Summary Thoughts on Organizational Change ( discussion )

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SEU_MGT521_Mod14_PPT_Ch11.pptx

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Chapter 11:

The Future of Organizations and the Future of Change

Chapter Overview

This chapter presents an expanded summary model of organization change

The future of organizational change and organizational change agents are discussed

Two main routes exist to becoming a change agent: sophisticated technical specialist and strategic generalist routes

Paradoxes related to change management are summarized

Questions are raised about how to orient yourself to organizational change

The Change Path Model

Use Diagnostic Models in Chs. 2 and 3 to Better Assessing the Context:

How to Change

What to Change

Identify the need for change

Articulate gap between current situation and desired future state and develop awareness of need for change

Develop and disseminate powerful vision for change

Initial Organization Analysis

Chapters 2 & 3

Awakening

Chapter 4

The Change Path Model

Chapter 5

Navigating Change Through Formal Structures and Systems

Mobilization

Chapters 5 through 8

Chapter 6

Navigating Organizational Politics and Culture

Chapter 7

Managing Recipients of Change and Influencing Internal Stakeholders

Chapter 8

Becoming a Master Change Agent

The Change Path Model

Acceleration

Chapter 9

Institutionalization

Chapter 10

Planning and implementation that engages and empowers others

Action planning tools

Communications planning

Managing the transition and after-action review

Tracking and measuring the change over time to assess progress, make modifications (as needed), and manage risk

Institutionalizing the change through systems

The Change Path Model

Awakening

Chapter 4

Acceleration

Chapter 9

Institutionalization

Chapter 10

Mobilization

Chapters 5 through 8

Summary Checklist for Change

Following the Change Management Process:

Chs. 2 and 3: Initial Organizational Analysis

Unfreezing the system

How to change?

What to change?

Understand the complexity, levels of analysis, and time dynamics of change

Summary Checklist for Change (cont.)

Awakening

Ch.4: Building and Energizing the Need for Change

Understanding the need for change

Articulating the gap between the current mode of operation and the desired future state and developing awareness of the need for change

Developing the powerful vision for change

Summary Checklist for Change (con’.)

Mobilization

Ch.5: Navigating Change Through Formal Systems and Structures

Assessing their weaknesses and strengths

Leveraging them to gain approval

Leveraging them to gain acceptance

Creating more adaptive systems and structures

Ch.6: Navigating Organizational Politics and Culture

Power dynamics

Perception of change and the change equation

Force field analysis

Stakeholder analysis

Summary Checklist for Change (cont.)

Mobilization

Ch.7: Managing Recipients of Change and Influencing Internal Stakeholders

Responses to change: +ve, ambivalence, and –ve

Psychological contract

Stages of reaction to change

Impact of personality, experience on change

Managing forward with recipients and internal stakeholders

Summary Checklist for Change (cont..)

Mobilization

Ch.8: Becoming a Master Change Agent

Factors influencing change agent success

Change leader characteristics

Change leader development

Types of change leaders

External change agents

Effective change teams

Summary Checklist for Change (cont..)

Acceleration

Ch.9: Action Planning and Implementation

Implementation planning that engages and empowers others

Action planning tools

Communications planning

Managing the transition and after-action review

Summary Checklist for Change (cont..)

Institutionalization

Ch.10: Measuring Change—Designing Effective Control Systems

Tracking and measuring the change over time to assess progress, make modifications (as needed), and manage risk

Institutionalizing the change through systems

The Impact of Organization Trends on Change and Change Agents

Organization Trends

Globalization—be big, or be specialized and excellent, or be acquired, squeezed, or eliminated Virtual and networked organizations Loose/tight controls 24/7 response requirements Cost an quality focus, outsourcing and supply chain rationalization Crowd sourcing for capital, innovation, and talent Rise of big data, algorithms, and artificial intelligence

The Impact of Organization Trends on Change and Change Agents (cont..)

Organization Trends

Shortening product life cycles and increasing customer expectations Influential online communities democratizing information access Increasing focus on integrated customer services and knowledge management Rapid technological change fundamentally alters industry structures, both in terms of the “what” and the “how” Changing demographic, social, and cultural environment Political changes are realigning alliances and the competitive environment

The Impact of Organization Trends on Change & Change Agents (cont..)

Impact on Organization Change

Strategic global perspective for both large firms & niche firms Knowledge of networks & emergent organizational forms Knowledge & risk management extends to virtual world & big data Web enabled communication, change related blogs, fast response capacity with a human face Negotiation & network development, quality, cost leadership and/or customer focus Creativity, innovation & deployment of resources Empowerment, teams, & process focus AI, robotics, new materials, new processes & the IoT

The Impact of Organization Trends on Change and Change Agents (cont..)

Impact on Change Agents

Pattern finder Vision framer Organizational analyst and aligner Mobilizer, empowerer, enabler, enactor Disintegrator and integrator Corporate gadfly and trend surfer Generalist capacities: facilitation, influencing, negotiating, and visioning skills; project management expertise Specialist roles, related to technical expertise needed for specific change initiatives Capacity to develop and sustain the trust and confidence of multiple stakeholders

Change Agents Need to Develop

A strong strategic and global perspective

Knowledge of networks and emergent organization forms

Skills in risk management and knowledge management

Understanding of the impact of Web-enabled communication, use of social media in advancing external and internal change and fast response capacity

The ability to communicate globally while maintaining a human face

Perceptiveness of different cultures and norms and how they affect change

The capacity to create, deploy, and work with empowered teams with right mix of skills and abilities, operating with a vision focus

Boundaries come from vision and shared expectations concerning performance and other understood standards and commitments

The Business of a Change Specialist

Mergers and acquisitions Joint ventures and alliances Organizational integration specialists Business stage specialists: growth, maturity, decline, renewal Large scale or disruptive change specialists Crisis management specialists

Information technology system integrators Organization structure specialists Supply change integrators Cross-cultural specialists by specific cultures Inter-organization specialists including government or industry relations Multi-party negotiation specialists … and the list goes on

Organizational Change Agent’s Skills

Increasingly complex change assignment of moderate scale

General Change Management Skills

Organizational and environment analysis

Leadership, visioning, negotiation, and other interpersonal communication and influence skills

Project management and implementation skills

Sophisticated knowledge of change leadership and general change management skills

Strategic change assignments of high complexity &/or large scale

Solid technical understanding of more complex technical change being implemented

Technical/Domain-Specific Change Management Skills

Technical knowledge of the specific change being implemented

Knowledge of specific management change tools listed in Table 9.7 and Figure 9.4 of Chapter 9

Solid technical understanding of the simple change being implemented

Entry-level change assignments

Entry-level project management and change management skills

Change Paradoxes

Managing complexity and ambiguity while maintaining nimbleness and change momentum

Managing the need to be simultaneously centralized decentralized

Managing the need for both incremental (or continuous) and radical (or discontinuous) change

Encouraging participation and involvement but recognizing the need for some degree of central direction and control

Orienting Yourself to Organizational Change

Gain perspective and insight by recognizing the dynamism and complexity of your organization

Recognize that people’s perceptions are critical. The perception of benefits, costs, and risks determine a person’s reaction to change

Understand that your perception is only one of many

Gather people as you go

Pull people with a powerful change vision. Push people through argument and rewards when you need to, but gaining support through their hearts is often the better way

Orienting Yourself to Organizational Change (cont..)

Get active in pursuit of your vision. If you do something, you will get responses and learn

Have a plan oriented around your change vision

Do things that are positive. Actions that suck energy are difficult to sustain. Growing your energy as change agent is important

To start meaningful change you need only a few believers. To continue, you need to develop momentum until a critical mass of key participants are on side

There are many routes to your goal. Find the ones with the least resistance that still allow you to proceed with integrity

Critical Change Questions

What is the environment telling you prior to, during, and following the implementation of change?

what is the broader environment telling you about future economic, social, and technological conditions and trends?

what are your customers or clients telling you?

what are your competitors doing and how are they reacting to you?

what are the partners within your network doing and how are they responding to you?

what do the people who will potentially be the leaders, managers, and recipients of change want and need?

Why is change needed? Who sees this need?

What is your purpose and agenda? How does that purpose project to a worthwhile vision that goes to the heart of the matter?

Critical Change Questions (cont..)

How will you implement and manage the change?

how will you resource the change?

how will you select and work with your change team?

how will you work with the broader organization?

how will you monitor progress so that you can steer, alter speed, and course, if necessary?

how will you ensure that you act ethically and with integrity?

What have you learned about change and how can you remember it in the future? How can you pass on what you learned?

Once the change is completed, what comes next? The completion of one change simply serves as the start point for the next.

Summary

We’ve challenged you to take time to read and think about change.

Now it’s time to deploy those ideas and act

Leading change will bring you many things—it will frustrate & invigorate, humble & empower, create doubt & fear while developing courage, fulfillment & joy…

By leading change, you will change yourself and the lives of those around you!