OCM Frameworks + Strategies

CONTENT FRAMEWORKS

PHASES OF CHANGE FRAMEWORKS

STRATEGIES OF CHANGE 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

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

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

  1. Create sense of urgency
  2. Form a guiding coalition
  3. Create a vision
  4. Communicate the vision
  5. Empower others to act on the vision
  6. Create quick wins
  7. Build on the change
  8. Institutionalize the change

  • linear steps

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:

  1. Analyze situational factors
  2. Determine optimal speed for change
  3. 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

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

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

METHODS

  1. Education + communication - time consuming if lots of people are involved
  2. Participation + involvement
  1. Facilitation and support - can be time consuming and expensive; can still fail
  1. Negotiation + agreement - can be expensive and opens mgrs to blackmail
  2. Manipulation + co-optation
  3. 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) #

5 DRIVERS OF CHANGE
(*WHELAN-BARRY & SOMERVILLE, 2010)


  1. Establishing a compelling vision
  2. 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
  1. Individual EE adoption of change
  • precontemplation, contemplation, preparation, action, maintenance
  • EEs must actually change values, attitudes and behaviours
  1. Sustaining the momentum of change implementation
  2. Institutionalizing the change
  • desired outcome becomes part of org's culture, ongoing operations and processes

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:

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