 04.04.2019
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9 Exakte Antworten 17 Text Antworten 0 Multiple Choice Antworten
Fenster schliessen

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?

Kotter (1996)

Establish the need for urgency

Ensure there is a powerful change group to guide the change

Develop a vision

Communicate the vision

Empower staff

Ensure there are short-term wins

Consolidate gains

Embed the change in the culture

Fenster schliessen

which similarities do OD and RRC have?

OD

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

RRC

The phenomena of “change”

linearity of process

possibility of a technical transformation of the organization

Lack of theory (no theoretical foundation)

Blind spots

The social dimension as such

Fenster schliessen

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

Fenster schliessen

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

Complicate yourself!

Fenster schliessen

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

Fenster schliessen

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

Fenster schliessen

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

Fenster schliessen

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