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Organizational Change 3e

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This book is dedicated to our partners: Heather, Bertha, and Steve.

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Organizational Change

An Action-Oriented Toolkit

3e

Tupper F. Cawsey Wilfrid Laurier University

Gene Deszca Wilfrid Laurier University

Cynthia Ingols Simmons College

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FOR INFORMATION:

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Printed in the United States of America

Library of Congress Cataloging-in-Publication Data

Cawsey, T. F.

Organizational change: an action-oriented toolkit / Tupper F. Cawsey, Gene Deszca, Cynthia Ingols. — Third edition.

pages cm

Includes index.

ISBN 978-1-4833-5930-4 (pbk.: alk. paper)

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1. Organizational change. I. Deszca, Gene. II. Ingols, Cynthia. III. Title.

HD58.8.C39 2016

658.4′06—dc23 2015006458

This book is printed on acid-free paper.

Acquisitions Editor: Maggie Stanley

Associate Editor: Abbie Rickard

Editorial Assistant: Nicole Mangona

eLearning editor: Katie Bierach

Production Editor: Libby Larson

Copy Editor: Terri Lee Paulsen

Typesetter: C&M Digitals (P) Ltd.

Proofreader: Bonnie Moore

Indexer: Will Ragsdale

Cover Designer: Michael Dubowe

Marketing Manager: Liz Thornton

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Detailed Contents

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Detailed Contents Preface Acknowledgments Chapter 1: Changing Organizations in Our Complex World

Defining Organizational Change The Orientation of This Book

Environmental Forces Driving Change Today The Implications of Worldwide Trends for Change Management

Four Types of Organizational Change Planned Changes Don’t Always Produce the Intended Results

Organizational Change Roles Change Initiators Change Implementers Change Facilitators Common Challenges for Managerial Roles Change Recipients

The Requirements for Becoming a Successful Change Leader Summary Key Terms End-of-Chapter Exercises

Chapter 2: Frameworks for Leading the Process of Organizational Change: “How” to Lead Organizational Change

Differentiating How to Change From What to Change The Processes of Organizational Change (1) Stage Theory of Change: Lewin

Unfreeze Change Refreeze

(2) Stage Model of Organizational Change: Kotter Kotter’s Eight-Stage Process

(3) Giving Voice to Values: Gentile GVV and Organizational Change

(4) Emotional Transitions Through Change: Duck Duck’s Five-Stage Change Curve

(5) Managing the Change Process: Beckhard and Harris (6) The Change Path Model: Cawsey–Deszca–Ingols Application of the Change Path Model

Awakening: Why Change? Mobilization: Gap Analysis of Hotel Operations Acceleration: Getting From Here to There Institutionalization: Measuring Progress Along the Way and Using Measures to Help Make the Change Stick

Summary

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Key Terms End-of-Chapter Exercises

Chapter 3: Frameworks for Diagnosing Organizations: “What” to Change in an Organization Open Systems Approach to Organizational Analysis (1) Nadler and Tushman’s Congruence Model

History and Environment Strategy The Transformation Process Work The Formal Organization The Informal Organization People Outputs An Example Using Nadler and Tushman’s Congruence Model Evaluating Nadler and Tushman’s Congruence Model

(2) Sterman’s Systems Dynamics Model (3) Quinn’s Competing Values Model (4) Greiner’s Model of Organizational Growth (5) Stacey’s Complexity Theory Summary Key Terms End-of-Chapter Exercises

Chapter 4: Building and Energizing the Need for Change Understanding the Need for Change

Seek Out and Make Sense of External Data Seek Out and Make Sense of the Perspectives of Stakeholders Seek Out and Make Sense of Internal Data Seek Out and Assess Your Personal Concerns and Perspectives

Assessing the Readiness for Change Heightening Awareness of the Need for Change Factors That Block People From Recognizing the Need for Change

Developing a Powerful Vision for Change The Difference Between an Organizational Vision and a Change Vision Examples of Organizational Change Visions

Google’s Implied Vision for Change in Telecommunications Xerox’s Vision for Creating Agile Business Processes IBM—Diversity 3.0 Ronald McDonald House Charities (RMHC) Vision Tata’s Vision for the Nano World Wildlife Fund: Vision for Its Community Action Initiative—Finding Sustainable Ways of Living Vision for the “Survive to 5” Program Change Vision for “Reading Rainbow”

Summary Key Terms A Checklist for Change: Creating the Readiness for Change

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End-of-Chapter Exercises Chapter 5: Navigating Change Through Formal Structures and Systems

Making Sense of Formal Structures and Systems Impact of Uncertainty and Complexity on Formal Structures and Systems Formal Structures and Systems From an Information Perspective

Aligning Systems and Structures With the Environment Structural Changes to Handle Increased Uncertainty Making Formal Structure and System Choices

Using Structures and Systems to Influence the Approval and Implementation of Change Using Formal Structures and Systems to Advance Change Using Systems and Structures to Obtain Formal Approval of a Change Project Using Systems to Enhance the Prospects for Approval Ways to Approach the Approval Process

Aligning Strategically, Starting Small, and “Morphing” Tactics The Interaction of Structures and Systems With Change During Implementation Using Structures and Systems to Facilitate the Acceptance of Change Developing Adaptive Systems and Structures Summary Key Terms Checklist: Change Initiative Approval End-of-Chapter Exercises

Chapter 6: Navigating Organizational Politics and Culture Power Dynamics in Organizations Departmental Power Organizational Culture and Change

How to Analyze a Culture Tips for Change Agents to Assess a Culture

Understanding the Perceptions of Change Identifying the Organizational Dynamics at Play

Summary Key Terms Checklist: Stakeholder Analysis End-of-Chapter Exercises

Chapter 7: Managing Recipients of Change and Influencing Internal Stakeholders Stakeholders Respond Variably to Change Initiatives

Not Everyone Sees Change as Negative Responding to Various Feelings in Stakeholders

Positive Feelings in Stakeholders: Channeling Their Energy A