Managing organizational change a multiple perspectives approach ppt

Chapter 11

Sustaining Change versus Initiative Decay

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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.

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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 & Sustaining Change

Images of Managing & Sustaining Change

Sustaining Change

Threats to Sustainability

Praiseworthy & Blameworthy Failures

Actions to Sustain Change

Words of Warning

12-*

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

Image View of Sustainability
Director It is the responsibility of the change manager to design the change process and direct people to comply such that the change objective is achieved as planned.
Navigator The change manager designs the change process so as to best fit the conditions faced, recognizing that modifications will almost certainly need to be made en route and that the final outcome may not be as originally envisaged.
Caretaker To the extent to which intended outcomes are achieved, this is primarily the result of environmental factors, not management intervention.
Coach If intended outcomes are achieved, it is because the change manager has been successful in helping organizational members develop within themselves the capabilities necessary for success.
Interpreter The change manager plays a central role in the development of an understanding of the meaning of outcomes, in particular with regard to what is taken as a successful resolution of the change process.
Nurturer Change processes will have outcomes, but these are in continual state of flux and are largely out of the hands of managers.
Sustaining Change

Once implemented, change is not always embedded in an organization
The ability to make the change “stick” indicates the long-term success of the change
There are a number of actions that can help sustain change.
Images of Managing & Sustaining Change

Sustaining Change

Threats to Sustainability

Praiseworthy & Blameworthy Failures

Actions to Sustain Change

Words of Warning

12-*

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

Threats to Sustainability

Ten factors that can lead to the failure of a change to be sustained (‘initiative decay’) (Buchanan et al, 2007)

The initiators and drivers of the change move on (before the change is embedded)

Accountability for the success of the change becomes diffuse

Knowledge about the new practice is lost through turnover

Old habits are imported with recruits from less dynamic organizations

The factors that were the reasons for change are no longer visible

New managers want to drive their own agenda

Those opposed to change who have ‘bided their time’ take opportunities as they emerge to undermine the change.

Implementation funding runs out.

Attention/resources shift to new priorities

People suffer ‘initiative fatigue’

Images of Managing & Sustaining Change

Sustaining Change

Threats to Sustainability

Praiseworthy & Blameworthy Failures

Actions to Sustain Change

Words of Warning

12-*

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

Praiseworthy & Blameworthy Failures

The failure of a change is not always a problem that needs to be solved
A ‘productive failure’ is one which provides an organization with valuable lessons (Marks & Roberts, 1995)
In order to learn from failures (Edmondson, 2011):
Frame the work accurately (identify the sorts of failure that may be expected)

Embrace messengers – don’t punish those who deliver news of failure.

Acknowledge limits – be open about mistakes

Invite participation – ask people to identify failures and encourage the offering of ideas

Be clear about what sort of actions are blameworthy.

Images of Managing & Sustaining Change

Sustaining Change

Threats to Sustainability

Praiseworthy & Blameworthy Failures

Actions to Sustain Change

Words of Warning

12-*

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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Actions to Sustain Change

Redesign roles:
Redesign reward systems
Link selection decisions to change objectives
Act consistently with advocated actions (‘walk the talk’)
Encourage voluntary acts of initiative
Measure progress
Celebrate en route
Fine tune
Images of Managing & Sustaining Change

Sustaining Change

Threats to Sustainability

Praiseworthy & Blameworthy Failures

Actions to Sustain Change

Words of Warning

12-*

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

Words of Warning

Expect some unanticipated outcomes
Be alert to the limitations of measurement
Beware premature declaration of victory
Beware the escalation of commitment
Recognize “productive failure”
Images of Managing & Sustaining Change

Sustaining Change

Threats to Sustainability

Praiseworthy & Blameworthy Failures

Actions to Sustain Change

Words of Warning

12-*