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organisational change adaptive theory - Coggle Diagram
organisational change adaptive theory
Lewin's Change theory
Unfreezing-preparation for change
: Upon realizing that your company needs to change, the first step is to “unfreeze” your current process and take a look at how things are done. This means analyzing every step and human interaction for potential improvements, no matter how in-depth you have to go and how much you need to unearth.
Change -transition takes place
: Once you’ve prepared everyone it’s time to deploy your changes and guide the team as they adapt. Communication, support, and education are vital, as you want to limit any difficulties in the transition and address problems as soon as they arise.
Freezing - change has been accepted, embraced and implemented
: Once your changes have been deployed, measured, and tweaked according to feedback, you need to “refreeze” your new status quo. This is vital to any change management model – everything you’ve done is pointless if old habits resurface.
McKinsey 7 S Model
1st stage:
Strategy-
plan created to get past competition and reach goals (Peters and Waterman, 2006).
2nd stage:
Structure
- the way the organisation is divided or the structure it follows (Peters and Waterman, 2006).
3rd stage:
Systems
- the way in which day to day activities are performed (Peters and Waterman, 2006)
4th stage:
Shared values-
core values of the organisation(Peters and Waterman, 2006).
5th stage:
Style
- adapting leadership (Peters and Waterman, 2006)
6th stage:
Staff
- employees and their working capabilities (Peters and Waterman, 2006)
7th stage:
Skills
- the competencies of employees (Peters and Waterman, 2006)
Kotter's change management theory : 8 stages
Build - a guiding coalition
- get people with needed skills, knowledge and commitment in the team (Kotter, 2012).
Form - a strategic vision & initiatives
- create the correct vision using, strategy, creativity, emotional connect and objectives (Kotter, 2012).
Create - a sense of urgency
- motivate members using a sense of urgency so that the move towards objectives (Kotter, 2012).
Enlist - a volunteer army
- communicate with people regarding change and why it is needed (Kotter, 2012).
Enable- action by removing barriers
- get support, remove the roadblocks and implement feedback (Kotter, 2012).
Sustain - acceleration
- be persistent during the on going process of change management (Kotter, 2012).
Institute- change
- reinforce change by making it part of the workplace culture (Kotter, 2012).
Generate- short term wins
- divide the ultimate goal into small achievable parts (Kotter, 2012).
Nudge Theory
Clearly define your chang
e: make your change known and understandable to your employees, so that they can support you
Consider changes from your employees' point of view
: take what you know about the team culture and structure, along with their responsibility and skills in order to gauge their reaction.
3
. Use evidence to show the best potion
: once you know how present the change to fit with the teams' priorities, you need to gather evidence to prove how useful it is.
Present the change as a choice
: be passive and does not force your findings to your employees. present them as a choice
Listen to feedback:
whether your changes were rejected or not, you need to be open to whatever feedback your team may have
Limit obstacles
: both before and during your change' deployment you should be limiting or removing any obstacle you can
keep the momentum up with short-term wins
: once some progress has been made on deploying change you need need to make sure that it is maintained.
Concerns-Based Adoption Model
1. Awareness
: is the initial stage, which centres on concern for understanding the innovation and why it is being proposed (Kim and Baylor, 2008)
2. Information
: involves getting to know the innovation and reaching an initial decision as to its efficacy (Kim and Baylor, 2008)
3. Personal concern:
analysis of the innovation focusing mainly on how it impacts on the person going through change, and concerns for personal skills and adequacy. (Kim and Baylor, 2008)
4. management:
In this process of learning an individual reaches the stage where the major concern shifts to management and implementation of the innovation as it stands (Alias and Zainuddin 2005).
5. consequences:
Users enter another period of change evaluation in the consequences stage and, over time, this establishes patterns of use that have been tested, refined and evaluated (Alias and Zainuddin 2005).
6.collaboration
:The collaboration stage demonstrates the participants’ attention on working jointly with other colleagues to achieve a specific change (Anderson 1997)
7. Refocusing:
In the final refocusing stage the user’s concern is to revise and adapt the innovation seeking more effective versions of It (Anderson 1997)
Adoptive type Theory
Innovators
Characteristics
:Like change, most change, Small % of people, Outside the mainstream and Provide energy for change (Rogers, 2002)
Change Strategies:
Involve them early, Share your vision of change, Include them in activities, Use their energy and Talk to them (Roger, 2002)
Leaders
Change Characteristics:
Open to change, but they consider the effects first, Small % of people, Not always a formal manager and Provide direction for change (Rogers, 2002).
Change Strategies
: Talk to them early, seek input/opinions, give them responsibility and Keep talking to them (Rogers, 2002).
Majority
Change Characteristics:
Cautious about change, Large % of people, look to their leaders first, Will move with the group and Concerned about their ability (Rogers, 2002)
Change Strategies
: Explain the rationale, understand why they resist, get leaders’ support first, involve them in group activities, Support efforts to change and Use pressure as needed (Roger, 2002).
Resistors
Change Characteristics
: Resist almost any change, Small % of people, are not leaders and Others do not follow them (Rogers, 2002)
Change Strategies
: Some resistance is natural, but theirs is too much, talk to them; assess response, do not let them waste energy, involve selectively in groups and Do not confuse with other types (Rogers, 2002)
The ADKAR model
Awareness stage
: is all about making sure that your employees understand the need for change. This is done much as you’d expect – by meeting with your employees and/or managers, presenting the current state of affairs, and how your proposed changes could benefit the situation
Desire stage:
Inspiring the desire to change is usually the most difficult part of ADKAR, since you’re appealing to both the logical and emotional side of your employees. If you can’t get both on your side, you aren’t going to get the total commitment you’ll need to deploy the change
Knowledge stage:
The knowledge goal in ADKAR is to make sure that everyone knows how the change will be carried out and how to fulfil their specific part in that process.
Ability stage
: While it might seem like knowledge and ability are the same thing, the time it takes to go from knowing how to complete a task to being able to actually carry it out can be immense. Just because you know how to do something doesn’t mean you’re good at it.
Reinforcement
: implementing incentives and rewards to make sure that the change is maintained until it becomes the new norm. Remember that it’s a good idea to identify any mistakes in this stage as early as possible, as then you’ll prevent a flawed method becoming your employees’ default.