managing change
Lola2230
New_Ch_6_RD.pptChapter 6
Vision and the Direction of Change
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
2.pdf
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
Vision
- Having a vision is often linked to why successful organizational change is achieved
- Conversely, lack of vision is frequently associated with organizational decline
- The concept of vision is controversial because of the cynicism that can exists around bland or too grandiose vision statements
- Visions are useful when they couple an engaging picture of the future with sufficient detail to be meaningful to the ‘targets’ of the vision
- Organizational change is linked to the image one has of managing change
- Vision is commonly thought of as a guide for the organization in identifying the appropriateness of particular changes that are proposed
Vision
Images of Managing Change
Characteristics of Effective Visions
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Images of Managing Change
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
| Images | Link Vision and Change |
| Director | Vision is something that is essential to producing successful organizational change. It should be articulated early on and it is up to leaders to do this. |
| Navigator | Vision is important but not necessarily able to be achieved because of competing visions that exist among various organizational parties and stakeholders. |
| Caretaker | Vision is in many ways immaterial to the way change will proceed. Change is rarely the outcome of visionary actions |
| Coach | Vision is something that is important and is more likely to emerge through the facilitation skills of the change leader interacting with his or her followers, shaping their agendas and desired futures. |
| Interpreter | Vision is the ability to articulate the inner voice of the organization, that which is lived, be it core ideology or values, and that underpins the identity of the organization. |
| Nurturer | Vision is emergent from the clash of chaotic and unpredictable change forces. Visions are likely to be temporary and always in the process of being rewritten. |
Characteristics of Effective Visions
- Focused yet flexible (Kotter, 2006)
Vision components (Boal & Hooijberg, 2001)
Cognitive - focuses on identifying outcomes and how they will be achieved
Affective – focuses on appealing to values and beliefs to build motivation and commitment
Four generic characteristics of vision (Nutt & Backoff, 1997):
Possibility - what can be achieved
Desirability - why what’s achievable is attractive
Actionability - how vision can be achieved
Articulation - powerful imagery about future
Three components of vision (Pendlebury et al, 1998):
why the change is needed
the aim of the change
the change actions that will be taken
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Content of Meaningful Vision
- Vision as stories
This allows a vivid description of the change to which people can relate. Stories are more effective than simple vision statements because people can imagine themselves and their actions in the future.
- Relationship to mission and goals
Vision is often confused with other terms such as mission statements, goals and values
Whereas vision usually paints a picture of the future and is inspirational, mission statements are more purposive and instrumental in outlining what needs to be done.
- Relationship of Vision to Market Strategy:
It has been argued that having a well-specified market vision such as this helps to identify how the company will grow and compete.
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
How Context Affects Vision
- There are four organizational contexts in terms of their ability to produce visionary change that should be considered. These are:
Rigid organizations
Bold organizations
Overmanaged organizations
Liberated organizations
- A vision will “take” in an organization depending on whether there is a contextual “trigger” that alerts people to the need for a new vision.
- The national and cultural context in which the organization is embedded is also important.
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Processes by Which Vision Emerges
- Approaches to creating vision include:
Crafting the vision: this can be either leader-dominated, pump-priming or facilitated
Questions that help to develop a vision: this can be done through an intuitive, analytic or benchmarking approach
Connecting the vision to the organization’s ‘inner voice’: this connects the vision to the underlying values and beliefs that are held within the organization.
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Failure of Vision
Visions can fail for a number of reasons including when they are (Pendlebury et al., 1998):
- too specific - too complex
- too vague - inadequate
- irrelevant - blurred
- unrealistic - a ‘rearview mirror’
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Debates linking Vision and Change
- There are three key debates that link vision and change.
Does vision drive change or emerge during change?
Does vision help or hinder change?
Is vision an attribute of heroic leaders or of heroic organizations?
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
