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ORGANIZATIONAL CHANGE - Coggle Diagram

- - - - This classification agrees with the "five forces" of the Competitive Strategy, since it considers the factors of the Environment and the need for change in the search for competitive advantages.
        "The success of an organization depends on selecting the right strategy, that is, one that matches the competitive strengths (resources and capabilities) of the organization and the relevant industry."
- - - - No change can be successful without prior planning; also determine if these should be initiated by those who really feel the need for change. The influence of leadership may have its limits, particularly in large companies, where top management is far removed from management functions at the operational level.
        Whatever the case, when the company is in the process of change, cultural norms must be reoriented by changing the management system, that is, the multiple management processes, organizational structure, and management style that drive the company.
- - - - The motivation of human resources is achieved when both the goals of the organization and those of the people who make it up are taken into account, creating a true energy that facilitates the process of change.
        The adaptation of the company to the reality of change has to happen through a process that is happening really and effectively. The change should not be authoritarian as it is very difficult to achieve, it should be flexible, with the participation of all staff through small but consistent groups, to allow the process to move forward.
        
        To achieve change, groups must lose their fear. With the first achievements that each group reaches, the members experience the satisfaction of the results obtained that they themselves proposed, and from that moment on the inertia to change is broken.
        The change process basically consists of three stages: Data collection: determining the nature and availability of the necessary data and the usable methods for its collection within the organization.
        Organizational diagnosis: from the analysis of the data taken, it is passed to its interpretation and diagnosis. This is about identifying concerns, problems and their consequences, establishing priorities and objectives.
        Intervention action: through this, the most appropriate intervention to solve a particular organizational problem is selected.
- - - - On the other hand, it is necessary to carry out a previous diagnosis of the organization that allows to appreciate its true situation and define both its real mission and the strategic guidelines that should guide it, at the same time that it facilitates the identification of those variables of the environment that can have a negative impact. or positively, on its main management areas, with which possible obstacles, weaknesses and threats could be foreseen, in addition to its own potentialities.
      - Although it is true that there have been many transformation efforts that have failed in both public and private institutions, it is no less true that the lack of planning and leadership in these organizations has generated deterioration in their functions Guédez (1997) maintains, among other things, an urgent concern: how to exercise a managerial commitment that really encourages change and creativity?
        
        "...Ignorance about the intimate nature of our resistance to change is what kills change, and not the resistance itself...". Resistance to change is an absolutely natural symptom. But there is definitely a downside to resistance to change. It hinders adaptation and progress (Robbins 1999).
- - - - Resistance to change can be a source of functional conflict. For example, resistance to a reorganization plan or a change in a product line can stimulate a healthy debate about the merits of the idea and result in a better decision.
        First, at the bottom of the pyramid, we find that people who don't know enough tend to delay change, which is perceived as some form of resistance. This ignorance is generally caused by:
        
        Lack of communication about the change project.
        
        The too biased vision of change.
        
        If people have enough information about change, they may offer some resistance simply because they perceive that they cannot change.
        
        Some factors that contribute to this are:
        
        The type of organizational culture that excessively punishes error;
        
        The lack of individual capacity, which limits concrete actions; - Difficulties in teamwork, necessary to review the entire scheme of interactions proposed by the change; - The perception of the lack of resources, either in economic or human means;
        
        The feeling that real change cannot occur. The agents of change perceive that they are tied hand and foot to face the really necessary initiatives.
        
        Finally, if people know enough about the change to be faced and feel capable of carrying it out, the true will to change begins to be very important.
        These reactions can stem from feelings such as:
        
        The desagree. Individuals may simply disagree about the premises or reasoning behind the change. In some cases, they base their judgments on very closed mental models or have difficulties to abandon deeply rooted habits;
        
        Uncertainty. The effects of the new system are not totally predictable and this generates fear due to a lack of confidence in its results;
        
        Loss of identity. Sometimes people build their identity on what they do. In this frame of reference, changes qualify and offend. Defensive attitudes appear;
        
        The need to work more. It is normally perceived that two different fronts must be faced simultaneously: the continuation of old tasks and the initiation of new routines.
- - - - From the specific strategies proposed, we rescue the basic structure that must be taken into account to facilitate the processes of change. The same part of the execution maintains six key actions:
        
        Communicate the need for change
        
        Get a shared vision
        
        Generate commitment from leaders
        
        Facilitate staff participation
        
        Think about the organization in an integrated way
        
        Measure Performance
- - - - Michel Crozier makes it very clear that everyone who participates in this strategic model does so to some extent; everyone has “their limit”. All of them distribute power but are aware that above all "the organization" must continue to exist.
        The struggles in the "power games" refer to different positions that the organizational participants adopt, but these struggles are characterized by not being life or death, since there are many subtle mechanisms of seizing power without killing the opponent (there is material in the Book by Dr. Donald Cole and Eric Gaynor titled: “Professional Suicide or Organizational Murder”).
- - - - Also mentioned was a very thick hose (the trunk), large screens or fans (the ears), a feather duster (the tail)... and obviously no agreement was reached.
        Without intending to question the veracity or usefulness of the data on which his work is based, the success of a team in which each person wants their part to define the whole, would be as feasible as the following challenge:
        1_ Get: 4 columns; 1 drain pipe; 2 wooden stakes (slightly rounded); 2 screens or fans (the largest you can find); 1 duster and 1 hose (as thick as possible).
        2_ Cover all these elements with mattresses.
        3_ With these materials... make an elephant. Let it move, sweep... and smell like one.
        
        When we begin to work together, our situation resembles that of the "blind men" and the elephant. What this little story alerts us to is the dangers of biased information -what here would be the "exit" of each task carried out individually-.
        In another sense, the changes have led companies to think about their objectives and strategies in global terms, delegating the search for operational improvements that respond to these changes to lower levels. This makes it necessary to continuously analyze the needs of current and/or potential customers, either due to changing demands on their part or due to increased competition.