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Promotivt Förändringsarbete - Coggle Diagram
Promotivt Förändringsarbete
Three kinds of changes
Organic / emergent
Contextual / environmental
Management driven
Promoting vs preventing change
Changes succeeds when managers and employees promote it
Change fails when managers and employees become passive or preventive of change
Perspectives on change
In the book
Communication
Organization and environment
Psychology of change
Promotive vs Preventive States
(Ref. <==SCARF==>)
Promotive: Gathering resources to create something positive
Preventive: Gathering resources to avoid something
If a change is perceived as a threat, it will stimulate preventive states of mind
Promotive and preventive state are contageous
Promotive vs Preventive Competence
Promotive Competence: Know how to stimulate a promotive state among employees
Preventive Competence: Ability to contra-act / relieve a negative state
Promotive vs preventive
Interventions
Preventive interventions is insufficient to reach excellence
The
emotional journey
Cannot be fast tracked
Interest
Confidence
Commitment
Hope
Problem / threat / need
Change fatique
Reasons why
Chronically preventive individuals :
Engaged employees who are
concerned that the new way
of working will not work
Top down fast paced change
not considering the emotional
journey
Three perspectives on work
different logics that do not
always work well together
Machine perspective
Input > output
Efficient transformation of resources
Strategy - Taktics - Operations
Vision - structure - activities
Contractual perspective
Exchange of labour vs compensation, career etc
win-win / win-lose / lose-lose
Focus on fairness
Community of practice perspective
team collaboration and contribution
Operative - Tactics - Strategy
Aktivities - structure - vision
Advice for change managers
Create new forums for exchanging information
Create new meeting routines for real conversations to take place
Stimulate co-creation
Adapt communication to the main perspective on work
Customize messages to different groups
Alternative to "the change curve"
Four groups:
Laggards (10%
Hesitant majority (40%)
Willing majority (40%)
Development Enthusiasts (10%)
Addressing resistance
Work with
Employee does not understand the reasons for the change
Employee believe the proposed change is wrong
Support
Employees who will be negatively impacted on job / role
Employees with general anxiety
Confront
Employees who resist change because they
will face loss of status or benefits
Employees who resist change because they are overconveniet in status quo
Culture and change
Schein's definition
Concrete cultural expressions - artifacts
Common values and norms - espoused values
Cultural core - basic assumptions
Strength of cultural identification
Ashforth & Mael
Organizational distinctiveness
Organizational prestige
Interorganizational competition / relationship to other groups
Intraorganizational competition and interaction
Cultural change
Map the culture(s)
Analyze how values and norms are shared and "lived"
Define behaviours that need to change and desired outcomes
Engaging persuation
Basic assumptions / "översatser" and change
People act according to basic assumptions
Influencing basic assumptions take time and require pedagogical skills
Here I would disagree - it's impossible.All you can hope to do is regulate behaviour
Most people will not listen to arguments that contradict their own
In order to understand potential sources of
resistance, the basic assumptions must be identified and understood
It's risky to challenge established basic assumptions
As a leader or consultant, you need to understand if there are any negative basic assumptions about your self - and then mitigate / contradict those assumptions
Methods to change basic assumptions
Group Collaboration
Chock
Intransitive understanding
(Polanyi / Nonaka)
Internalize
Externalize
Socialize
Scandinavian work culture and change
Galbraith
Invest in information capacity
Create lateral / cross functional arenas
Free up resources
Self organizing / autonomous teams
Change leadership in Scandinavia
Employees have high competence and integrity
Involvement early in analysis phase
Combine different perspectives