org change quiz

types of minor changes:

departmental reorganizations, installations of new technology and incentive systems, shutting particular manufacturing lines, or opening new branches in other parts of the country—fine-tuning changes to improve the efficiency and effectiveness of our organizations

Brainstorming

group discussion to generate ideas or solve problems •Rules for brainstorming: •Defer judgment •Build on the ideas of others •Encourage wild ideas •Go for quantity or quality •Be visual •Stay focused on the topic •One conversation at a time •Avoid Groupthink: mode of thinking that people engage in when they are deeply involved in a cohesive in-group when member's strivings for unanimity override their motivation to realistically appraise alternative courses of action. •

individual readiness

•Focuses on individual and organizational characteristics that predispose an individual to being ready to change.

failure of success

There is a web of tightly woven factors that make organizational change difficult. However, one common cause might lie in practices that were effective in the past and that are no longer appropriate

SSD Change Model

-> consider -> creative -> consult -> coalition -> communicate -> commence -> celebrate ->

why change fails:

-Lack of analysis of what needs to change -Void of a champion -Passive learning instead of active learning -Failure to believe not all failure is bad -Only focusing on "first-order" failures, disregarding second and third order failures -Blaming the "messenger" not the actual reason for failure -Personal agendas -Lack of employee participation or excessive resistance -Power and politics

managing change

-organizational change is a complex process that deserves careful attention -while change processes can benefit from thoughtful management, the large range of the factors that influence outcomes means that the desired outcomes are not guaranteed -reflecting on the experience of change as it has occurred in different organizations provides insight into factors that can be involved and the variety of outcomes that can occur

strategy

1) A plan of action or policy to achieve a major or overall aim 2) a high-level plan to achieve one or more goals or objectives 3) managements game plan for strengthening the performance of the enterprise, stating how business should be conducted to achieve desired goals

change

1. to make or become different; alteration, substitution or modification 2. take or use another instead of -"We either learn to manage change or it will manage us"

giving voice to values

1.Clarification and articulation of one's values: invites participants to consider the notion that there is a universality of values across cultures and religions. 1.Five widely shared values: honesty, respect, responsibility, fairness, and compassion 2.The first step requires participants to articulate their values and the impact of acting on those values. This exercise encourages participants to take their often-implicit principles and make them explicit and public, an important first step in bringing about change. 2. Post-decision-making analysis and implementation plan: requires participants to examine case studies of protagonists who have been clear about their values and have effectively voiced their principles in difficult situations Analytical work can be further subdivided into three parts. First, participants engage in a stakeholder analysis to understand how to effectively influence key people. Second, people need to anticipate how stakeholders might respond to the protagonist's questioning of the stakeholders' actions. Gentile calls this the "reasons and rationalization" that a protagonist might expect from others. Third-, what levers can a protagonist use to persuade stakeholders to join the protagonist's vision? 3. The practice of speaking one's values and receiving feedback: One of the Central tenets of GVV is the importance of "pre-scripting Gentile believes that participants' practice in speaking their values after they have analyzed a situation "is both a cognitive exercise as well as a behavioral and emotional one". Participants write out a script, speak the script in front of another participant, and receive feedback from a third participant—an observer who acts as a peer coach to the participant who is articulating the script. Delivering a script challenges participants to articulate often vaguely formed ideas, which deepens their sense that they will take action in difficult, future situations.

kotter's 8 stage process

1.Establish a sense of urgency: In older, well-established organizations a sense of complacency may have set in. Leaders need to illustrate the threats to the system and move enough organizational members from a sense of invulnerability to vulnerability. 2.Create a guiding coalition: Select a significant number of people (10 to 50) who have titles and lead divisions and departments, have the respect of their colleagues, and relevant knowledge. This group should be aligned and know that change is needed. 3.Develop a vision and strategy: People need an overarching dream of an inspiring future. From this vision comes the implementation plans and steps. 4.Communicate the change vision: Capture the hearts and minds of most employees by communicating through multiple channels and multiple times the vision for change. 5.Empower employees for broad-based action: Large numbers of employees need to embrace the vision and then organizational structures, human resources systems, and a myriad of other internal organizational mechanisms need to support, rather than block, the change. 6.Generate short-term wins: Large-scale organizational change may take three to five years and yet employees need to see evidence of successful change within 18 months (p. 11). Highlight short-term gains to keep employees motivated. 7.Consolidate gains and produce more change: Since it takes years for organizational change to become a part of an organization's DNA, many leaders stop too soon. Keep pressing forward until the change seeps into the deepest recesses of an organization. 8.Anchor new approaches in the culture: Make sure that the change is embedded in the organization's cultural norms and values.

duck's five stage change curve

1.Stagnation occurs when people have their heads in the sand and have an insufficient sense of threat from the external world. This can only end with a forceful demand for change from the external environment, such as a merger or acquisition, or from internal pressures for change from a strong internal leader. Leader's role is to push people to see the truth of their situation. 2.Preparation begins with a dramatic announcement of change from an internal person, such as the CEO, or from an external force, such as an announcement of a takeover. When this rush of emotion occurs, productivity often goes down. 1.This phase requires a tremendous amount of planning and operational work by the leaders. In addition, organizational leaders must be aligned for the planned change to succeed. 3.Implementation-when the journey begins. It includes designing new organizational structures, job descriptions, and lots of other detailed plans. Implementation also requires changing people's mindsets and work practices—in other words, people's emotional maps and habits. 4.Determination -people realize that the change is real and they will need "to live their work lives differently". 5.Fruition is the time when the hard work pays off and the organization seems new. "The employees feel confident in themselves; they're optimistic and energized, and they're able to get their work done with less hassle, in less time, and with better results" . Leaders need to make sure that this basking in the satisfaction of the change does not lead to napping and future stagnation.

segment

A subset of an industry. Example: Southwest Airlines is in the Transportation industry. The segment would be Airline

organization

An entity whose intent is to participate in commercial enterprise by providing goods or services to meet the needs of consumers. These can be in the form of Partnerships, Corporations, Limited Liability Companies and Sole Proprietorships

market

Any place where makers, distributors or retailer sell goods and/or services and consumers buy. Example: Walmart, Amazon, Sam's Club

receptive organization model

Asks a range of questions about the pressure for change, shared vision, level of trust, will to act, available resources, allocation of accountability, etc. •Change Valence: Do team members value the outcome of the change

industry

Classification of a group of companies that are related based on how they generate revenue or primary business function. Scope is based on product and geography

Strategy: If strategy is missing, unclear, or not agreed. Leads to:

Confusion Because: -No common purpose -People pulling in different directions -No criteria for decision making

scenario planning

Creating stories of multiple possible futures that an organization might face as a basis for considering potential actions if various futures emerge.

cognitive preferences

Different people think differently. Some are introverts and need time alone to produce ideas they can later bring to the team, while others need the other team members to bounce ideas off of, and to be sounding boards. Some prefer the "shotgun" approach of producing many ideas in many different directions, while others prefer the "rifle" approach of finding a very specific solution to a very specific and well-defined problem.

knowledge & education

Even if different team members are from the same discipline, they may know (or have studied) different aspects of the project at hand. Having different knowledge can give yet again different perspective on similar things

elements of strategy

Five elements of strategy are considered mutually reinforcing - arenas, vehicles, differentiators, staging and economic logic. Any misalignment of these signifies the need for change.

absorptive capacity

Focuses on the ability of an organization to find, assimilate and apply new knowledge •Acquisition capacity - a firm's ability to locate, identify, value and acquire external knowledge that is critical to its operations •Assimilation capacity - a firm's ability to absorb external knowledge that it will later analyze, process, interpret, understand, internalize and classify •Transformation capacity - a firm's ability to develop and refine the internal routines that facilitate the combination of previous knowledge with the newly acquired or assimilated knowledge •Application (or exploitation) capacity - a firm's ability to incorporate acquired, assimilated and transformed knowledge into their existing and future operations and routines

Structure: if structure is not aligned to strategy. Leads to:

Friction Because: -Inability to mobilize resources -Ineffective execution -Lost competitive advantage

external forces for change:

Globalization Economic Factors Government Policies/Legislation Political Environment Consumer Preferences Technology Innovation Competition Demographic Shifts

Processes: if coordinating mechanisms and rewards do not support the goals Leads to:

Gridlock Because: -Lack of collaboration -Long decision making and innovation cycles -No sharing of information and best practice

strategic inventory

Identifies managers' strategic assumptions and their consistency with the business environment. This determines whether strategy should be a focal point for change.

stakeholder analysis

Identifies those who are likely to be affected by an organizational change ('stakeholders'), their expected gains and losses, and their capacity to support or block a change. Use of Power-Interest Matrix: •High power - High interest: these stakeholders are likely to be decision makers and have the biggest impact on the project success. You need to keep these stakeholders close, to manage their expectations. •High power - Low Interest: these stakeholders need to be kept in the loop with what is happening on the project. Even though they may not be interested in the outcome, they yield power. These type of stakeholders should be dealt with cautiously because they could use their power in a negative way if they become unsatisfied. •Low power - High interest: keep these people adequately informed and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project. •Low power - low interest: monitor these people, but do not spend time and energy with excessive communication.

nurturer

Interested more in emergent strategy and place less value on the diagnostic approach

Rewards: if metrics and rewards do not support the performance goals Leads to:

Internal Competition Because: -Diffused energy -Low standards -Turnover due to frustration

thinking hats technique

Invented by Edward de Bono involves role-play. In a group of six people, each person takes up a different role and addresses the problem in that capacity. One participant uses logic to think about the problem, another one uses optimism, a third one plays devil's advocate. The others take up roles for emotion, creativity, and management. As each person takes up a role, they get to think very clearly about the problem in that capacity. This method can bring up far more viewpoints than any other technique.

reverse brainstorming

Knowing what not to do is just as important as knowing what to do. When you set up a reverse brainstorming session, your aim is to think up every mistake that it would be possible to make in a given situation. In a reverse brainstorming session for marketing knowledge, for example, participants would think of mistakes such as not using social media and social media ads, not paying attention to various metrics and so on. Bringing up problems is a useful way to know what mistakes to avoid

internal forces for change:

Leadership Changes Business Growth Corporate Identity, Strategy, Mission Mergers & Acquisition Employee Dissatisfaction (turnover) Performance Failures

interpreter

Like the fact that diagnostics emphasize images, framing and cognitive maps

People: if team is not empowered Leads to:

Low Performance Because: -Effort without results -Low job satisfaction

cultural web model

Map and understand components of the organization's culture and impact on business Stories, symbols, rituals and routines, power structures, organizational structure, controls

storyboarding

Placing pictures or written words to do with ideas, one after the other, on a sheet of paper. Then, you try to develop a story through them. When you storyboard ideas for an ideating session, you take ideas from everyone, write each down on a sticky note, paste it on a board, and then try to form a story around it. It's a great way to see how these ideas interact and see if there is a connection that can be made among them.

generalist vs specialist (breadth vs depth)

Some know little about a lot (generalists), while others know a lot about little (specialists). There is a limit to how much we know and have experience with, and throughout our careers we balance breadth with depth. No doubt that you need matter experts to completely solve a problem, but it is the generalists who bring solutions from remote disciplines and allow the solutions to be disruptive and novel.

risk taking

Some people are accepting of risk than others. Those are the ones who push the team to try new things, to experiment, and not rule out anything until it blew up in their hands. Others are cautious and assure that the final product minimizes risk for the company

visionaries' vs pragmatics

Some people are optimistic visionaries who can only see what can be done, while others balance them with more pragmatic attitudes. Both are needed. However, you need to be cautious with "devil's advocates," people who only see faults in everything. Your team need to see upsides and downsides, but to be productive and creative avoid having members that only see the negative, and what cannot be done.

word banks

Start with a word or a problem and then create a large set of words that you would associate with the word. It's a word association activity, but it works with large groups of words. Creating word banks helps you break a problem down in your mind and form manageable parts. When a word banking session is ready, you start to form relationships among the words that you've thought of. When you do this, you come up with new ideas.

change facilitator

The person who assists initiators, implementers, and recipients with the change-management process. Identifies process and content change issues and helps resolve these, fosters support, alleviates resistance, and provides other participants with guidance and council.

change implementor

The person who has responsibility for making certain the change happens, charting the path forward, nurturing support, and alleviating resistance

change initiator

The person who identifies the need and vision for change and champions the change and advocates for it in the organization

change recipient

The person who is affected by the change. Often the person has to change his or her behavior to ensure the change is effective.

change leader or agent

The person who leads the change. He or she may play any or all of the initiator, implementer, or facilitator roles. Often, but not always, this person is the formal change leader. However, informal change leaders will emerge and lead change as well. (Note: In this book, change leader and change agent are used interchangeably.)

caretaker

These change agents are less impressed with the capability of the diagnostics to support change internally and focus on more external change drivers

navigator

They find diagnostics useful to "map" the organizations environment and help to assess appropriate responses

gap model

This is a model used for reviewing the organization's current situation relative to the situation in which it wishes to be (the difference being 'the gap').

coach

Typically interested in diagnostics because it focuses on goals and the capabilities required to achieve them

director

Uses diagnostics to strengthen their knowledge base and confidence with regard to what need to change and confidence regarding what needs to change, identifying key relationships and focusing on where change is needed and the results you want

experience

When you walk into a room to see a team of 5 who worked together in the same company and same business units for more than 20 years--you will not get diversity. All team members will think alike. When your team is made of members who worked in very different business units and possibly different companies--you are assured to increase team creativity

extra curricular interest

Whether we like it or not, we bring our extra-curricular activities to the workplace. Be it surfing, cooking, shooting, riding motorcycles--we are the sum of our experiences, and those experiences, even if not directly related to the problem at hand, can help formulate different solutions to problems and a means to connect with people

type of change with minor degree of change + proactive timing of change

anticipatory - fine tuning processes or procedures

change path goal

awakening - spread awareness of problem of practice, draft a vision and a plan for change. unsettle the status quo. -> mobilization - consider systems and processes to support change. seek to understand any resistance to change. -> acceleration - support the development of new understandings and skills, and share stories of successful implementation -> institutionalization - measure change, modify strategies, and celebrate faculty achievements

sketching

helps visual thinking, something that is often more effective than discussions conducted through speech. In group sketching, a person begins the idea-making process by sketching something on the whiteboard. Another person then comes along and adds to the sketch with his own idea. As everyone contributes to the idea through sketches, they add up to something substantial.

demographics

includes gender, ethnical / cultural and age diversity

organizational change

planned alterations of organizational components to improve the effectiveness or efficiency of the organization. Organizational components are the organizational mission, vision, values, culture, strategy, goals, structure, processes or systems, technology, and people in an organization. When organizations enhance their effectiveness, they increase their ability to generate value for those they serve

type of change with major degree of change + reactive timing of change

re-creation - organizational structure change

type of change with minor degree of change + reactive timing of change

re-orientation - people investment activities (loyalty, motivation, training)

diversity

the practice or quality of including or involving people from a range of different social and ethnic backgrounds and of different genders, sexual orientations, ages, life-stages, etc. Interesting Facts: •Teams that are racially diverse outperform non-diverse teams by 35%. •57% of employees think that their employer should be doing more to increase diversity. •The teams on which men and women feel like they're equals earn 40% more revenue. •Bilingual employees earn 10% more than single-language employees.

type of change with major degree of change + proactive timing of change

transformation - mission, vision, or strategy change

mind mapping

write down the problem on a whiteboard and then surround it with words that indicate the things that you feel you may need in order to solve the problem. If the problem is growing website traffic, for instance, the solutions are the things that you need, like SEO or organic traffic. As a second mind map layer, you can take an individual need, like SEO, and add potential solutions, including hiring an SEO strategist, taking up a marketing course and so on. It's possible to add third or fourth mind map layers, as well.

Star Model

•An organization is effective when the five components of organizational design - strategy, structure, processes and later capability, reward systems and people practices - are in alignment. •Design elements affect the overall direction of the organization, the nature of leadership, the flow of information, and the competencies and motivation workers. •Strategy is a multi-dimensional concept which can be defined in different ways. In general, strategy is the means by which an organization intends on achieving its objectives and goals with respect to improving or innovating for competitive advantage •Leaders, in turn, develop and reinforce the organizational capabilities need for strategy attainment •Does not specify a specific performance outcome (e.g., organizational culture, performance, or effectiveness). •the model is merely a framework for decision making on crucial design elements that can be directly controlled by upper management •However, there are no implied causal relationships or directionality among the variables in the model. Rather, the variables are complimentary in that a change in one design element may affect another variable in the model.

Successful Change Leaders:

•Balance keen insight with a driving passion for action •Have a tolerance for ambiguity, emotional maturity, self-confidence, comfort with power, a keen sense of risk assessment, a need for action and results, and persistence grounded in reasoned optimism and tenacity •Exhibit sensitivity to the external world described above and will be skilled anticipators of that world •Maintain a rich understanding of organizational systems—their system in particular and the degree to which continuous or strategic changes are appropriate •Successful change leaders know their personal skills, style, and abilities and how those play throughout the organization. Their credibility is the bedrock on which change actions are taken •Involved in both driving change and enabling change •Recognize that resistance to change is both a problem and an opportunity •Good change leaders focus on outcomes but are careful about process •Change leaders understand the need to balance patience and impatience.

coalition

•Build a coalition of influential supporters

celebrate

•Celebrate the small wins along the way •Communicate and recognize key milestone accomplishments

commence

•Commence or execute the plan

communicate

•Communicate the why, when, how and define success

consider

•Consider what needs to change/be tweaked •Changing too many factors at once could be detrimental to execution success and accurate evaluation •Consider/evaluate the results

consult

•Consult experts, peers and key team members •Research similar situations

distinction between creativity and innovation

•Creativity - the ability to envision anything and see the impossible working. •Innovation - the application of creativity. •For example, the moment you paint on a canvas, write notes on a score, or design a building, creativity is transformed into innovation. •Creativity has often been the fuel behind change. Using critical thinking, problem solving, and decision-making could define your creative change success.

7-S Framework

•Focuses on seven key components (refers to as levers) that affect organizational effectiveness - structure, systems, style, staff, skills, strategy and superordinate goals. The interconnectedness of these variables is vital to the success of change. •Model often referred to as "Managerial Molecule" •Structure -the skeleton of the organization or the organizational chart. •Strategy -the plan or course of action in allocating resources to achieve identified goals over time •Systems -routinized processes and procedures followed within the organization. •Staff - described in terms of personnel categories within the organization (e.g., engineers •Skills variable -the capabilities of the staff within the organization as a whole. •Style - way in which key managers behave in achieving organizational goals; this variable is thought to encompass the cultural style of the organization. •Shared values variable, (originally termed superordinate goals) - refers to the significant meanings or guiding concepts that organizational members share

pestle framework

•Framework or tool used to analyze and monitor the macro-environmental factors that may have a profound impact on an organization's performance. This tool is especially useful when starting a new business or entering a foreign market. political, economic, social, technological, environmental

Lewin's Force Field Analysis

•Identifies both driving forces and restraining forces within an organization. •Driving forces, such as environmental factors push for change within the organization while the restraining forces, such as organizational factors (e.g., limited resources or poor morale), act as barriers to change. •To understand the problem within the organization, the driving forces and restraining forces are first identified and, hence, defined. •Goals and strategies for moving the equilibrium of the organization toward the desired direction can then be planned. •Model relies upon the change process, with the social implications built into the model (e.g., disequilibrium is expected to occur until equilibrium is reestablished). •General goal of this model is to intentionally move to a desirable state of equilibrium by adding driving forces, where important, and eliminating restraining forces, where appropriate. These changes are thought to occur simultaneously within the dynamic organization. •When to use: When a company needs a drastic change or complete overhaul to succeed

the innovative organization

•Identifies characteristics associated with organizations that are able to be innovative and creative.

diagnostic models

•Models used to determine change needs and an organization's ability to change effectively •Simplify a complex situation. •Identify priorities for attention. •Highlight interconnectedness of various organizational properties (e.g., strategy and structure). •Provide a common "language" with which to discuss organizational characteristics. •Provide a guide to the sequence of actions to take in a change situation. •3 Types: Organizational, Strategy, Readiness

types of diagnostic models

•Organizational Diagnostic Models - Evaluate if organizational structure is adequate to make changes; If not, what roles or areas of expertise are missing •Strategy Diagnostic Models - Evaluate if an organization has the appropriate strategy to get from where they are to where they want or need to be •Readiness Diagnostic Model - Measures company's willingness to change, ability to trust leadership initiatives and act on change; Evaluates an organizations receptiveness to new information and their ability to process/assimilate that information into positive actionable tactics

four frame model

•This offers four frames for the managers to conceptualize how the organization operates. •Structural: This Frame focuses on the obvious 'how' of change. It's mainly a task-orientated Frame. It concentrates on strategy; setting measurable goals, clarifying task, responsibilities and reporting lines; agreeing metrics and deadlines; and creating systems and procedures. •Human Resources: The Human Resource (HR) Frame places more emphasis on people's needs. It primarily focuses on giving employees the power and opportunity to perform their jobs well, while at the same time, addressing their needs for human contact, personal growth, and job satisfaction. •Political: The Political Frame addresses the problem of individuals and interest groups having sometimes conflicting (often hidden) agendas, especially at times when budgets are limited, and the organization have to make difficult choices. In this Frame you will see coalition - building, conflict resolution work, and power-base building to support the leader's initiatives. Symbolic: The Symbolic Frame addresses people's needs for a sense of purpose and meaning in their work. It focuses on inspiring people by making the organization's direction feel significant and distinctive. It includes creating a motivating vision and recognizing superb performance through company celebrations

lewin's change management template

•Unfreeze: Break down the company's process, procedures and perceptions about change to determine the cause for needed change - not just the symptoms. This step determines what needs to change •Change: Implement the change(s) paying attention to the importance of communication, education/training and support. Begin measuring the effects of the change and communicate to the organization. Seek feedback and tweak the changes if necessary •Refreeze: Sustain the change to ensure old habits do not re-surface. Make the change the new habit and part of the culture

creative

•Use creativity to develop solutions •Engage diverse ideas

six box model

•Useful to maintain awareness of all areas for consideration even though one variable may be identified as the main area for attention. •Focuses more on internal vs external issues •Model refers to structure as the way in which the organization is organized; this may be by function - where specialists work together - or by product, program, or project - where multi-skilled teams work together. •Ways in which people and units interact is termed relationships. Also included in the box of relationships is the way in which people interact with technology in their work. • Rewards are the intrinsic and extrinsic rewards people associate with their work. •Leadership box refers to typical leadership tasks, including the balance between the other boxes. •Helping mechanisms are the planning, controlling, budgeting, and information systems that serve to meet organizational goals

multi-disciplinary & cross-functional

•going beyond "tier 1" of disciplines will enhance creativity •It takes a complete understanding of how sales, marketing, manufacturing, accounting, HR, product development and logistics work together

types of major changes:

•mergers, acquisitions, buyouts, downsizing, restructuring, the launch of new products, and the outsourcing of major organizational activities