Managing organizational change a multiple perspectives approach ppt

Chapter 10

Change Management, Processual & Contingency Approaches

Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

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Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.

The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.

Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change”

(Chapters 1, 4, and 12), change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator” (Chapter 7).

• A new chapter, “The Effective Change Manager: What Does It Take?” (Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled.

• Improved visual appeal with more graphics and occasional memorable cartoons.

Now available with —the leading adaptive learning resource.

connect.mheducation.com

Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.

The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.

Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change” (Chapters 1, 4, and 12),

change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator” (Chapter 7).

• A new chapter, “The Effective Change Manager: What Does It Take?” (Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled.

• Improved visual appeal with more graphics and occasional memorable cartoons.

Now available with —the leading adaptive learning resource.

connect.mheducation.com

Images of Managing Change, Approach & Focus

Images of Managing Change, Approach & Focus

Change Management

Change by Checklist

Stage Models of Change Management

Change Management vs OD

Processual Approaches 1

Processual Approaches 2

Contingency Approaches 1

Contingency Approaches 2

Note: The caretaker and nurturer images are not central to managing change literature because they involve the assumption that managers receive rather than initiate change

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Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Image Approach Focus

Chapter 9

Coach Organization Development Appreciative Inquiry Positive Organizational Scholarship Broadly based on assumptions about the importance of humanistic values (openness, honesty, integrity), democratic values (social justice, freedom of choice, involvement), and developmental values (authenticity, growth, self-realization)

Interpreter Sense-Making The significance of the meanings that people attribute to actions, how these meanings influences people’s behaviors, and how managers of change can take this into account. .

Chapter 10

Director Change Management Contingency Focus on strategic and planned organizational change. Intentional change outcomes are treated as achievable through a series of planned steps.

Navigator Processual Treats outcomes as the result of a complex interplay of different interests, both internal and external to the organization.

Change Management

Change by Checklist

Stage Models

Images of Managing Change, Approach & Focus

Change Management

Change by Checklist

Stage Models of Change Management

Change Management vs OD

Processual Approaches 1

Processual Approaches 2

Contingency Approaches 1

Contingency Approaches 2

8-*

Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Change by Checklist

Sample checklist models

Pfeffer & Sutton (2006)

DICE/BCG (Sirkin et al, 2005)

ADKAR (Hiatt, 2006)

McKinsey/Keller et al (2010)

Images of Managing Change, Approach & Focus

Change Management

Change by Checklist

Stage Models of Change Management

Change Management vs OD

Processual Approaches 1

Processual Approaches 2

Contingency Approaches 1

Contingency Approaches 2

8-*

Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Stage Models of Change Management

Treat change as best managed by taking action in a specific sequence of stages/steps

Lewin’s (1951) classic model: unfreezing, moving, refreezing

Kotter’s (2007) widely used eight-step model

Establish the need for urgency

Ensure there is a powerful change group to guide the change

Develop a vision

Communicate the vision

Empower the staff

Ensure there are short-term wins

Consolidate gains

Embed the change in the culture

Note Kotter’s (2012b) revision of his framework

Images of Managing Change, Approach & Focus

Change Management

Change by Checklist

Stage Models of Change Management

Change Management vs OD

Processual Approaches 1

Processual Approaches 2

Contingency Approaches 1

Contingency Approaches 2

8-*

Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Change Management vs OD

(As noted in Ch 9) critics of OD characterise it as predominantly incremental and attached to humanistic/participative values, making it too ‘employee-centric’ and as such ‘not up to’ the challenge of having organizations respond quickly to the demands of a rapidly changing environment.

Critics of Change Management (checklists, stage/step models) characterise it as over-prescriptive, simplistic, and too ‘management-centric’, and as such insufficiently attentive to the complexities and nuances involved in organizational change.

Images of Managing Change, Approach & Focus

Change Management

Change by Checklist

Stage Models of Change Management

Change Management vs OD

Processual Approaches 1

Processual Approaches 2

Contingency Approaches 1

Contingency Approaches 2

8-*

Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Processual Approaches 1

Pay attention to (Dawson & Andriopoulos,2014):

the past, present and future context in which the organization functions.

the substance of the change, e.g., new technology

the transition process – tasks, activities, decisions, timing, sequencing

political activity both within and outside the organization

the interactions between these factors

Images of Managing Change, Approach & Focus

Change Management

Change by Checklist

Stage Models of Change Management

Change Management vs OD

Processual Approaches 1

Processual Approaches 2

Contingency Approaches 1

Contingency Approaches 2

8-*

Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Processual Approaches 2

Strengths

Recognises the complexity of change, including the multiple factors that interact to produce an outcome

Treats change as a process with a past, present and future, all of which have to be taken into account

Highlights the political nature of organizations and the importance of the change manager having political skills

Limitations

Can make change seem overly complex and unmanageable

Can make the role of people as active agents seem of limited significance in the face of contextual social forces

Tends to produce generic rather than specific advice about what to do in a given situation.

Images of Managing Change, Approach & Focus

Change Management

Change by Checklist

Stage Models of Change Management

Change Management vs OD

Processual Approaches 1

Processual Approaches 2

Contingency Approaches 1

Contingency Approaches 2

8-*

Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Contingency Approaches 1

Contingency (‘it depends’) approaches challenge the view that there is one best way to manage change

Different contingency models focus on different factors as the key ones to consider.

Example model (Stace-Dunphy) (Stace & Dunphy, 2001)

Focuses on two factors (i) style of change (collaborative/consultative vs directive/coersive) and (ii) scale of change (incremental vs transformative)

Four resulting strategies (i) participative evolution, (ii) forced evolution, (iii) charismatic transformation, (iv) dictatorial transformation

Each strategy is best used in a specified set of circumstances.

Images of Managing Change, Approach & Focus

Change Management

Change by Checklist

Stage Models of Change Management

Change Management vs OD

Processual Approaches 1

Processual Approaches 2

Contingency Approaches 1

Contingency Approaches 2

8-*

Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Contingency Approaches 2

While the idea that the best approach (to managing change) depends on the situation may be seen as logical and appealing, applying a contingency approach can be challenging because:

Differing perceptions may exist as to the nature of the conditions that should determine the appropriate approach to managing change.

Contingency approaches require more analysis and option selecting by managers; the prescriptiveness of change management models may be attractive to managers.

Many managers may not have the capability (the ‘behavioral flexibility’) to move between different styles as required by a contingency approach as situations change.

Managers use of different change styles at different times may be interpreted as inconsistency by staff leading to the questioning of managers’ credibility.

Images of Managing Change, Approach & Focus

Change Management

Change by Checklist

Stage Models of Change Management

Change Management vs OD

Processual Approaches 1

Processual Approaches 2

Contingency Approaches 1

Contingency Approaches 2

8-*

Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

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