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OCM Frameworks + Strategies (STRATEGIES OF CHANGE FRAMEWORKS (STRATEGIES…
OCM Frameworks + Strategies
CONTENT FRAMEWORKS
BURKE & LITWIN MODEL
12 elements that affect org perf (interconnected)
useful b/c you can determine if you need change
model is old but powerful
transformational change
--> core elements org change
external env't
leadership
org culture
mission + strategy
transactional change
--> smaller, incremental change
structure
mgt practices
systems (polices & procedures)
work unit climate
task req'ts + individual skill & abilities
motivation
individual and org perf
individual needs and values
7S FRAMEWORK
7 internal aspects that need to be aligned
for org to be successful
provides good starting point for diagnosing change
everything is interlinked .: change in 1 thing --> impacts all others
model can help improve perf (determine which part is stronger/weaker; which part needs change)
useful for M&A --> compares 7s of company A + B
Hard Ss
-- easier to define
structure
strategy
systems
Soft Ss
- harder to describe (fuzz)
shared values is the core - central to dev't of other elements
skills
style
staff
PHASES OF CHANGE FRAMEWORKS
3 STEP CHANGE PROCESS
(LEWIN, 1949)
3 stages
resistance can be felt at all stages
UNFREEZING
- Creating readiness for change (i.e. reduce force of habit, need to unfreeze old patterns before doing something new)
Factors causing resistance to unfreezing:
inertia
- being comfortable w/ status quo
mistrust
- of those communicating the need for change
lack of information
- about both the need for change and its effects
-->
create contrast to see differences
MOVING
- Changing
determined by level of uncertainty associated with change + magnitude of change
if magnitude increases, so does uncertainty
Factors causing resistance to movement:
lack of clarity
- if change is unclear, likely to resist
lack of capabilities
- if ppl lack capabilities, likely to resist
lack of sufficient incentives
- if negative consequences outweigh positive ones
-->
provide training and other tools
REFREEZING
- Making change stick
habitual behaviours and perceptions are strong
change may not be permanent
action is required to prevent reversion to old patterns
need to reinforce change until it is established/ the new status quo
-->
celebrate early wins, reinforce successful behaviour
KOTTER's 8-STEP MODEL
Create sense of
urgency
Form a guiding
coalition
Create a vision
Communicate
the vision
Empower
others to act on the vision
Create
quick wins
Build on the change
Institutionalize
the change
linear steps
5 DRIVERS OF CHANGE
(*WHELAN-BARRY & SOMERVILLE, 2010)
Establishing a
compelling vision
Moving the change to group and individual level
becomes more specifically understood across diff
locations, teams and depts
first level of cascading the initiative or managing transition
Individual EE adoption
of change
precontemplation, contemplation, preparation, action, maintenance
EEs must actually change values, attitudes and behaviours
Sustaining the momentum
of change implementation
Institutionalizing
the change
desired outcome becomes part of org's culture, ongoing operations and processes
ORG CHANGE PROCESS
accepted change vision
leaders' change-related action
change related communication
EE participation in change related activities (involvement in implementation/planning can deepen EEs' understanding and increase commitment)
aligned HR practices
drivers are linked to leaders' change related actions, communication, and aligned structure and control processes
EE adoption of change initiatives is linked to change related training, EE participation, aligned HR practices
sustaining momentum is linked to aligned HR practices
STRATEGIES OF CHANGE FRAMEWORKS
STRATEGIES FOR CHANGE
(CHIN & BENNE)
normative-educative
- change attitude
changing attitudes, values and norms
individuals participate in their own re-education
likely to lead to commitment
rational-empirical
- make it attractive
highlight it is in the individual's own self interest to accept change
power-coercive
- consequences
application of power
STRATEGIES FOR CHANGE
(*KOTTER & SCHLESINGER, 2008)
Steps:
Analyze
situational factors
Determine
optimal speed
for change
Consider
methods
for managing resistance
Causes of resistance:
desire not to lose sth of value
misunderstanding of change and implications/lack of trust
belief change does not make sense for org
low tolerance for change - ppl cannot develop new skills and behaviour that is required
peer pressure/ supervisor's influence
saving face (not resisting = admitting current system is flawed)
managers need to conduct org analysis and select appropriate strategy
need to monitor process
METHODS
Education + communication
- time consuming if lots of people are involved
Participation + involvement
Facilitation and support
- can be time consuming and expensive; can still fail
Negotiation + agreement
- can be expensive and opens mgrs to blackmail
Manipulation + co-optation
Explicit and implicit coercion
- can spark resentment toward initiators
#
Method depends on:
speed of effort
amount of preplanning
involvement of others
emphasis of diff approaches
AND
Situational factors:
amount and kind of resistance anticipated
position of initiators and resistors
locus of relevant data for designing + energy for implementing
stakes involved (presence of urgency/crisis, consequences for resisting)
#
FORCE FIELD ANALYSIS
strengthen driving forces
:
new technology
visionary leader
pressure from mgrs for workers to implement new procedures
weaken restraining forces:
costs of updating old plant and equipment
EE groups opposed to change
norms that punish risk taking
find equilibrium b/w driving and restraining forces
IMPLEMENTATION CHOICE
Focus
:
technology
shared values and culture
strat
structure
systems
staff
Amount
:
small, moderate, major
Frequency
:
seldom, often
Rate
:
slow, rapid
GENERAL MODEL OF PLANNED CHANGE
Entering & Contracting
Diagnosing
Planning and Implementing Change
Evaluating and Institutionalizing Change (feeds back to each of the 3 stages)
DIAGNOSIS
symptoms vs. underlying problem
--> need to find underlying problem
e.g. Students on FB in class = issue/symptom
Underlying problems could be: disengaged, higher priorities, situational factors
misdiagnosis can lead to inappropriate change that does not achieve its objectives
need to know underlying problem to treat causes and not symptoms
recognize interconnectedness of the system
CHANGE READINESS
(*STEVENS, 2013)
#
Conceptualizations of change readiness as:
change message
- cognitive precursor (is readiness a belief? attitude? or intention?)
stages of change
- progression through stages (i.e. precontemplation, contemplation, preparation, action, maintenance) (what stage captures readiness?)
commitment to change
- affective, continuance, and normative commitment (attitude/belief then?)
openness to change
- willingness to support change (synonymous or hinges on intention/attitude?)
capacity
- org attributes (ignores role of individual beliefs/attitudes)
multidimensional state
- org members' motivation and capabilities, attitude influenced content, process, context and individuals
lack of clear, defined content domain
overly narrow defn's, questionable validity and generalizability; poor psychometric properties
Process model acknowledges:
individuals
may need to develop readiness in response to changing conditions throughout change
develop readiness for one particular component or situation
one aspect of change may influence readiness for other aspects
account for variations in change-supportive behaviour across individuals
captures range of potential responses
initial readiness may or may not be sufficient to encourage supportive responses throughout
duration of change
MODEL DIAGRAM: