Final 6360

Chapter 2: How to Lead Organizational Change: Frameworks

Chapter Overview

• Chapter 2 differentiates between HOW to change and WHAT to change. Change leaders must understand both.

• This chapter focuses on HOW to create change • Six process-oriented models of planned, purposeful

change are discussed • The last of these is the Change Path Model: it is the

guiding framework used in this book • These six models will give you language to articulate

models of how to bring about organizational change

2Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Getting a Handle on the Change Challenge

Two distinct aspects in any change management situation need to be addressed:

• WHAT needs to change

• HOW to bring about that change

3Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Sigmoid Curve

4Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Nature of Managed Organizational Change: Lewin’s View

Unfreeze Change Refreeze

5Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Kotter’s Eight-Stage Process

1. Establishing a sense of urgency

2. Creating a guiding coalition

3. Developing a vision and strategy

4. Communicate the change vision

5. Empower employees

6. Generate short-term wins 7. Consolidate gains and produce more change

8. Anchor the new approaches in the culture

6Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Gentile’s Giving Voice to Values

• Clarification and articulation of one’s values

• Post decision-making analysis and implementation plan

• The practice of speaking one’s values and receiving feedback from peers

7Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Duck’s Five-Stage Change Curve

• Stagnation

• Preparation

• Implementation

• Determination

• Fruition

8Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Beckhard and Harris’ Change Process Model

9Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

The Change Path Model

Awakening Chapter 4

Mobilization Chapters 5 through 8

Acceleration Chapter 9

Institutionalization Chapter 10

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 10

Components of the Model

• Awakening: Why change? What data helps to wake people up?

• Mobilization: Gap analysis—the desired future state and the present state

• Acceleration: Getting there from here— action planning and implementation

• Institutionalization: Monitoring, measuring the change, and helping to make the change stick

11Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 2.2 Interview a Manager

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v Interview a manager who has been involved in implementing an organizational change. Ask them to describe the change, what they were trying to accomplish, and what happened?

v HOW did the managers work to make things happen? Who did they involve? How did they persuade others? What resources did they use?

v Describe WHAT was being changed. Why were these things important?

v Which was more important to the change in the end: HOW things were changed or WHAT was changed?

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Summary

• We need to differentiate between WHAT needs to change and HOW to change

• This chapter has focused on the HOW change is accomplished, i.e., the process

• The HOW of change is all about managing the process. This chapter gives us ways of thinking about this process with particular attention to the Change Path Model

13Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.