Change Management Set 3 Deliver Change

Front 1

Directed Change

Back 1

Directed change is driven from the top of the organisation.

--For example, changing structures, closing units, making people redundant, and reducing costs

Front 2

Facilitated change

Back 2

Facilitated change takes place when the wider membership ofthe organisation is involved in the shaping of what needs to happen.

--For example, people-related, concerning perhaps team performance, cross-divisional working

Front 3

List the two facilitated styles

Back 3

Collaborative – Employees are engaged in the change process, typically through cascading workshops or meetings. Their views will be actively sought and acted upon

Consultative – Employees are kept informed about the changes and could discuss possible outcomes with the management before the management made the decision.

Front 4

List the two directed styles

Back 4

Directive - The workforce is informed about the changes and why those changes are important but they are not given the opportunity to express an opinion.

Coercive - The workforce is told that they must obey the new instructions. No information was provided or their opinions asked

Front 5

Finetuning

Back 5

Finetuning – gentle change at unit level, for example refining procedures

Front 6

Incremental adjustment

Back 6

Incremental adjustment – in response to the changing environment.

--For example, adjusting strategies at unit or departmental level

Front 7

Modular transformation

Back 7

Modular transformation – major realignment of one or more department (and not the whole organisation).

Front 8

Corporate transformation

Back 8

Corporate transformation – organisation wide change fundamentally affecting ways of thinking and operating

Front 9

Developmental transitions

Back 9

the primary style of change management is consultative. Widespread involvement in the communication process to develop trust.

Front 10

Taskfocused transitions

Back 10

Taskfocused transitions –The style is directive, with the change leader seeking compliance.

--Managers further down the organisation may adopt a more consultative approach. Formal communication, with instructions, memos and emails

Front 11

Charismatic transformations

Back 11

Charismatic transformations –refer to change needing a more radical shift that may involve the whole organisation.

--The aim is to use key managers to gain inspirational, emotional commitment of the staff to the vision, such as there may be top-down communication, but with build-in feedback loops

Front 12

Turnarounds

Back 12

Turnarounds–are fast discontinuous changes to recreate the organisation, needing directive change management with some coercion to radically change existing practices.

--The aim is to communicate the sense of crisis in a formal and authoritarian fashion, with no time to engage staff in the thinking

Front 13

Directed change methods

Back 13

Business process re-engineering

--The fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time

Front 14

What are four key steps involved in implementing BPR?

Back 14

1.Prepare the organisation –involving assessment of the strategic context and communication throughout the company of reasons for re-engineering.

2. Fundamentally rethink the way in which work gets done –identify and analyse core business processes from start to finish, define performance objectives and design new processes in accordance with:

-simplify the current process by combining or eliminating steps.

-attend to both technical and social aspects of the process.

-prevent past practice from being a constraint. -perform activities in their most natural order.

3. Restructure the organisation around the new business processes. This is important:re-structuring and the associated disruption are an expected part of BPR.

4. Implement new information and measurement systems to enforce change.

Front 15

Lean Manufacturing Goals

Back 15

* Zero Breakdowns

* Zero Delays

* Zero Defects

* Zero paper

* Zero accidents

* Zero inventory

Front 16

Facilitated approaches and emergent change

Back 16

An emergent view suggests that change is inherently unpredictable.

Companies need to be ready to respond to external environmental changes in an agile way, through experiment and adjustment, to see what may emerge, rather than defining a specific change outcome.

- To achieve emergent change, companies must increase diversity in decision-making so that they come up with fresh ideas.

Front 17

Social Constructionism

Back 17

This is the view that ‘reality’ is socially constructed through what people say and do together.

--Based on this, there can be no fixed definition of the change that the organisation wants, because it will evolve as people are able to feel it and describe it to one another.

Front 18

Facilitated Methods

Back 18

•OrganisationDevelopment,

•Open Space Technology,

•VirtualConferencing

Front 19

Appreciative Inquiry (AI)

Back 19

A planned change method led from the top, but the aim is full participation and engagement of the whole organisation.

Purpose is to focus on the ‘strengths ’that exist in the organisation and to facilitate the development of organisational capacity in those strengths.

-AI is used with groups, often large groups, drawing on the process of dialogue.

Front 20

AI method follows five phases, which are?

Back 20

A definition phase: The goal, the project management structure and the approach to enabling people to participate

A discovery phase: Participants inquire into the times when the organisation is at its very best in human, economic, and organisational terms

A dream phase: Participants start to describe their picture of the future.

A design phase: Dream is translated into reality by considering the aspects of organisation life that the need to change, i.e. policies, structures, process.

A destiny phase: A range of projects is agreed upon to take the ideas forward.