CHANGE MANAGEMENT

25/09/2016

LEARNING OUTCOMES
General introduction to organization development
Introduce a general model of planned change
Describe the major theories of planned change

Outline several critiques of planned change

The nature of planned change - 17/05/13 2

The nature of planned change - page 3

A BRIEF INTRODUCTION

The nature of planned change - page 4

Change management with videos

The nature of planned change - page 5

Change Management (CM): Refers to any approach to transitioning

individuals, teams, and organizations using methods intended to redirect the use of resources, business process, budget allocations, or
other modes of operation that significantly reshape a company or
organization.
Change management (CM) is a planned process

The nature of planned change - page 6

THEORIES OF PLANNED CHANGE

Notice: We are interested in planned change of
companies (change planned by theirs members)

The nature of planned change - page 7

THEORIES OF PLANNED CHANGE

Notice: We are interested in planned change of
companies (change planned by theirs members)
Why planned change? for more effectiveness, face
new challenges and problems, to adapt to external
environment, etc.

The nature of planned change - page 8

CHANGE MODELS

Titre du document - 17/05/13 9

LEWINS CHANGE MODEL

One of the earliest models of planned change
Change = Modification of 2 forces (Maintain the status quo or pushing for
change)
When the 2 forces are equal= Quasi-stationary equilibrium

Quasi-Stationary Equilibrium

The nature of planned change - page 10

1. LEWINS CHANGE MODEL STEPS

Change process follows 3 steps:

Unfreezing

Reduce forces mainting

the status quo by showing the
gap and motivation to engage
change

Moving

Develop new behavior, values

and attitudes (organizational
structures and processes)

General Framework
showing change

Refreezing

New state of Equilibrium, must

be supported through Org
Culture, rewards, and
structures

The nature of planned change - page 11

2. ACTION RESEARCH MODEL

-

Cyclical process and iterative cycle

Collaboration with Org Members and
OD practioners

Importance of intial research and data

gathering to guide subsequent actions

Group or work team meeting

The dominant
approach

Acceptance and Validation

Agreement + Moving process
Install new methods, procedures, reorganizing structures,
reinforce new behaviors (Needs time)

Develop more general knowledge

and skills used in other settings
and change
The nature of planned change- page 12

3. POSITIVE MODEL
Determine the subject of change? Member involvment

Gather and treat information about the best practices in the

Org

Main themes and common dimensions of peoples experience

Develop possible propositions and a future vision (Relevant

stakeholders, critical Org processes must be aligned to support
the emergence of the envisioned future)
Plans and activities (action + assessment): Action resaerch

The nature of planned change - page 14

GENERAL MODEL OF PLANNED

CHANGE
5 stages
Entering and
contracting

Diagnosing

Collecting &
analyzing

Planning and
implementing
change

Evaluating
and
institutionaliz
ing change

Titre du document - page 15

PLANNING AND IMPLEMENTING CHANGE

Org members and OD practitioners jointly implement
planned change interventions
4 types of interventions:

Human process interventions (communication, problem

solving, group decision making and leadership, etc.)
Human resources interventions (member wellness,
performance, etc.)
Organizations structure and technology: Labor division, IT,
etc.
Strategic interventions: external and internal environment
Titre du document - page 16

MAGNITUDE OF CHANGE
We can characterize planned change by:
1. Magnitude : Ranges from incremental change needs fine-tuning to
fundamental change

Fundamental changes: modify how the Org operates and involves several
Organizational dimensions (Structure, culture, reward systems, information
processes, work design, etc.) from top-level management.
Example:
- 1960s-1970s compagnies fine-tuning their bureaucratic sructure (Resolve
social problems, poor communication, lower customer staisfaction, etc.)
- Nowadays: OD is more concerned with fundamental change because of
greater competitiveness and uncertainty of todays environment
Titre du document - page 18

DEGREE OF ORGANIZATION
2. Degree of organization:
Overorganized: rigid and big regulation
Underorganized: Little constraint or regulation (structure, job design,
leadership, communication, etc.) are poorly defined

For underorganized Org we adapt the phases of planned change

because (to clarify leadership roles, structuring communication between
managers and employees, and specify job responsibilities):
- Identification of relevant people involved in change
- Convention: Gather involved people (to organize task performance)
- Organization: new mechanisms are created (plans and policies)
- Evaluation: Assessment of the outcomes

Titre du document - page 19

CULTURAL SETTING
3. Cultural setting

The planned change model must be adapted to fit the

cultural context
Cultural differences can make OD more difficult to
implement
OD developed in Western societies with equality,
involvement, short-term time horizons values
Example: Some other cultures are, Hierarchical, less open
to discussing personal issues, longer time horizons, etc.

The nature of planned change - page 20

CRITIQUE OF PLANNED CHANGE

Models and practice of planned change are still in stage of
development
Lack of information leading to a real change, only partially available
and causal mechanisms that produce individual change is lacking
Importance of contingency factors
Importance of stakeholders
Planned change could have shifting goals, surprising events and
unexpected combinations of changes
The relationship between planned change and organizational
performance and effectiveness is not well understood (planned
change is a complex process)
How change takes place?

Titre du document - page 21

CRITIQUE OF PLANNED CHANGE

In practice, some consultants use the same methods (training,
reengineering, organization learning, self-managing work teams,
etc.) as solutions to most organizational problems
Needs time and money: Investment
In complex organizational changes: Planned change is a Long term
process involving considerable innovation and learning on-site
Some organizations does not consider the systemic nature of
change

Titre du document - page 22