Change Management Lecture 1 And 2

Front 1

Name four change process theories:

Back 1

1) Teleological theories

2) Dialectical theories

3) LC theories

4) Evolutionary theories

Front 2

What is the characteristics of Teleological theories?

Back 2

Goals+steps-> goals. The outcome can and will be changed by participants. Learning is important because it can lead to the modification of goals or actions

Front 3

What is the characteristics of Dialectical theories?

Back 3

Focus on conflicting goals between different interest groups explains stability and change with balance of power

Front 4

What is the characteristics of LC theories?

Back 4

Change is a process that progresses through a necessary sequence of stages

Front 5

What is the characteristics of Evolutionary theories?

Back 5

Change proceeds through a continuous cycle of variation, selection and retention. Variations just happens and are selected on the basis of "best fit" with environment and resources

Front 6

What can a Reactive sequence cause?

Back 6

The change agent only have a limited amount of power. Different individuals may seek different goals, and work (in silance) towords this in-stead. The outcome of the change is dependent on the balance of power. To prevent the change process to be disrupted, thorrow stakeholder analysis should be carried out.

Front 7

What is a Self-Reenforcing sequences and what can be the outcome?

Back 7

Decision/action produces positive feedback and reenforces earlier events and further movement in the same direction. This might cause the alternatives along the change process to not be visible, and change managers should be alert.

Front 8

Name the 8th steps of change:

Back 8

Front 9

Why do managers need to step back and observe the change process, including their own and others behaviour?

Back 9

In order to minimise negative impact from these sequences

Front 10

What is cognitive biases and interpretive frames?

Back 10

Those leading the change become so committed to the project that they only pay attention to the information that supports their own position. This creates an illusion that you are acting effectively

Front 11

What is a quasi-stationary equilibrium?

Back 11

Steady state (e.g. an environment), Lewin´s force field (1951)

Front 12

What is the deep structure (Tushman & Romanelli) of an organisation? (5)

Back 12

1) organisational culture

2) strategy

3) structure

4) power distribution

5) control systems.

Front 13

What can we do in periods of equilibrium (oticon)

Back 13

Do minor changes to the product and processes

Oticon: change the colour of the hiring aid, and other technological changes. The deep structure, remains the same.

Front 14

Gersick argues (about deep structure and change):

Back 14

As long as the deep structure stays the same it creates a strong inertia to prevent the system from generating alternatives outside its own boundaries.

Front 15

What cause incremental change? (3)

Back 15

Long periods of equilibrium (likevekt),

1) Extrapolation of past trends

2) Doing things better

3) Securing efficiencies

Front 16

What cause transformational change?

Back 16

Periods of disequilibrium

An effect of inertia and falure to recognise the need for change becomes so misaligned with external environment that it cannot continue as before

Front 17

What is inertia?

Back 17

a tendency to do nothing or to remain unchanged. (treghet)

Front 18

What is "PEST"?

Back 18

Analytical Tool for external environment, opertunities and threats:

Political factors

Economic factors

Sociocultural factors

Technical factors

Front 19

Greiner Growth mode - evolutionary periods:

Back 19

Evolutionary periods is catigorised by dominant management style

1. Growth trough creativity leading to a crisis of leadership

2. Growth trough directional leading to crisis of autonomy

3. Growth through delegation leading to a crisis of control

4. Growth through coordination leading to crisis of "red tape"

5. Growth through collaboration

Front 20

Greiner s Growth model - revolutionary periods

Back 20

Categorised by management problem:

1) crisis of leadership

2) Crisis of autonomy

3) Crisis of control

4) Crisis of red tape

Front 21

Oticon became "learning disabled", what does this mean?

Back 21

When I company have experienced a big success that will stive to come back to that state by doing the same things as before, though this may not be what is good for the company now.

Trap of success

Death spiral

Front 22

Lewin three step theory

Back 22

unfreeze, move, refreeze

Front 23

Five models of intervening

Back 23

Tell them what to do:

1) Advising

Help them figure it out:

2) Supporting

3) Theorising

4) Challenging

5) Information gathering

Front 24

What is organisational diagnosis?

Back 24

process of research the functioning of an organisation

Front 25

What is the the four holistic models that can be used for a organisational diagnosis?

Back 25

1. Kotter integrative model of organisational dynamics

2. McKinsey 7S model

3. Weisbord´s six-box model

4. Burke-Litwin causal models of org. performance and challenge

Front 26

Component vs. holistic model

Back 26

Component models focus on particular aspects of organisational functioning, motivation, decision making, group dynamics, organisational structure .e.g.

Holistic models consider the organisational system as a whole

Front 27

Kotters integrative model of organisational processes

Back 27

Front 28

McKinsey 7S model

Back 28

Front 29

Weisboards six-box model

Back 29

Front 30

What is the two most common reasons for miss-alignment in an organisations elements?

Back 30

1) Change in external environment

2) Company growth

Front 31

Why is the Burke-Litwin model is presented vertically?

Back 31

to reflect causal relationships and the relative impact of elements on each outher, Burke and Litwin posit that those alements located higher in the model, exert greater impact on outher elements the the lower elements do on the higher elements

Front 32

What is the difference between the Burke-Litwin model and the outer holistic models?

Back 32

1) BLM points to the relative weights of the elements

2) BLM points to the lingange between the elements, the outher models show a equal linkage between elements

3) Model differentiates between transformational and incremental change

Front 33

Why are there pressures to change in modern organisations?

Back 33

1) Environment is changing faster and faster

2) Drivers: artificial intelligence, robotics, sustainability, additive manufacturing (3d print), biotech, inequality, cheap and clean energy, big and open data, aging population

3) Factors; Law, technology, strategy, economy, people, geography fashion

Front 34

What is Gradualist paradigm

Back 34

React to opportunities and treats: Continues incremental change, in time this changes transform the organisation. (often related to product innovation)

+ improvising

+ translation

+ learning

Front 35

What is Punctuated equilibrium?

Back 35

- Organisations evolve through the alternation of periods of equilibrium, in which the persistent “deep structures” only permit incremental change. In periods of revolution the deep structures is fundamentally altered.

Front 36

What changes can happen in equilibrium periods?

Back 36

Incremental adjustments within the playing field (nadler and tushmans congruence model)

Front 37

What is Change Agency?

Back 37

the ability of a manager or other agent of change to affect the way the organisation responds to opportunities and threats

Front 38

What is Deterministic, Change Agency? (2)

Back 38

1) The ability of the manager to influence change is limited as the main determining force lie outside the org. and the realms of strategic choice managers as the org is an interdependent part of a much greater system.

2) The deterministic role of the environment constrains the management's actions

Front 39

Voluntaristic, Change Agency

Back 39

Managers and other organisational members are the principal decision makers that determines the faith of the organisation (YES WE CAN). But chance is also a factor

Front 40

How to critically evaluate indicators for effectiveness?

Back 40

Different stakeholder have different requirements to effectiveness, it is important to satisfy all stakeholders. To make sure this indicators is aligned with the whole org a balanced scorecard can be used

Front 41

How can we view organisations as systems?

Back 41

1.Organisation is a system of interrelated components that transact with the larger environment

2. Organisation is embedded within a larger system

3.In order to survive, organisations need to maintain favourable input-output transactions with the environment. All parts of an organisation can be changed, therefore it can be viewed as an open system

Front 42

Describe the concept of alignment

Back 42

Organisational alignment occurs when a firm’s organisation is aligned with the firm’s strategy, so that the firm’s structure, systems, staffing, etc., supports its strategy.

Front 43

Models for diagnosis of internal alignement (with external environment is some cases) (6)

Back 43

1) SWot

2) McKinsy 7s

3) Kotter intergrative model

4) nadler and tushmans congruence model

5) Weisbords six box midel (external)

6) Burke-Litwin causal model

Front 44

Models for diagnosing organisational environment fit (3)

Back 44

1) Streblers cycle of competative behavior

2) PEST analysis

3) swOT

Front 45

Models for diagnosing organisational development (2)

Back 45

1) Greiners Growth model

2) Phelps apsorptive capacity /tipping point(??)

Front 46

What is a self-reinforcing sequences and what are the three drivers of this?

Back 46

When a decision or action produces positive feedback that reinforces earlier events and supports change. Can be good and bad.

1. Increasing returns

2. Psychological commitment to past decisions

3. Cognitive biases

Front 47

Increasing returns

Back 47

The first thing to be introduced have an advantage because of

1) Set-up costs

2) Learning

3) Coordination

4) Betting on the right horse

Front 48

Psychological commitment to past decisions

Back 48

Motivated by retrospective rationality. Change manager want to appear constant and protect self-image.

Front 49

Cognitive biases

Back 49

The change managers perspective of whats important, idiosyncratic ways of interpreting events -> not holistic view

Front 50

What is Path dependence

Back 50

A feature in many self-reinforcing sequences, a step in one direction produce further movement that is not decided på change manager

Front 51

The Burke-Litwin model

Back 51

Open system model 12 elements

- inputs from external environment

- output of the organisation

10 process of transforming inputs to outputs.

Front 52

What are the focus elements in a transformational change (burke Litwin) (5)

Back 52

1) External environment

2) Mission and strategy

3) Leadership

4) Organisational culture

5) Individual and organisational performance

Front 53

Types of change, fill in the blanks

Back 53

Typology of change

1) Turning

2) Adaption

3) Reorientation

4) Re-creatoon

Front 54

What is "Turning" change topology?

Back 54

Seeking better ways of achieving the strategic vision, improving politics, methods, procedures, introducing new tech, reducing cost or TTM

Front 55

What is "Adaption" change topology?

Back 55

Responding to a successful new marketing strategy, change in availability of a key resource. Doing more of the same, but doing it better, no fundamental difference. Can be large changes but the occur within the same frame

Front 56

What is "Reorientation" change topology?

Back 56

Redefinition of the enterprise to ensure that the org. Will be aligned and effective in the future. Relatively gradual process, may often work hard to create an urgency (why chance a winning project?)

Front 57

What is "recreation" change topology?

Back 57

Fast and simultaneous change of the org. Basic elements. The organization's frame is breaking an destruction of some elements (Nadler and Tushman)