Beruflich Dokumente
Kultur Dokumente
Chapter 8
Focuses
on strategic, intentional and usually large-scale change Entails following a variety of steps; the exact steps vary depending upon the model used Belief that achieving organizational change is possible through a coordinated and planned approach Claims to be appropriate for all types of change
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1. Establish the need for urgency 2. Ensure there is a powerful change group to guide the change 3. Develop a vision 4. Communicate the vision 5. Empower the staff 6. Ensure there are short-term wins 7. Consolidate gains 8. Embed the change in the culture
Ten
commandements (Kanter, Stein and Jick 1992) Ten Keys (Pendlebury, Grouard, and Meston 1998) 12 Action Steps (Nadler 1998) Transformation Trajectory (Taffinfer 1998) Nine-Phase Change Process Model (Anderson & Anderson 2001) Step-by-Step Change Model (Kirkpatrick 2001) 12 Step Framework (Mento, Jones and Dirndorfer 2002) RANDs Six Steps (Light 2005) Integrated Model (Leppitt 2006)
The sequences of steps The number of steps The timing of steps The resourcing of steps The involvement in each step Managing multiple steps Revisiting different steps Are all steps needed for particular
OD is criticized for giving attention only to human development, and not to technology, operations, and strategy Change management is criticized for having a focus on the concerns of management rather than on those of the organization as a whole being the product of management consultancy firms
Contingency Approaches
Change Management Approach Kotters Eight-Step Model Other n-step models N-step model issues Change Management vs Organization Development Contingency Approaches Processual Approach
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Contingency
approaches challenge the view that there is one best way The style of change or the path of change will vary, depending upon the circumstances, including:
the scale of the change the receptivity to change of organizational members the style of change management the time period the performance of the organization
Contingency Approaches
Change Management Approach Kotters Eight-Step Model Other n-step models N-step model issues Change Management vs Organization Development Contingency Approaches Processual Approach
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Huys
Contingency Approaches
Change Management Approach Kotters Eight-Step Model Other n-step models N-step model issues Change Management vs Organization Development Contingency Approaches Processual Approach
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Contingency approaches remain less common than change management approaches. Suggested reasons include:
Achieving fit may be difficult due to differing perceptions of the conditions in which the fit is sought Contingency approaches require greater analysis and decisions by managers; the prescriptiveness of change management models may be attractive to managers Contingency approaches focus on leadership style rather than a specific set of actions The use of different change styles at different times may raises questions in the minds of staff as to the credibility of senior management. There is a question about what is contingent to managing change
Processual Approach
Change Management Approach Kotters Eight-Step Model Other n-step models N-step model issues Change Management vs Organization Development Contingency Approaches Processual Approach
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It
sees change as a continuous process rather than a series of linear events within a given period of time It sees the outcome of change as occurring through a complex interplay of different interest groups, goals, and politics. This approach alerts the change manager to the range of influences which they will confront and the way in which these will lead to only certain change outcomes being achieved This approach is often used to provide a detailed analysis and understanding of change retrospectively.
Learning more about one chagne management model: the Kotters model
Step 1) Katie started by trying to create a sense of urgency around a willingness to raise safety and
Step 4) Communicating this vision was a constant battle, since most of a railroads employees are on the move at any given time. Furthermore, most of the crew members did not have access to modern communications like e-mail. As a result, the vision was communicated through a vehicle called job briefings, where the days weather & track conditions were discussed for crews about to go out on to the tracks. These briefings happen 3 times a day, at the beginning of every shift.
feel about an injury to their loved ones. Over time, the message
began to sink in and people started to change their behavior. This created a high level of engagement with the crew.
Step 6) The Iceberg Group set a goal for a short term win six months injury free and communicated it broadly. Since the inception of the Iceberg Groups work, with the exception of a small muscle pull, the Atlanta terminal has gone almost 9 months injury free.
Step 7&8) Even with this success, the Atlanta terminal isnt content to let up. As they continue to move through the 8 Step process, they hope to make the change permanent by anchoring these new changes into the