Week 1 summary | English homework help

Chapter 1: Changing
Organizations in Our Complex

World

Chapter Overview
• The goal of the book: develop your ability to initiate and

manage change

• Environmental factors affecting change are outlined: social/
demographic, technological, political, and economic forces

• Four types of organizational change are discussed: tuning,
adapting, reorienting, and recreating

• Four change roles are described: initiators, implementers,
facilitators, and recipients. The terms “change leader” and
“change agent” are used interchangeably and could mean
any of the four roles.

• The difficulties in creating successful change are highlighted
and characteristics of successful change leader are
described.

Your Experiences with Change
Management

Talk with one another (in small groups)
about your experiences with change

management.

What does this suggest organizational
change management is about?

Organizational Change: Defined

• The intentional and planned alteration of
organizational components to improve
organizational effectiveness.

Organization Components

• Organization components include the organization’s:
• Mission and vision
• Strategy
• Goals
• Structure
• Processes or systems
• Technology
• People

• When organizations enhance their effectiveness, they
increase their ability to generate value for those they
serve

The “Knowing−Doing” Gap

• Change capability has become a core
managerial competency
• But managers’ abilities to deliver on change

are modest at best

• There is a major “knowing−doing” gap
• Knowing concepts and theories is not

enough
• Managers need to become effective agents

of change, possessing the will and skills to
make positive change happen

Orientation of the Book

There is a story of two stone cutters:

The first, when asked what he was doing,

responded: “I am shaping this stone to fit into

that wall.”

The second, however, said: “I am helping to

build a cathedral.”

This book is orientated towards those who want to be
builders.

Why is change a Hot Topic?
• Environmental Forces Driving Changes (PESTEL

factors):
• Political Changes
• Economic Changes
• Social, Cultural and Demographic
• New Technologies
• Legal Changes
• Ecological/Environmental Factors

• Turbulence and ambiguity define the landscape for
both the public and private sectors

Toolkit Exercise 1.2
Analyzing Your Environment

Select an organization you are familiar with. What are the key
environmental issues affecting it? List these and their implications
for the organization.

Political Factors …………… Implications?

Economic Factors …………… Implications?

Social Factors …………… Implications?

Ecological/Environmental Factors ……… Implications?

Legal Factors …………… Implications?

New Organizational Forms & Management
Challenges Due to Environmental Change

Macro Changes and Impact

• Digitization leading to:

• Faster information transmission

• Lower cost information storage and transmission

• Integration of states and opening of markets

• Geographic dispersion of the value chain

• All leading to globalization of markets

New Organizational Forms & Management
Challenges (cont.)

New Organizational Forms and Competitive Dynamics
• Global small and medium-sized enterprises
• Global constellations of organizations (i.e., networks)
• Large, focused global firms
• All leading to:

• Spread of autonomous, dislocated teams
• Digitally enabled structures
• Intense global rivalry and running faster while

seeming to stand still

New Organizational Forms & Management
Challenges (cont.)

New Management Challenges
• Greater diversity
• Greater synchronization requirements
• Greater time-pacing requirements
• Faster decision making, learning and innovation
• More frequent environmental discontinuities
• Faster industry life-cycles
• Faster newness and obsolescence of knowledge
• Risk of competency traps where old competencies no

longer produce desired effects
• Greater newness and obsolescence of organizations

The Causal Model Driving Change

Macro Changes
and Impacts in

the Environment

New
Organizational

Forms &
Competitive
Dynamics

Management
Challenges in
“A New Time”

Macro Changes and Impact

Digitization

Integration of States
and Opening of

Markets

Faster Information
Transfer

Lower-cost
information storage
and transmission

Geographic
dispersion of the

value chain

Globalization of
Markets

New Org
Dynamics

New Organizational Forms and
Competitive Dynamics

Rise of global
SME’s

Rise of global
constellations

Rise of large,
focused global

firms

More intense
“Red Queen”

More intense
competitive rivalry

Spread of digitally
enabled structures

Spread of autonomous,
dislocated teams

Management
Challenges

Management Challenges in
“A New Time”

Faster decision
making, learning
and innovation

Greater Time Pacing
Requirements

Greater
Synchronization
Requirements

Greater Diversity

Faster newness
and obsolescence

of knowledge

More frequent
environmental
discontinuities

Faster industry
lifecycles

Greater Risk of
competency traps

Faster newness &
obsolescence of

organizations

Common Management Responses to
Competitive Pressures

• Running hard, but for all purposes standing still

• Called the Red Queen phenomenon (Alice
Through the Looking Glass, by Lewis Carroll)

• In global competition, what matters is not the
firm’s absolute rate of learning and innovation,
but the relative pace of its development
compared to its rivals.

Toolkit Exercise
What Change Challenges do You See?

Pick an Organization

What are the change challenges you
see it facing?

How well are they doing?

Four Types of Organizational Change

Tuning Re-orientation

Adaptation Re-creation

Incremental Strategic

Anticipatory

Reactive

Types of Organizational Change

Incremental/Continuous Discontinuous/Radical
A
N
T
I
C
I
P
A
T
O
R
Y

Tuning
• Incremental and anticipatory
• Need is for internal alignment
• Focuses on individual

components or sub-systems
• Middle management role
• Implementation is the major task

Redirecting or Reorienting
• Strategic proactive changes based on

predicted major changes in the
environment

• Need is for positioning the whole
organization to a new reality

• Focuses on all organizational
components

• Senior management create sense of
urgency and motivate the change

R
E
A
C
T
I
V
E

Adapting
• Incremental changes made in

response to environmental
changes

• Need is for internal alignment
• Focuses on individual

components or sub-systems
• Middle management role
• Implementation is the major task

Overhauling or Recreating
• Response to a significant

performance crisis
• Need to reevaluate the whole

organization, including its core values
• Focuses on all org. components to

achieve rapid, system-wide change
• Senior management create vision

and motivate optimism

Nature of the Impact of Change

• Short-term impact/consequences
• Direct and indirect effects
• Moderating factors

• Intermediate impact/consequences

• Long-term impact/consequences

THE LESSON: Planned changes don’t always
produce the intended results

Common Causes of Difficulty with
Organizational Change

• Managers don’t do their analytic homework
• Managers are action oriented and assume others will

see the inherent wisdom in the proposed change
• Managers under or overestimate their own power

and influence (and that of others)
• Managers see transition periods as a cost, not an

investment
• They underestimate the resources & commitment

needed to integrate the human dimensions with other
aspects of the change

Common Causes of Difficulty with
Change (cont.)

• Managers are unaware their actions (and those of other key
managers) may be sending conflicting messages

• Managers find human processes unsettling or threatening

• Managers lack capacity (attitudes, skills, and abilities) to
manage complex changes that involve people

• Managers’ critical judgment is impaired due to
overconfidence, under confidence, and/or group think

• Unanticipated external factors can play a huge role

Four Organization Change Roles
1. Change Initiators

• Identify need and vision
• Act as a champion

2. Change Implementers
• Chart the detailed path forward & make it happen
• Nurture support and alleviate resistance

3. Change Facilitators
• Aids in analysis and issue management along the way
• Provides advice and council
• Sometimes helps smooth the way through helping

resolve issues, alleviate resistance and nurture support

4. Change Recipients
• Those affected by the change who have little input to the

process or content of the organizational change
• Have to alter behaviors to ensure change success

Toolkit Exercise 1.3
Change Roles in Organizations

Think of a time when you have been involved in change.
What roles did you play? How comfortable were you with
each of those roles?

1. Change Initiator

2. Change Implementer

3. Change Facilitator

4. Change Recipient

How did each of these roles feel? What did you
accomplish in each role?

Characteristics and Skills of the
Change Leader

• Formal change leaders (or agents)
spearhead the change, and may play any or
all of the change roles.

• Informal change leaders can emerge
anytime throughout the change process

• What are the key characteristics and skills of
the change leader?

What’s Required to be a Successful
Change Leader?

• Keen insight into the external environment and skilled
anticipator of what is evolving

• Rich understanding of organizational systems and
processes, power structures and stakeholder networks

• Excellent analytic, interpersonal and communication
skills

• Driving passion for action, yet patient and persistent
• Well-developed sense of timing and tactics
• Ability to assess and manage risk

• An ability to focus on outcomes while also paying very
close attention to process

What’s Required to be a Successful
Change Leader? (cont.)

• Tolerance for ambiguity and risk taking

• Emotional maturity and courage

• Self-confidence and optimism

• Honest and trustworthy

• Capacity to engage others and inspire confidence

• Deep understanding of themselves and their impact

• Curiosity and strong desire to learn

Change Leaders Embrace Change
Paradoxes

• Recognize that change leaders sometimes drive change from the
front, while at other times they empower others and stay out of the
way

• Recognize resistance to change is both a problem and an
opportunity

• Focus on the outcomes of change, but are very careful about the
management of the process

• Recognize the tension between “getting on with it” and reassessing
and changing direction

• Capacity to balance patience and impatience

• Recognize the absolute rate of learning is less important than the
relative rate of learning in comparison to competitors

Critical Questions when Considering Change

1. What is the environment telling you prior to, at the
beginning, during and following the implementation
of the change? In particular:
a.What is the broader environment telling you about

future economic, social and technological conditions
and trends?

b.What are your customers or clients (both inside and
outside the organization) telling you?

c. What are your competitors doing and how are they
responding to you?

d.What are the partners within your network doing and
how are they responding to you?

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

Critical Questions when Considering Change (cont.)

2. Why is change needed? Who sees this need?

3. What is your purpose and agenda?
• How does that purpose project to a

worthwhile vision that goes to the heart of the
matter?

Critical Questions when Considering Change (cont.)

4. How will you implement and manage the
change?
a.How will you resource the change initiative?
b.How will you select and work with your change

team?
c.How will you work with the broader

organization?
d.How will you monitor progress so that you can

steer, alter speed and course, if necessary?

Critical Questions when Considering Change (con’t.)

5. How will you ensure that you act (and are
seen to act) ethically and with integrity? What
have I learned about change and how can I
remember it for the future? How can I pass on
what I learned?

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

Summary

• Need for change often originates in the
external environment.

• Change upsets the internal equilibrium in an
organization and thus may be resisted.

• People can play many different change roles.

• How they play these roles makes a significant
difference!

Appendix 1: Roots of Organizational
Development

• Small group training:
• Focused on creating change by improving self-awareness

and the group’s dynamics
• Survey research and feedback:

• Intervened with sophisticated surveys and analysis to create
the need for change

• Action research:
• Encouraged the use of action, based on research, in

continuous cycles (in essence, learning by doing, followed by
observation, doing and more learning)

• Socio-technical systems:
• Focused on the interaction between the sociological and

technical subsystems of the organization and described
change in more holistic terms

Organizational Development vs. Organizational Change

Organizational
Development Change Management

Underlying
Theory &
Analytical
framework

Based primarily on
psychology

Individual/group functioning

Includes principles and tools from
sociology, information technology and
strategic change theories

Individual/group functioning AND
systems, structures, work processes
(congruence model)

Role of
Change
Agent

Facilitator or process
consultant

Content expert (organization design
and human performance) AND process
consultant

Member of cross-functional team,
which includes strategists and
technologists

Part of project organization, which
includes client managers/employees

Organizational Development vs.
Organizational Change

Organizational
Development Change Management

Intervention
Strategies

Not directly linked to strategy

Focus on one component at
a time

Normative-re-educative
(change attitudes to change
behavior)

Driven by strategy

Simultaneous focus on several
components (strategy, human
resources, organization design,
technology)

Action-oriented (change behavior
before attitudes)

Positioning the Course

Management
Focused Change

OD / HR Focused
Change

• Re-Structuring
• Re-Engineering
• Re-Design

• Surveys
• QWL Programs
• Hi-Perf Systems

• Visioning
• Stakeholder
• Analysis
• Action Planning

• Process Skills
• Team Building
• Third Party
• Intervention

This
Course

Continue to order Get a quote

Week 1 summary | English homework help

Recent Posts

Recent Comments

Calculate the price of your order

Our guarantees

Money-back guarantee

Zero-plagiarism guarantee

Free-revision policy

Privacy policy

Fair-cooperation guarantee

Why is Purdue Papers the Most Helpful Essay Writing Service for You?