Reflective Essay by using Gibbs Reflective Cycle
Shane hog
ChangeManagement.pptxLeading Strategic Change
Change Management
Managers in modern business are expected to be more strategic, more entrepreneurial, more innovative and more changed-centred.
(Dalton, 2010)
Leading modern organisations
Types of Change
Technology – production processes
The product or service – the output of the business
Administrative changes – structure; policies; budgets; reward systems
People attitudes – expectations; behaviour
Structural changes (merger, acquisition, restructuring)
Cost changes (reducing budgets, redundancies)
Cultural changes. (change to organisations shared assumptions, values, and beliefs)
Different views exist as to what is a ‘trigger’ or ‘driver’ of change. It can be triggered by:
Large-scale uncertainty – in the form of either threat or an opportunity
Comparisons between current and past or future performance
Environmental changes
Technological changes
Changes in people
Government legislation
Advances in process or product technology
Changing consumer requirements, expectations or taste
Competitor or supply change activities
Triggers of Change (Hughes, 2007)
Political
Economic
Social
Technology
Legal
Environmental
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Drivers of Change
Increases in the size, complexity and specialization of organizations
People and their skills
Managers and power
Advances in process or product technology
Environmental
Technological obsolescence or innovation
Government legislation, political and social events
Consumer requirements
Competitor activities
Globalisation
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Understanding Change
A change culture is highly desirable for many organizations but very difficult to achieve. Implementation of change requires:
a perceived need for change can originate with either the strategic leader or managers throughout the company who are aware of the possibilities
the necessary resources involves aspects of competency as well as physical resources, and the ways in which managers use power to influence the allocation and utilization of resources
commitment – the culture of the organization will influence the extent to which managers are responsive and innovative.
Understanding Change A Classification Framework
What is Change?
Why is the Change taking place?
Who is making the decision to change?
What is the history of the change?
How is the change being communicated?
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Lewin’s Force-field Analysis
Lewin’s 3 Step Change Process
Unfreeze
"Unfreezing" involves finding a method of making it possible for people to let go of an old pattern that was counter productive in some way by strengthening driving forces & weakening restraining forces
Move/change to new state
Involves a process of change - in thoughts, feelings, behaviour, or all three, that is in some way more liberating or more productive
Introduce new technology to improve productivity.
Influence direction of movement in unbalanced system
Top down – active top-down communication (advocated by Lewin’s model)
Bottom-up active participation by the affected parties
Refreeze
"Refreezing" is establishing the change as a new habit, so that it now becomes the "standard operating procedure."
New behavioural patterns stabilise/institutionalised
Establish new recruiting policies
Promote those who symbolise new corporate values
Performance appraisal
Kotter’s 8 Step Change Process
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Planned Model
Bullock and Batten (1985) developed an integrated four phase model based on a review and synthesis of over 30 models of change:
Model has two dimensions - change phases and processes
Exploration – identifying need for change and the resources required to make it happen
Planning – collecting information; identifying goals; identifying strategies; gaining support
Action – move from current to desired state including support, feedback, evaluation
Integration – consolidate; stabilise; reinforce; diffuse; monitor
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Criticisms of Planned Change approach
Ignores complex and dynamic nature of environmental and change processes
Ignores continuous need for flexibility and adaptation
Assumes we can make controlled movement from one state to another
Assumes consensus – ignores power and politics
Assumes managers can have full confidence in their actions
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Emergent Approach to Change
‘Change cannot and should not be solidified, or seen as a series of linear events within a given period of time; instead, it is viewed as a continuous process’ (Burnes, 2000)
Emergent approach views change process as unfolding through the interplay of multiple variables (context, political processes and consultation)
Stresses developing and unpredictable nature of change
Change as a continuous process of adaptation and experimentation
More analytical and less prescriptive
Culture of adaptation and learning
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Problems with the Emergent Approach
Not all organisations exist in turbulence all the time
Idealised linkage between learning culture and change
To what extent does organisational learning exist?
Can managers take on this role?
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Reactions to change
Kubler-Ross 1969 "On Death And Dying"
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Resistance to Change
Resistance where people have worked out ways of doing things which are beneficial to them in terms of their objectives and preferences.
Resistance to ‘sideways change’ (expanding certain activities, contracting elsewhere) unless people are fully aware of reasons and implications.
Fear of the unknown as people feel comfortable with situations, policies and procedures that they know.
Organization or managers may resist external pressures if change involves expense, investment in new equipment and the associated risks.
Resistance where there are perceived flaws or weaknesses in the proposal.
Where particular policies, behaviour patterns and ways of doing things have been established and in effect have become part of the culture of the organization, change will require careful implementation.
1. Fear
2. Lack of information
3. Lack of perceived benefit
4. Habit
(Martin, 2005)
Why people resist change
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How do people resist change?
Sabotage
Work manipulation
Misuse of resources
Rumour and gossip
(Martin, 2005)
| Name | Type of Resister | Characteristics |
| Wolves | Howl a lot, but only strike when in a pack | |
| Sheep | Bleat a lot but follow the ram | |
| Sinister sheep | Silent and unpredictable | |
| Prize ram | Where they go others follow |
Types of Resister
Education / communication
Participation
Facilitation and Support
Negotiation
Co-optation
Manipulation
Coercion
(Kotter, 1986)
Overcoming resistance to change
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Change – Who?
Change agents: individual or group that effects strategic change in an organisation.
Leadership: process of influencing an organisation or group within an organisation in its efforts towards achieving an aim or goal.
Managers: the implementers of strategy.
Different approaches to organisational change….
Emergent change – emerges without prior intention or planning such as dealing with contingencies, breakdowns etc. (Burnes, 1996: P291)
Planned change – change that is planned and managed in detail by an organisation rather than changes that come about by accident, force or impulse (Marrow, 1969)
Incremental change – barely noticeable change in the day-to-day business of an organisation which happens in small steps e.g. minor changes to policies and procedures (Rees and French, 2013)
Improvisational change – change which may begin with a plan but which recognises the necessity to react to circumstances as they arise often in an unplanned way (Orlikowski & Hofman, 1997)
Summary
Definitions of change management
Triggers/sources of change
Types of change
Models of change
Resistance to change
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