Change Management WGU C721

Systems contingency model (congruence model): Output Phase

"Customer partnership" the leadership and managers are responsible for creating, processing, and completing the services and or products before delivery

Systems contingency model (congruence model): Input Phase

"Customer requirements" Shows that leadership, environment, history, and resources of the organization, emphasized as customer requirements because translating and meeting customer needs in the environment are central to survival and success

Systems contingency model (congruence model): Transformation Phase

"Customer satisfaction" reflects the effectiveness of this model through three levels: organizational level, group level, and individual professional level

Woolner's Five Stage model

1. Forming the organization 2. Developing the organization 3. The mature organization 4. Adapting organization 5. Learning organization

Woolner's Five Stage model: 2. Developing the organization

Begun to solidify business models and products can start to set up formal, proactive learning situations through training with outsiders

What constitutes an internal change?

Changes to an organizations operating system

Greiner's Organizational Life Cycle Model: Stage 2

Collectivity- Growth with Clear Direction i. A functional organizational structure is adopted and specialized jobs are assigned ii. Systems are put into place and systems and working rules are established. iii. Communication is formal and impersonal and titles and positions are developed. iv. Leaders must either give up some control, learn to delegate, and change hierarchy.

Two traditional methods of managing

Command and control

Dunphy and Stace's Model four levels of change: Level 4

Corporate transformation: This type of change, like transformational change in previous model, involves an radical shift in the business strategy and changes in the vision, mission, culture, and systems. There is outside recruitment of new executives. Most, if not all, of the internal systems and dimensions of an organization are affected

Greiner's Organizational Life Cycle Model: Stage 4

Elaboration- Growth with Coordination i. Use of formal systems to achieve greater coordination through more efficient allocation of corporate and local resources.

Balogun and Hope-Hailey's Model Horizontal Axis

End Result: Transformation and Realignment

Greiner's Organizational Life Cycle Model: Stage 1

Entrepreneurial- Growth with creativity i. Resembles a typical startup ii. Communication is frequent and informal iii. Styles of leaders and people are individualistic, creative, and entrepreneurial. iv. This stage is fun and has a strong market response.

Dunphy and Stace's Model four levels of change: Level 1

Fine-Tuning- This type of change involves an ongoing process of matching and fitting an organization's strategy, structure, and processes with the environment. Ex. Commitment to the organization's mission and departments

Greiner's Organizational Life Cycle Model: Stage 3

Formalization- Growth with delegation i. More responsibility is given to managers and employees to accomplish organizational goals and their work. ii. Hierarchical structure is changed to decentralized units iii. Communication and decisions making is less top-down

Dunphy and Stace's Model four levels of change: Level 2

Incremental Adjustment: Incremental adjustments are predictable changes that evolve slowly and systematically at a constant rate over time within the organization to fit the external environment. Ex. Modifying a mission statement

Organizational Learning Levels:

Individual, Group or Team, Organizational

What should organizations emphasize to adapt to continuous change? (4 terms)

Innovation, creativity, agility, and learning

Open-systems model of change Input

Input provides resources for organizational functions, the structures and processes that define an organization's operations, and to be successful the premise organizations must obtain scarce or valued resources internally and effectively integrate and increase their value.

Woolner's Five Stage model: 1. Forming the organization

Learn through trail and error

Woolner's Five Stage model: 5. Learning organization

Learning becomes part of an organization's day-to-day activities. Its fully integrated into operations and is viewed as part of the organization's health and success. Encourages formal and informal learning

Woolner's Five Stage model: 4. Adapting organization

Learning becomes part of the strategic plan. Learning is integral to the company's long-term growth at individual, group, and organizational levels

2 essential pieces in organizations that must be integrated effectively to lead to high performance.

Management and Leadership

Dunphy and Stace's Model four levels of change: Level 3

Modular transformation: Organizational change is radical in this type of change but is focused on subparts rather than on the entire organization. For example: restructuring departments, changes in key executives responsibilities, introducing new processes. Related to transitional change

Agile organization

More responsive than they are predictive, with an emphasis on effective communication and empowered employees, and they have flatter organizational structures

Examples of soft dimensions of change

Motivating and developing people to a high level

Balogun and Hope-Hailey's Model Vertical Axis

Nature of Change: Incremental and Big Bang

How do employees become change agents

Networking laterally and working in teams across divisions

Open-systems model of change Output

Output is the result of the input and throughput processes in the form of creating more value for services and/or products.

Proactive response

Proactive change involves actively attempting to make alterations to the workplace and its practices. Companies that take a proactive approach to change are often trying to avoid a potential future threat or to capitalize on a potential future opportunity

Reactive response

Reactive change occurs when an organization makes changes in its practices after some threat or opportunity has already occurred

Contingency Alignment Framework

Related to the open-systems, based approach and also similar to Tichy's model. Another main difference in this framework is that the internal organizational dimensions (vision and strategy, structure, people, measurement systems, nature of work, culture, and technology) all should fit and work together to add value and synergy to both the input and output of the organization

Greiner's Organizational Life Cycle Model: Stage 5

Revitalization or Decline- Growth with collaboration and innovation i. Endorses interpersonal collaboration, flexibility, and behavioral leadership and management styles. ii. Promotes spontaneity through teams and meaningful confrontation. iii. Accomplished through quick problem solving by cross functional teams, reduction and integration of headquarters staff members, conferences frequently to solve significant problems.

Lewin's Change Management model Stage 1

Stage 1: Unfreezing- makes the organization aware of the problems and the need for change. Develop a compelling message and sense of urgency

Lewin's Change Management model Stage 2

Stage 2: Change- where people begin to resolve their indecision and look for new ways to do things. Leadership provides a new vision and plan that everyone can believe in

Lewin's Change Management model Stage 3

Stage 3: Refreezing- Needs to develop a coalition among people for the organization to adopt and institutionalize the changes

Examples of hard dimensions of change

Strategies, structures, and systems

Peter Senge's Five Principles:

Systems thinking, personal mastery, mental models, building shared vision, team learning

Ackerman and Anderson's change process model

The road map developed by Ackerman and Anderson is often described as a "thinking discipline" rather than a prescribed way of forcing an organization's behavior into a forced plan and timeline. Steps: a. Preparing the lead to change b. Creating vision, commitment and capability c. Assessing the situation: Determine design requirements and desired state and analyze the impact d. Plan organize and implement the change e. Analyze the impact f. Plan and organize for implementation g. Implement the change h. Celebrate and integrate the new state i. Learn and course correct

What are the traits of an effective change leader?

They define themselves as a change leader, embrace risk instead of being adverse to risk as part of the change process

Open-systems model of change Throughput

Throughput is the middle process that is the part used by leadership to transform the strategy, structure, systems, ad culture to an eventual output.

Tichy's Model

Tichy's framework explains change from a combination of external forces (political, technical, and cultural) that affect internal organizational systems

Woolner's Five Stage model: 3. The mature organization

Understand the need for employee learning and begin to provide internal training

Lewin's Change Management model

Unfreeze, change, freeze (refreeze). Simple and easy to understand framework for achieving behavioral and attitudinal change approach in order to achieve a desired future state that benefits the organization.

Balogun and Hope-Hailey's Model's Four Strategies: Adaption

When the change is also incremental and the end result is realignment. This is the least intrusive impact on the organization and the most commonly used

Balogun and Hope-Hailey's Model's Four Strategies: Revolution

When the change is big bang and transformational. An example might be a company that is bought by another parent firm and the new owner requests the present leaders and managers to change the vision and mission and the replace a majority of the workforce

Balogun and Hope-Hailey's Model's Four Strategies: Reconstruction

When the change is big bang combined with realignment. The organization may experience turmoil as in a turnaround or large expansion, and the basic business model may remain intact

Levels of intervention- planned actions to enhance an organization's effectiveness that focus on the organization, team or group, or individual.

a. Developmental b. Transitional c. Transformational

Action Research Model phases

a. Identify the problem or opportunity b. Consult with the client- Initial meeting c. Collect Data d. Make a preliminary diagnosis e. Present Feedback to the Client f. Jointly diagnose Problem/ Opportunity/ Findings with client g. Instigate Joint Action Steps h. Implement Change i. Managing Change: The change consultant's role j. Collect Post-Implementation Data

Survival Learning

also referred to as adaptive learning, and uses past successes as a basis in developing future strategies and successes

Lewin's force-field analysis

can assist individuals, groups, and organizations in the understanding and overcoming resistance to specific changes. Lewin's view of "change" was that it is the result of opposing forces moving for and against status quo at any given time

Duncan's Model: Environmental-industry-organization fit

can be used to understand an organization's existing environment and to diagnose the type of organization to which that organization might move to increase its performance. The model is a simple "big picture" and straightforward way of mapping an organization's fit with environmental uncertainty. The two dimensions of environments are: environmental change and environmental complexity

Agile Organizations

can quickly adapt and respond to new situations, whether these are opportunities or threats, because change is already central to their culture and practices. Value experimentation and communication along with decentralized decision making and modularity. Success depends on the people involved and their personal levels of comfort with change

Transitional change

consists of an implementation to achieve a known desired state that is different from the existing one. Ex. Installing a new technology system

Peter Senge's Five Principles: Personal mastery

continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. No learning occurs without personal mastery

Peter Senge's Five Principles: Mental models

deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action

Change Management

encompasses approaches used by business content and behavioral process specialists that assist leaders in moving organizations from a present to future state

Appreciative Inquiry Approach/ Phases

engages people across the organization in creating positive change that focuses on learning from success. Is the cooperative search for the best in people, their organizations, and the world around them. Involves systematic discovery. Four Phases: a. Discovery- Appreciating that which gives life b. Dream- Envisioning impact c. Design- Co-Constructing the future d. Delivery- Sustaining the change

Anticipatory learning

envisioning possible futures to identify and pursue new opportunities

Analytical Approach

examines data, diagnoses present problems, and motivates change to resolve issues. Accurate diagnostic skills are a core competency of OD change agents

Long-Term Approach

focuses on lasting effects through changes in cultural norms including interventions and alter attitudes, behaviors, processes, knowledge, and structures

Type 2 error

happens when leaders and managers perceive the environment as stable when in actuality it is turbulent and they fail to take the necessary actions thus threatening the survival of the organization

Type 1 error

happens when the environment is actually stable, but the leaders and mangers perceive it as turbulent and proceed to take unneeded actions to respond

The Stakeholder Approach

has the capacity to enable users to identify groups, their 'ethics" and how each affects and is affected by an organization's change. Originated as a strategic management approach to address the "principle of who or what really counts"

Design approach

helps leaders and managers to develop meaningful work climates where organizational members can accomplish their goals in a healthy way

First order (adaptive) change

incremental, small-scale, fine-tuning, and developmental. These changes involve adjustments to systems

Learning culture

interdependent, so employees alternate between the roles of the student and teacher. Organization should support feedback. They facilitate collaboration, experimentation, and reflection to maintain an active learning cycle

Developmental change

involves an improvement of what already exists

Transformational change

involves the emergence of a new, unknown state for the organization. Ex. Changing the entire structure and culture of an organization

Collaborative approach (pg 12)

involving professionals who are affected by changes and who support the changes to the organization

A formal subsystem consists of: (8 terms)

leadership, strategy, management, goals, marketing, operations, technology, and structure

Tichy's Managerial areas

mission, vision, and strategy; organizational dimensions: structure and systems; and human resource management system

Resource Dependency Theory

organizations are dependent on the environments in which they operate. Motivation of the leaders was to ensure the survival of the organization and enhance its autonomy while maintaining stability

Systems Theory

organizations are viewed as a total system of interdependent subsystems with individual components that include people, technology, work, and culture all of which work together to respond to external environmental changes such as competitors, customers, or government regulations

Change intervention

planned actions designed to help enhance an organization's effectiveness by solving a problem or creating an opportunity

Five elements that support management's effective attainment of organizational goals

planning, organizing, directing, controlling resources, and staffing

Second order (discontinuous) change

radical, transformational, and sometimes transitional in nature. Changes are also called "frame bending" and may be done with a "big bang".

Organizational diagnosis of change

refers to the process of understanding the current state of how an organization functions and providing necessary information for designing change interventions

Action learning

reflecting on the present in order to guide development across learning levels

Three types of change

reorganization and restructuring, spinning off businesses, and sell the business

Top-down approach

seeks to gain top management commitment and involvement in order to significantly affect intended changes. Implemented throughout the organization.

Learning Organizations

take a "big picture" reflective approach to succeed. Where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. Evolves at individual and holistic levels.

Tichy's Change forces

technical system, political system, and cultural system

Peter Senge's Five Principles: Systems thinking

the ability to comprehend the whole and to examine the interrelationship among the parts to identify and solve problems accurately

Organizational Learning Levels Group or team learning

the collective skills and knowledge that a group obtains

Action Research Model

the dominant methodological basis for planned change. Designed to provide objective information and analysis that goes beyond the superficial level of presenting certain issues. There are usually continuous feedback loops (informally and formally) as contingencies, mishaps, and changes in the environment and the organization occur.

Organizational Learning Levels Organization learning

the overall productive capacity an organization gains through an intentional and continual pursuit of improvement

Organizational Development

the practice of changing people and organizations for positive growth

Peter Senge's Five Principles: Team learning

the process of aligning and developing the capacities of a team to create the results its members truly desire. Team learning builds on systems thinking, personal mastery, mental models, and shared vision

Define Management

the process of working with and through people to achieve organizational goals

Organizational Learning Levels Individual learning

the skills and knowledge an employee gains through study and/or observation.

Cultural silos

the tendency for departments to work independently from one another and to communicate with one another in an inadequate fashion

Organizational inertia

the tendency of organizations to maintain the status quo

Systems contingency model (congruence model)

there is no one right or best strategy, structure, or culture that can predict organizational success; effectiveness is defined by the "fit" or congruence of these dimensions working together to meet environmental and competitive requirements. Starts with the organization's vision, mission, and strategy

Greiner's Organizational Life Cycle Model

used to diagnose the types of crises and challenges organizations face as they age. This model adds a historical dimension for understanding an organization's developmental needs in terms of changing capabilities required of leaders to grow organizations along their life-cycle. Move through periods of stability with embedded crisis.

Kotter's 8-Step Change Process

used to help with the need for large-scale transformational change that requires comprehensive planning approaches that both the OD and change management fields offer. 8 steps include: a. Step 1: Establish a sense of urgency b. Step 2: Form a Powerful Guiding Coalition c. Step 3: Create a Vision d. Step 4: Communicate the Vision e. Step 5: Empower Other to Act on the Vision f. Step 6: Plan for and Create Short-Term Wins g. Step 7: Consolidate Improvements and Produce More Change h. Step 8: Institutionalize New Approaches in the Culture

Facilitation approach

uses skilled dialogue and discussion, listening, feedback when assisting professionals to identify weaknesses and strengths of the organization: planning for change; managing the change process; and implementing, coaching, and problem solving during the change

Adaptive learning

using past experience to influence future actions

Peter Senge's Five Principles: Building shared vision

very important in implementing and sustaining a major change initiative. Starts with leadership

Contingency theory

viewing organizational dimensions (strategy, structure, people, work, rewards) as parts of a whole that fit together. When one of these dimensions is out of sync with the others, issues emerge

Balogun and Hope-Hailey's Model's Four Strategies: Evolution

when the change is incremental but transformation is the result. This strategy suggests proceeding in a progressive way by also analyzing both the internal and external environments while implementing the change