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Change (:golf:Field Theory (:earth_asia:Force Field Analysis # (Driving…
Change
:zap:
Change Management
WHY
:question:
decades of constant change
- crucial to the SURVIVAL :skull: and SUCCESS :medal: of org
:warning:Change
Drivers
External
- sociocultural, tech, economic, political
Internal
- performance issue (profits), slow process (decisions), managerial philosophy or style, change of leadership
WHAT
:!: Strategy, Structure, Size, Products/services, Tech, Human Capital, Location of Production, Mergers/acquisitions, Culture, Brand
:thinking_face:
Organisational Change
Category
:smile:Evolutionary Change (small+slow)
Relatively stable
Change/Improve in current structure, mgmt, tech, products
Change Individual parts / departments
:sunglasses:Revolutionary Change (big+fast)
New Equilibrium
Transform entire org
NEW structure, mgmt, tech, breaking new products.
:smiley:Planned Change
Systematic → entry to new mkt, major new tech, privatization...
Adaptive → updating/modification
:open_mouth:Unplanned Change
Chaotic → attack, hostile take-over
Transitory → strike, sudden change in price, personnel loss
:world_map:
Strategic Change
#
Defin.
- a shift of vision or direction :vs: ORG Change = anything affecting operations
:spiral_calendar_pad::
Planned Appr.
Strategy→Change
:books:
Theories
Three Step Change Model
The Organisational Development Model
Extended
3steps
Combination of research, analysis and action
Change ORG & Improve
Effectiveness
:footprints:
8 Steps
Problem Identification
Consultation with experts
3.Data gathering & Preliminary Diagnosis
4.Initial Feedback
5.Joint Diagnosis
Joint Action Planning
7.Action
Data gathering after action
Field Theory + Force Field Analysis
:unamused:
Criticisms
Stable state assumption
Only suitable for small projects?
Ignore org power / politics
Top-down + MGMT driven
:red_circle:
Emergent Appr.
or
Processual Appr.
Change = Strategy
Should not be
solidified
Unmeaningful in
linear
events
Continuous
process
Complex
interplay
- politics, contexts, substance
:sparkles:
Essential Elements
Process
MGMT, Model, Formul.+imple.
Content
Assessements, choice, assumptions, targets/goals
Context
Resources, Capabilities, Culture, Politics
Politics
Eco/Business, Political, Social
:necktie:
Politics of Change
Consultation, negotiation, conflict & resistance
External
Politics - 行业领头羊lobbying政府，政府压力
Internal
Politics - 管理层内部or和工会/雇员
:warning:
Substance of Change
Scale & Scope of change 规模/范围
Characteristics of change
Timeframe
Centrality perceived of change
:control_knobs:
Managing Change
Lewin × OD provide guidance
Processual - mgmt is messy and tough
Factors that impede or facilitate?
#
:shinto_shrine:
Culture
WHAT
:question: Centrality of values, norms, beliefs and assumptions + myths/symbols/rituals..
REALLY difficult to manage - but some cultures are open to change
PARADIGMS influence how willing and able people are →
strategic inertia
- resist change
:unamused:
Resistance
to Change
Perennial issue in mgmt 多年老问题
Seen as illegitimate or pathological
consequence of
structured antagonism
- 说明底层劳动者的利益或资本被oppressed
How to deal with those factors
:golf:
Field Theory
Behaviour is a function of individual / environment /
field
To decode behaviour, decode the influencing
forces
其实就是分析环境各种内外力因果，对症下药
:earth_asia:
Force Field Analysis
#
Driving forces :small_red_triangle:
Equilibrium :round_pushpin:
Resisting forces :small_red_triangle_down:
:+1:
3-Step Change Model
Unfreezing
- reduce resistance, pyscho attachment to status quo, demonstrates the
problematic situation
Moving/Changing
- Creates
conditions
for change, change in
attitudes
/behaviours, involving
members
Freezing
- Sustained the new attitudes/behaviours with
systems and process
,
norms
transformed
Forces for
Stability
:vs: Forces for
Change
Map→change the balance