Please enable JavaScript.
Coggle requires JavaScript to display documents.
Organizational Change and Consultancy - Coggle Diagram
Organizational Change and Consultancy
1) Understanding organizational change
Theories of Change
Evolutionary
Dialectical
Life-Cycle
Teleological
Forms of Change
Continuous
Discontinuous
2) Organizational change and performance
Primary sources of stress
Disruptive processes of change
People- and cost-oriented approaches
3) Managing change
Diagnosis
Readiness for Change
Evidence-based change interventions
Change leadership
Shared change vision
Social Networks
Enabling practices
Promote micro-processes and experimentation
Monitor change process
Institutionalize change
4) Resisting change
High-status leaders resist team empowerment
Resistance can be a source of information and feedback
Does not reside exclusively within change recipients
5) Stability and Change
Failed innovations can lead to innovation-targeted burnout and innovation fatigue
Innovation-targeted helplessness and passivity
Regular change rhythm are beneficial for long-term performance
6) Management consulting in context
knowledge intensity
low capital intensity
weakly professionalized workforce
relied on established fields to legitimize their practice
institutional entrepreneurs
opaque quality of services
7) Clients and consultants
Learning-credibility tension
Tactics and Last Resort
Threat to the face
General meets particular
Multitude of solutions for similar problems
Collaboration with employees
Junior consultants have unique backgrounds
8) Consultants and Consultancies
Ideal worker image
passing, revealing, embracing
Knowledge-based innovation
Four pathways
Internal consultants: ambiguous image - internal knowledge and relations vs external credibility and expertise
9) Consequences of consulting
Best practices
reduce extremes of product quality
but do not provide uniqueness and excellence
vs. internal knowledge
brand name reputation and spillover effects
signalling theory - information asymmetry
Technical vs. management consultants
initial profitability influences stock market reactions to hiring management consultants
10) Dysfunctional consulting
5 obstacles to sound practice
Ambiguity
Motivated blindness
Conflicts of interest
Slippery slope
Indirect harm
3 methods to set things right
Analyse
Outsiders view
Culture
Rationalization
Denial of responsibility
Denial of injury
Denial of victim
Social weighting
Appeal to higher loyalties
Metaphor of the ledger
Socialization
Co-optation
Incrementalism
Compromise
Ethical individualization
Integration
Given that employees appraise the success of previous change efforts, and that this appraisal affects future innovations... how do employees/managers perceive/judge the success of previous management consulting engagements? What are indicators/determinants of managmeent consulting success?