Change Management

when ie the logic of the organization is not allowing for mistakes and errors, the logic of change will be block creative ideas. The logic is reflected

1. High growth rate2. Ability to change continuously3. Highly visionary company leadership4: Success-oriented company culture

a system of shared meaning held by members that distinguished the organization from other organizations

Purpose: in which business are we in?

Structure: how do we divide the work?

Rewards: do all tasks have incentives?

Helpful mechanisms: have we adequate coordinating tchnologies?

Relationships: how do we manage conflicts among people?

Leadership: does someone keep the boxes in balance?

Structure: formal organizational design

Strategy: competive success

System: procedures

Style: actions of managers and other employees

Skills: crucial attributes - dominating capabilities

Subordinates goals: organizational vision

Staff

organization is determined by the consistency between the various elements that comprise the organization

Strategy

Structure

Process and lateral capability

Reward systems

People practise

Change initiator: identify the need of change, has the power, takes the change to the organization

change facilitator: assist the initiator, eases organizational changes

change implementer: takes actions to make change happen, implementation skills

change recipient: is affected by the change

Focuses on the social aspect of change

planned change

Lewin model:

stability --> esablish the need of change

change --> new behaviour through cognitive restructuring

stability --> integration of new behavior into social and organizational relationships

It embraces the whole organization

Groups and teams are key focus for change (not individuals)

Changing

Individual attitudes and behavioral patterns and competencies

Organizational culture and climate

Organizational communication structures and formal structures (in a wider sense such as working time, reward systems)

Long-term change (typically taking two or three years to achieve effective change) (no crisis management)

Involvement of a Change Agent

Intervention by experience-based learning and action research, as it helps to identify current behaviors and modifications that are needed

Striving for harmony between the following goals:

Humanisation of work (Humanisierung der Arbeit)

Increasing performance of the organization

Humanistic values relate to openness, honesty, and integrity.

Democratic values relate to social justice, freedom of choice, and involvement

Developmental values relate to authenticity, growth, and self-realization.

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

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

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

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!

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

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

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

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

Can be slow to cumulate

Too small to affect outputs and outcomes

Limited by pre existing culture and technology

Diffuse rather than focused

Unlikely to generate a real swift

Ongoing

Adaptation

Alterations

Close to sensemaking

No intertia

Experimental