PPT
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Week5.pptReview
Week 1 -How sound are the underlying theories, methods and ideas on change, that managers and consultants adhere to?
Week 2 -Why is it necessary to consider complex contexts and cross-cultural dimensions in organisations during change?
Week 3 -Why and how do employees’ experiences of participation influence their perceptions and response to change, the effectiveness of organisational change and the success of the change?
Week 4 -How, do we make sense of change and how do we respond to organisational change across the dimensions of cognition, affect and behaviour?
Week 5 Focus Question
Why is it important to include perspectives of those people (stakeholders) who might be affected by the decision in the process of planning design and implementation of change?
Week 5 Stakeholders and Change
WHO? Types of Stakeholders
Organisational internal stakeholders/Individual stakeholders/External stakeholders
WHAT’s involved? Forcefield analysis:
What are the forces driving and restraining change?
Which stakeholders are driving/restraining change and why?
HOW to include stakeholders? World Café Exercise – Process of collaborative dialogue – Case: Fairfax Nine merger/acquisition Media Newspaper Change
Reflective Action Learning: Plan Do Check Act (PDCA) - Case: Sports & Entertainment Organization
Types of Stakeholders to consider when an organisation wants to make a change
EXTERNAL
- Customers
- Consumers
- Suppliers
- Government
- Industry and professional associations
- Media
- Community, etc.
- The environment
INTERNAL
- Division, department, sub-department
- Managers at different levels
- People in specific roles
- Demographic groupings:
- Race, ethnicity
- Gender, etc.
Individuals
Trade unions (also have an external component)
Types of Stakeholders in Change
- These can be analysed in terms of
- Events: e.g. earthquake, change in legislation, merger, new IT system
- Trends: e.g. technology, social, economic
- Stakeholders are usually organisations or broad groups, e.g. industry associations, consumers, suppliers, government, local residents.
- Management of each ORGANISATION needs to identify WHO its stakeholders are when a change is planned.
Not all stakeholders are affected by a change in the same way – How to analyse and evaluate?
Analysis of Driving & Resisting Forces/
Action Learning
PDCA (Plan.Do.Check.Act)
Forcefield Analysis
Forcefield analysis (Lewin, 1947)
- Identify the forces Driving and Restraining Change (internal + external)
- Estimate how strong each force is.
- Consider whether it is worthwhile proceeding with the change.
- Consider how the restraining forces could be managed.
Forcefield Analysis by Lewin (1947)
https://www.youtube.com/watch?v=MjuGmhYhxgA
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Forcefield analysis
Forces driving change
Forces restraining change
Political, economic, social, technological factors
Competition
Reputation
Benefits Costs
(financial, reputational, etc.)
Internal stakeholders:
Employees/managers/owners
External stakeholders:
Customers, consumers, suppliers, media, government, etc.
Support
Resistance
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Week 5 Stakeholders and Change
WHO? Types of Stakeholders
Organisational internal stakeholders/Individual stakeholders/External stakeholders
WHAT’s involved? Forcefield analysis:
What are the forces driving and restraining change?
Which stakeholders are driving/restraining change and why?
HOW to include stakeholders? World Café Exercise – Process of collaborative dialogue – Case: Fairfax Nine merger/acquisition Media Newspaper Change
Reflective Action Learning: Plan Do Check Act (PDCA) - Case: Sports & Entertainment Organization
World Café Exercise
Introduction of the World Cafe 7 Design Principles
Warm Up Café Exercise
Case Study Café Exercise: Fairfax Nine takeover: Australia’s
oldest media empire ends with $4bn merger
https://youtu.be/7ODLvTBvKow
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WORLD CAFÉ: 7 DESIGN PRINCIPLES
Context –goals, stakeholders, themes main questions
Create hospitable space round tables
Explore relevant questions
Encourage participation & contribution
Connect & link diverse perspectives
Collaboratively listen for new patterns and insights
Share /harvest collective discovery
- Dialogue not debate
- Encourage conversational flow
- Everyone is equal
- Eliminate fear
- Conceive of new outcomes
- No coercion
https://youtu.be/YrTKD8NpApY
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WORLD CAFÉ DIALOGIC/ CONVERSATION PROCESS
In your teams for 5mins brainstorm ideas to solve the problem harvest all ideas on butchers paper, leave space for others
Shift to another table ensure you are with new people who were not at the n1 table repeat q 1 shar ideas form each of your 1st table
Shift to another table where there are new faces repeat n1
Return to your original team. Record all of your collaborative ideas and be ready to share in plenary
Whole class harvest of all ideas facilitator white board the ideas
Whole class reach consensus ( thumbs up down or half way /rumble) about a way forward …implement
WARM UP CAFÉ EXERCISE
KEY QUESTION
How might we change the way we study post-lockdown in Trimester 2 in 2020 to make the process more enjoyable and less of a struggle to learn?
Case Study: Fairfax Nine takeover: Australia’s oldest media empire ends with $4bn merger
Who are the stakeholders in the Fairfax Nine takeover? Which stakeholders are likely to support or resist the change? Why?
Compile a Forcefield Analysis which includes stakeholders supporting and resisting change and include other factors/forces driving or restraining change.
Who might view the change(s) as successful and who might not? Why?
Exercise 1 :
Identifying stakeholders:
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In your teams each take one role of
Journalist, Administrator, Human Resource Manager, Media buyer & Advertiser.
Discuss how your character might respond to the merger /acquisition before it is implemented for one of the companies on:
Cognitive,
Affective and
Behavioural levels?
Exercise 2 :
Responding Change on Cognitive, Affective & Behavioural Level
- Choose elements of best practise processes from your reading so far and create a plan to implement a change process to deal with resistance at Fairfax Nine
- Diagram the Process
Exercise 3 :
PROCESS
Roles people play in change
- Change leaders – design the change may also be the agents championing change
- Change managers – implement the change will also be recipients of the change
- Change agents – can be external or internal consultants who design and/or implement change
- Change recipients – people affected by the change who are not in the above three categories
Note that these roles do not always reflect one’s position in the hierarchy, e.g. a senior manager may in some cases be a change recipient; a low level employee may design (lead) a change. Eg Air NZ Baggage andlers
Roles in change
Kanter, Stein and Jick (1992):
- Change Strategists
- Change Implementers
- Change Recipients
Roles in change
London (1988):
Change generators
1. Key change agents
2. Demonstrators
3. Patrons
4. Defenders
Change implementors
5. External change implementors
6. External/internal change implementors
7. Internal change implementors
Change adopters
8. Early adopters
9. Maintainers
10. Users
Four types of Change Roles (regarding HR managers) Caldwell (2001)
Change Champions - ‘those directors or senior executives at the very top of the organisation who can envision, lead or implement strategic HR policy changes of a far reaching, transformative or integrative nature’ (p. 45).
Change Adapters - ‘carry forward and build support for change within business units and key functions’ (p. 47).
Change Consultants - ‘specialist personnel professional or external consultants with the expertise or experience to implement a discrete change project or key stages of an HR change initiative’. (p. 48).
Change Synergists - ‘senior personnel managers or high level external HR consultants capable of strategically co-ordinating, integrating and delivering complex, large scale and multiple change projects across the whole organisation’ (p. 49).
Caldwell, 2001, Four HRM roles in change
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Exercise 4: Change roles
Consider a change in an organisation of which you have personal experience:
What role did you play? = leader, manager, recipient.
How well did you play it?
What role did others play?
How well did they play their roles?
Attributes (qualities/abilities, traits) or change leaders and managers – Caldwell (2003)
Leaders
Managers
Competencies in Change Leadership and Management (Higgs and Rowland 2000, p. 124)
Change Initiation ability to create the case for change and secure credible sponsorship
Change Impact ability to scope the breadth, depth, sustainability and returns of a change strategy
Change Facilitation ability to help others, through effective facilitation, to gain insight into the human dynamics of change and to develop the confidence to achieve the change goals
Change Leadership ability to influence and enthuse others, through personal advocacy, vision and drive, and to access resources to build a solid platform for change.
Change Learning ability to scan, reflect and identify learning and ensure insights are used to develop individual, group and organisational capabilities
Change Execution ability to formulate and guide the implementation of a credible change plan with appropriate goals, resources, metrics and review mechanisms
Change Presence demonstrates high personal commitment to achievement of change goals through integrity and courage, while maintaining objectivity and individual resilience (‘a non-anxious presence in a sea of anxiety’)
Change Technology knowledge, generation and skilful application of change theories, tools and processes
Overcoming Resistance to Change
Kotter & Schlesinger, 1979
Embracing Resistance
“View resistance as a resource:
Symptoms of deeper problems in the change process
A form of constructive conflict – may improve decisions in the change process
A form of voice – helps procedural justice”
McShane, Olekalns & Travaglione, 2010
