Organizational Change
Wa89
Chapter 1: Changing
Organizations in Our Complex
World
Chapter Overview
• The goal of the book: develop your ability to initiate and
manage change
• Environmental factors affecting change are outlined: social/
demographic, technological, political, and economic forces
• Four types of organizational change are discussed: tuning,
adapting, reorienting, and recreating
• Four change roles are described: initiators, implementers,
facilitators, and recipients. The terms “change leader” and
“change agent” are used interchangeably and could mean
any of the four roles.
• The difficulties in creating successful change are highlighted
and characteristics of successful change leader are
described.
2Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Your Experiences with Change
Management
Talk with one another (in small groups)
about your experiences with change
management.
What does this suggest organizational
change management is about?
3Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Organizational Change: Defined
• The intentional and planned alteration of
organizational components to improve
organizational effectiveness.
4Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Organization Components
• Organization components include the organization’s:
• Mission and vision
• Strategy
• Goals
• Structure
• Processes or systems
• Technology
• People
• When organizations enhance their effectiveness, they
increase their ability to generate value for those they
serve
5Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
The “Knowing−Doing” Gap
• Change capability has become a core managerial competency
• But managers’ abilities to deliver on change are modest at best
• There is a major “knowing−doing” gap
• Knowing concepts and theories is not enough
• Managers need to become effective agents of change, possessing the will and skills to make positive change happen
6Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Orientation of the Book
There is a story of two stone cutters:
The first, when asked what he was doing,
responded: “I am shaping this stone to fit into
that wall.”
The second, however, said: “I am helping to
build a cathedral.”
This book is orientated towards those who want to be
builders.
7Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Why is change a Hot Topic?
• Environmental Forces Driving Changes (PESTEL
factors):
• Political Changes
• Economic Changes
• Social, Cultural and Demographic
• New Technologies
• Legal Changes
• Ecological/Environmental Factors
• Turbulence and ambiguity define the landscape for
both the public and private sectors
8Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Toolkit Exercise 1.2
Analyzing Your Environment
Select an organization you are familiar with. What are the key
environmental issues affecting it? List these and their implications
for the organization.
Political Factors …………… Implications?
Economic Factors …………… Implications?
Social Factors …………… Implications?
Ecological/Environmental Factors ……… Implications?
Legal Factors …………… Implications?
9Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
New Organizational Forms & Management
Challenges Due to Environmental Change
Macro Changes and Impact
• Digitization leading to:
• Faster information transmission
• Lower cost information storage and transmission
• Integration of states and opening of markets
• Geographic dispersion of the value chain
• All leading to globalization of markets
10Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
New Organizational Forms & Management
Challenges (cont.)
New Organizational Forms and Competitive Dynamics
• Global small and medium-sized enterprises
• Global constellations of organizations (i.e., networks)
• Large, focused global firms
• All leading to:
• Spread of autonomous, dislocated teams
• Digitally enabled structures
• Intense global rivalry and running faster while
seeming to stand still
11Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
New Organizational Forms & Management
Challenges (cont.)
New Management Challenges
• Greater diversity
• Greater synchronization requirements
• Greater time-pacing requirements
• Faster decision making, learning and innovation
• More frequent environmental discontinuities
• Faster industry life-cycles
• Faster newness and obsolescence of knowledge
• Risk of competency traps where old competencies no longer produce desired effects
• Greater newness and obsolescence of organizations
12Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
The Causal Model Driving Change
Macro Changes and Impacts in
the Environment
New Organizational
Forms & Competitive Dynamics
Management Challenges in “A New Time”
13Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Macro Changes and Impact
Digitization
Integration of States
and Opening of
Markets
Faster Information
Transfer
Lower-cost
information storage
and transmission
Geographic
dispersion of the
value chain
Globalization of
Markets
New Org
Dynamics
14Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
New Organizational Forms and
Competitive Dynamics
15
Rise of global
SME’s
Rise of global
constellations
Rise of large,
focused global
firms
More intense
“Red Queen”
More intense
competitive rivalry
Spread of digitally
enabled structures
Spread of autonomous,
dislocated teams
Management
Challenges
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Management Challenges in
“A New Time”
16
Faster decision
making, learning
and innovation
Greater Time Pacing
Requirements
Greater
Synchronization
Requirements
Greater Diversity
Faster newness
and obsolescence
of knowledge
More frequent
environmental
discontinuities
Faster industry
lifecycles
Greater Risk of
competency traps
Faster newness &
obsolescence of
organizations
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Common Management Responses to
Competitive Pressures
• Running hard, but for all purposes standing still
• Called the Red Queen phenomenon (Alice
Through the Looking Glass, by Lewis Carroll)
• In global competition, what matters is not the
firm’s absolute rate of learning and innovation,
but the relative pace of its development
compared to its rivals.
17Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Toolkit Exercise
What Change Challenges do You See?
18
Pick an Organization
What are the change challenges you
see it facing?
How well are they doing?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Four Types of Organizational Change
19
Tuning Re-orientation
Adaptation Re-creation
Incremental Strategic
Anticipatory
Reactive
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Types of Organizational Change
20
Incremental/Continuous Discontinuous/Radical
A
N
T
I
C
I
P
A
T
O
R
Y
Tuning
• Incremental and anticipatory
• Need is for internal alignment
• Focuses on individual
components or sub-systems
• Middle management role
• Implementation is the major task
Redirecting or Reorienting
• Strategic proactive changes based on
predicted major changes in the
environment
• Need is for positioning the whole
organization to a new reality
• Focuses on all organizational
components
• Senior management create sense of
urgency and motivate the change
R
E
A
C
T
I
V
E
Adapting
• Incremental changes made in
response to environmental
changes
• Need is for internal alignment
• Focuses on individual
components or sub-systems
• Middle management role
• Implementation is the major task
Overhauling or Recreating
• Response to a significant
performance crisis
• Need to reevaluate the whole
organization, including its core values
• Focuses on all org. components to
achieve rapid, system-wide change
• Senior management create vision
and motivate optimism
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Nature of the Impact of Change
• Short-term impact/consequences
• Direct and indirect effects
• Moderating factors
• Intermediate impact/consequences
• Long-term impact/consequences
THE LESSON: Planned changes don’t always produce the intended results
21Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Common Causes of Difficulty with
Organizational Change
• Managers don’t do their analytic homework
• Managers are action oriented and assume others will
see the inherent wisdom in the proposed change
• Managers under or overestimate their own power
and influence (and that of others)
• Managers see transition periods as a cost, not an
investment
• They underestimate the resources & commitment
needed to integrate the human dimensions with other
aspects of the change
22Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Common Causes of Difficulty with
Change (cont.)
• Managers are unaware their actions (and those of other key
managers) may be sending conflicting messages
• Managers find human processes unsettling or threatening
• Managers lack capacity (attitudes, skills, and abilities) to
manage complex changes that involve people
• Managers' critical judgment is impaired due to
overconfidence, under confidence, and/or group think
• Unanticipated external factors can play a huge role
23Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Four Organization Change Roles
1. Change Initiators • Identify need and vision
• Act as a champion
2. Change Implementers • Chart the detailed path forward & make it happen
• Nurture support and alleviate resistance
3. Change Facilitators • Aids in analysis and issue management along the way
• Provides advice and council
• Sometimes helps smooth the way through helping resolve issues, alleviate resistance and nurture support
4. Change Recipients • Those affected by the change who have little input to the
process or content of the organizational change
• Have to alter behaviors to ensure change success
24Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Toolkit Exercise 1.3
Change Roles in Organizations
25
Think of a time when you have been involved in change.
What roles did you play? How comfortable were you with
each of those roles?
1. Change Initiator
2. Change Implementer
3. Change Facilitator
4. Change Recipient
How did each of these roles feel? What did you accomplish in each role?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Characteristics and Skills of the
Change Leader
• Formal change leaders (or agents) spearhead the change, and may play any or all of the change roles.
• Informal change leaders can emerge anytime throughout the change process
• What are the key characteristics and skills of the change leader?
26Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
What’s Required to be a Successful
Change Leader?
• Keen insight into the external environment and skilled
anticipator of what is evolving
• Rich understanding of organizational systems and
processes, power structures and stakeholder networks
• Excellent analytic, interpersonal and communication
skills
• Driving passion for action, yet patient and persistent
• Well-developed sense of timing and tactics
• Ability to assess and manage risk
• An ability to focus on outcomes while also paying very
close attention to process
27Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
What’s Required to be a Successful
Change Leader? (cont.)
• Tolerance for ambiguity and risk taking
• Emotional maturity and courage
• Self-confidence and optimism
• Honest and trustworthy
• Capacity to engage others and inspire confidence
• Deep understanding of themselves and their impact
• Curiosity and strong desire to learn
28Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Change Leaders Embrace Change
Paradoxes
• Recognize that change leaders sometimes drive change from the
front, while at other times they empower others and stay out of the
way
• Recognize resistance to change is both a problem and an
opportunity
• Focus on the outcomes of change, but are very careful about the
management of the process
• Recognize the tension between “getting on with it” and reassessing
and changing direction
• Capacity to balance patience and impatience
• Recognize the absolute rate of learning is less important than the relative rate of learning in comparison to competitors
29Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Critical Questions when Considering Change
1. What is the environment telling you prior to, at the
beginning, during and following the implementation
of the change? In particular:
a. What is the broader environment telling you about
future economic, social and technological conditions
and trends?
b. What are your customers or clients (both inside and
outside the organization) telling you?
c. What are your competitors doing and how are they
responding to you?
d. What are the partners within your network doing and
how are they responding to you?
e. What do the people who will potentially be the leaders,
managers and recipients of change want and need?
30Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Critical Questions when Considering Change (cont.)
2. Why is change needed? Who sees this need?
3. What is your purpose and agenda?
• How does that purpose project to a
worthwhile vision that goes to the heart of the
matter?
31Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Critical Questions when Considering Change (cont.)
4. How will you implement and manage the
change?
a.How will you resource the change initiative?
b.How will you select and work with your change
team?
c. How will you work with the broader
organization?
d.How will you monitor progress so that you can
steer, alter speed and course, if necessary?
32Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Critical Questions when Considering Change (con’t.)
5. How will you ensure that you act (and are
seen to act) ethically and with integrity? What
have I learned about change and how can I
remember it for the future? How can I pass on
what I learned?
6. Once the change is completed, what comes
next? The completion of one change simply
serves as the starting point for the next.
33Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Summary
• Need for change often originates in the external environment.
• Change upsets the internal equilibrium in an organization and thus may be resisted.
• People can play many different change roles.
• How they play these roles makes a significant difference!
34Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Appendix 1: Roots of Organizational
Development
• Small group training:
• Focused on creating change by improving self-awareness
and the group’s dynamics
• Survey research and feedback:
• Intervened with sophisticated surveys and analysis to create
the need for change
• Action research:
• Encouraged the use of action, based on research, in
continuous cycles (in essence, learning by doing, followed by
observation, doing and more learning)
• Socio-technical systems:
• Focused on the interaction between the sociological and
technical subsystems of the organization and described
change in more holistic terms
35Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Organizational Development vs. Organizational Change
36
Organizational
Development Change Management
Underlying
Theory &
Analytical
framework
Based primarily on
psychology
Individual/group functioning
Includes principles and tools from
sociology, information technology and
strategic change theories
Individual/group functioning AND
systems, structures, work processes
(congruence model)
Role of
Change
Agent
Facilitator or process
consultant
Content expert (organization design
and human performance) AND process
consultant
Member of cross-functional team,
which includes strategists and
technologists
Part of project organization, which
includes client managers/employees
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Organizational Development vs.
Organizational Change
37
Organizational
Development Change Management
Intervention
Strategies
Not directly linked to strategy
Focus on one component at
a time
Normative-re-educative
(change attitudes to change
behavior)
Driven by strategy
Simultaneous focus on several
components (strategy, human
resources, organization design,
technology)
Action-oriented (change behavior
before attitudes)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Positioning the Course
38
Management
Focused Change
OD / HR Focused
Change
• Re-Structuring
• Re-Engineering
• Re-Design
• Surveys
• QWL Programs
• Hi-Perf Systems
• Visioning
• Stakeholder
• Analysis
• Action Planning
• Process Skills
• Team Building
• Third Party
• Intervention
This
Course
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
Chapter 2: How to Lead Organizational
Change: Frameworks
Chapter Overview
• Chapter 2 differentiates between HOW to change
and WHAT to change. Change leaders must
understand both.
• This chapter focuses on HOW to create change
• Six process-oriented models of planned, purposeful
change are discussed
• The last of these is the Change Path Model: it is the
guiding framework used in this book
• These six models will give you language to articulate
models of how to bring about organizational change
40Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Getting a Handle on the Change Challenge
Two distinct aspects in any change management
situation need to be addressed:
• WHAT needs to change
• HOW to bring about that change
41Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Sigmoid Curve
42Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Nature of Managed Organizational Change:
Lewin’s View
Unfreeze Change Refreeze
43Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Kotter’s Eight-Stage Process
1. Establishing a sense of urgency
2. Creating a guiding coalition
3. Developing a vision and strategy
4. Communicate the change vision
5. Empower employees
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Anchor the new approaches in the culture
44Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Gentile’s Giving Voice to Values
• Clarification and articulation of one’s values
• Post decision-making analysis and
implementation plan
• The practice of speaking one’s values and
receiving feedback from peers
45Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Duck’s Five-Stage Change Curve
• Stagnation
• Preparation
• Implementation
• Determination
• Fruition
46Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Beckhard and Harris’ Change Process Model
47Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Acceleration
Chapter 9
Institutionalization
Chapter 10
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 48
Components of the Model
• Awakening: Why change? What data helps to wake people up?
• Mobilization: Gap analysis—the desired future state and the present state
• Acceleration: Getting there from here— action planning and implementation
• Institutionalization: Monitoring, measuring the change, and helping to make the change stick
49Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Toolkit Exercise 2.2
Interview a Manager
50
❖ Interview a manager who has been involved in implementing an organizational change. Ask them to describe the change, what they were trying to accomplish, and what happened?
❖ HOW did the managers work to make things happen? Who did they involve? How did they persuade others? What resources did they use?
❖ Describe WHAT was being changed. Why were these things important?
❖ Which was more important to the change in the end: HOW things were changed or WHAT was changed?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Summary
• We need to differentiate between WHAT needs to
change and HOW to change
• This chapter has focused on the HOW change is
accomplished, i.e., the process
• The HOW of change is all about managing the
process. This chapter gives us ways of thinking
about this process with particular attention to the
Change Path Model
51Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Chapter 3: What to Change in an
Organization: Frameworks
Chapter Overview
• Change leaders must understand both the HOW and the
WHAT of change. The focus here is on WHAT needs to
change
• Open systems organizational frameworks are valuable
assessment tools of what needs to change. Nadler and
Tushman’s Congruence Model is explored in detail
• The non-linear and interactive nature of organizations is
explored to make sense of their complexity
• Quinn’s competing values model is used to create a
bridge between individual and organizational levels of
analysis
• Organizational change over time is discussed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 53
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Acceleration
Chapter 9
Institutionalization
Chapter 10
• Use Diagnostic
Frameworks in
Ch.3 to better
understand:
• How to Change &
• What to Change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 54
Open Systems Perspective
• Organizations exchange information, material
& energy with their environment. They are not
isolated
• A system is the product of its interrelated and
interdependent parts
• It represents a complex web of
interrelationships, not a chain of linear
cause–effect relationships
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 55
Dynamic Complexity because
Systems are:
•Constantly changing
•Tightly coupled
•Governed by feedback
•Nonlinear
•History-dependent
•Self-organizing
•Adaptive
•Characterized by trade-offs
•Counterintuitive
•Policy resistant
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 56
Open Systems Perspective (cont.)
• A system seeks equilibrium and one at
equilibrium will only change if energy is applied
• Individuals within a system may have views of the
system’s function and purpose that differ greatly from
those of others
• Things that occur within and/or to open systems
should not be viewed in isolation. See them as
interconnected, interdependent components of a
complex system
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 57
Nadler & Tushman’s
Organizational Congruence Model
Input
Environment
(PESTEL)
Resources
History /
Culture
Output
Systems
Unit
Individual
Informal
Organization
Work Formal
Organization
People
Strategy
Transformation Process
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 58
Nadler & Tushman’s
Organizational Congruence Model
Input
Environment
(PESTEL)
Resources
History /
Culture
Output
Systems
Unit
Individual
Informal
Organization
Work Formal
Organization
People
Strategy
Transformation Process
59
Environmental Pressures for
Change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Analyzing Organizations Using Nadler and
Tushman’s Model
1.Use the congruence model to describe your organization or an
organization you are familiar with. Categorize the key components
(environment, strategy, tasks, etc.). What outputs are desired? Are
they achieved?
2. Is the strategy in line with organization’s environmental inputs? Are
the transformation processes aligned well with the strategy? How do
they interact to produce the outputs?
3.When you evaluate your organization’s outputs, are there things
your organization should address?
4. Are there aspects of how your organization works that you have
difficulty understanding? If so, what resources could you access to
help with this analysis?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 60
Linear Event View of the World
Goal
Situation
Gap / Problem
Decision / Action Results
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 61
Issues & Problems with the Linear View
• Time delays and lag effects related to variables
and outcomes you are trying to manage (e.g.,
inventory stocks and flows, customer satisfaction
and purchase decisions)
• Complexity makes cause–effect relationships
difficult to predict and track
• Attribution Errors and False Learning often result
from the above
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 62
A Feedback Model
EnvironmentDecisions
Decisions
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 63
But Feedback Models are Messier
Goals
Decisions
Environment
Goals of Others
Action of Others
Side Effects
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 64
Quinn’s Competing Values Framework
Flexibility
Control
Internally Externally
Focused Focused
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 65
Quinn’s Competing Values Framework (cont.)
Flexibility
Control
Internally Externally
Focused Focused
Human
Resources
View
Open
Systems
View
Internal
Processes
View
Rational
Economic
View
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 66
Quinn’s Competing Values Framework (cont.)
Flexibility
Control
Internally Externally
Focused Focused
Human Resources View
• How to work with individuals and
groups
• Teamwork and HR dept.
• Mentor and group facilitator roles
Open Systems View
• How to use power and manage
change
• The challenge of change
• Innovator and broker roles
Internal Processes View
• How to understand & control
the work unit
• Consolation and continuity
• Internal monitor and
coordinator
roles
Rational Economic View
• How to stimulate individual and
collective achievement
• Maximization of output
• Producer and director roles
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 67
Greiner’s Five Phases of Organizational Growth
Evolution stages
Revolution stages
Size of organization
LARGE
SMALL
YOUNG
Age of Organization
MATURE
1: Growth through CREATIVITY
1: Crisis of LEADERSHIP
2: Growth through DIRECTION
2: Crisis of AUTONOMY
3: Growth through DELEGATION
4: Growth through COORDINATION
5: Growth through COLLABORATION
3: Crisis of CONTROL
4: Crisis of RED TAPE
5: Crisis of ?
PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 68
Stacy’s Complexity Theory and
Organizational Change
• Organizations are webs of nonlinear feedback
loops that are connected with individuals and
organizations through similar webs
• These feedback systems operate in stable and
unstable states of equilibrium, even to the point
at which chaos ensues
• Organizations are inherently paradoxes, pulled by
forces of stability and instability
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 69
Stacy’s Complexity Theory and Organizational
Change (cont.)
• If organizations give into forces of stability, they
become ossified and change impaired
• If organizations succumb to forces of instability,
they will disintegrate
• Success is when organizations exist between
frozen stability and chaos
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 70
Stacy’s Complexity Theory and Organizational
Change (cont.)
• Short-term dynamics (or noise) are characterized by irregular cycles
and discontinuous trends, but long-term trends are identifiable
• A successful organization faces an unknowable specific future
because things can and do happen
• Agents can’t control the long-term future—they can only act in
relation to the short term
• Long-term development is a spontaneous, self-organizing process
that may give rise to new strategic directions
• It is through this process that managers create and come to know the
environments and long-term futures of their organizations
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 71
Summary
• When assessing organizations, think of them as open systems—
webs of interconnected and interdependent relationships that interact
with the environment
• Change often originates in the external environment.
• Change upsets the internal equilibrium in an organization and
thus may be resisted.
• Both evolutionary and revolutionary change is needed for
organizational growth
• We need to understand the WHY and WHAT of change.
• Models in this chapter have focused on the WHAT of change
• Change is not clean and linear—it is messy
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 72
Chapter 4: Building and
Energizing the Need for Change
Chapter Overview
• This chapter asks the question “Why change?”
• A framework for assessing and understanding the need
for change from multiple perspectives is developed
• It describes what makes organizations ready for change
• It outlines how change leaders can create an awareness
for change
• The importance of developing the vision for change is
addressed. It can be a powerful aid in energizing and
focusing action
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 74
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Acceleration
Chapter 9
Institutionalization
Chapter 10
• Identify the need for
change
• Articulate the gap
between current
situation and desired
future state and develop
awareness of need for
change
• Develop and disseminate
a powerful vision for
change
• Disseminate the vision
through multiple
channels
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 75
Recognizing the Need for Change Is Not Enough!
• There is no shortage of things needing change
• Recognizing the need for change is not sufficient
• “Why change” is aided by solid analysis of what
needs to change and why its important to expend
resources on this area, but…
• We need to be able to craft a compelling vision of:
• Where we want to go (the desired change)
• Why it is worth the effort
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 76
The Need for Change:
Have You Done Your Homework?
• What is your assessment of the need for change and
the important dimensions and issues that underpin it?
• Have you investigated fully the perspectives of internal
and external stakeholders?
• Can the different perspectives be integrated in ways that
offer the possibility for collaborative solutions?
• Have you developed and communicated the need for
change in ways that will heighten readiness and
willingness to change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 77
Develop Your Understanding of the Need
for Change
Develop Your Understanding of
the Need for Change and Create
Awareness and Legitimacy for it
Seek Out &
Make Sense
of External
Data
Seek Out &
Make Sense
of the
Perspectives
of Other
Stakeholders
Seek Out &
Assess Your
Personal
Concerns &
Perspectives
Seek out &
Make
Sense of
Internal Data
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 78
Readying an Organization for Change
• Need for change is identified in terms of the gap between the current state and the desired state
• People must believe that the proposed change is the right change
• People must believe they can accomplish the change
• The change is supported by key individuals that organizational members look to
• “What’s in it for me?” has been addressed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 79
A Second Look at Readiness
1. Leadership viewed as trustworthy by followers
2. Followers viewed as trustworthy and able to
dissent by leaders
3. Have capable Champions of Change
4. Involved middle management
5. Innovative culture
6. Accountable culture
7. Effective communications
8. Systems thinking
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 80
Rate the Organization’s Readiness for Change
Readiness Dimensions:
Previous Change Experience
Score Range (−8 to +4) Score? _________
Executive Support
Score Range (−3 to +7) Score? _________
Credible Leadership & Change Agents
Score Range (0 to +11) Score? _________
Openness to Change
Score Range (−9 to +22) Score? _________
Rewards for Change
Score Range (−5 to +2) Score? _________
Measures for Change & Accountability
Score Range (0 to +4) Score? _________
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 81
Rate the Organization’s Readiness for Change
(cont.)
• Total scores can range from −25 to +50
• The higher the score, the more ready the organization
is for change
• Organizations that score below +10 are likely not ready for
change, making change very difficult
• Use scores from each area as a guide to focus your
attention on those low-scoring sections. What could be
done to increase readiness?
• This tool’s purpose is to raise awareness of the
organization’s readiness for change. It is not meant to
be used as a formal research tool!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 82
Creating Awareness of the Need for Change
• Create awareness that a crisis is near, or
create a crisis that needs to be addressed
• Develop a transformational vision for the
change based on compelling values
• Find a transformational leader to champion
the change
• Focus on common or shared goals and work
out ways to achieve them
• Create dissatisfaction with status quo
through information and education
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 83
Barriers to Recognizing the Need for Change
(“Active Inertia”)
• Mental models about the world become blinders
• Past successes reinforce existing practices
• Existing values and corporate culture may harden into dogma
• Leadership practices may impede recognition of need for change
• Embedded systems and processes can harden into unquestioned routines and habits
• Existing relationships can become shackles that impede the ability to respond to a changing environment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 84
Groupthink
• Illusion of invulnerability
• Construct rationalizations
• Morality of position is unquestioned
• Stereotypes—distort image of other parties
• Pressure applied to those who express doubts about the group’s position
• Self-censorship— deviations from consensus are avoided
• Illusion of unanimity
• Mind-guards: leaders and fellow members protected from adverse information
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 85
Overcoming Groupthink
• Have the leader play an impartial role
• Actively seek dissenting views. Have members
play the role of devil’s advocate
• Actively discuss and assess the costs, benefits
and risks of diverse alternatives
• Establish a methodical decision-making process
at the beginning
• Ensure an open climate and solicit input from
informed outsiders and experts
• Allow time for reflection and do not mistake silence
for consent
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 86
Value of a Vision for Change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 87
What is Your Experience with
Vision Statements?
• What makes for a good vision statement?
• What is the difference between a vision for the organization and one for change?
• What does the organization and senior management want from the vision?
• How much time, energy and resources should be devoted to creating a vision? Who should be involved?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 88
What is a Vision Statement?
It is an attempt to articulate what a desired
future for a company would look like… an
organizational dream. Visions are big
pictures.—Todd Jick
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 89
What is a Vision Statement? (cont.)
According to Tichy and Devanna:
It provides a conceptual framework for
understanding the organization’s purpose—the
vision includes a road map
It has emotional appeal with which people can
identify
A vision’s value lies in its ability to guide behavior
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 90
What is a Vision Statement? (cont.)
According to Simons:
A vision without task is a dream world,
and task without vision is drudgery.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 91
Approaches to Visions for Change
• Leader-developed vision
• Leader-senior team-developed vision
• Bottom-up visioning
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 92
Your Thoughts on Organizational Vision
• How do you think an organization should go
about developing a vision? Bottom up? Top
down?
• To whom should it be communicated? How
should it be communicated?
• When does an organization need to consider or
revisit its vision?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 93
Value of a Vision Is to Guide Behaviour
Good visions are:
• Clear, concise, easily understandable
• Memorable
• Exciting and inspiring
• Challenging
• Excellence-centered
• Stable but flexible
• Implementable and tangible
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 94
Why Is It Necessary to Have a Vision?
• A vision enhances performance measures
• It promotes change and provides a basis for a
strategic plan
• It motivates individuals and facilitates
recruitment
• It establishes a context for decision making
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 95
What Is a Useful Vision?
• A useful vision focuses on the future
• Vision integrates three factors:
• Mission: What business are we in? What’s our
reason for being and our fundamental values?
• Strategy: How are we to achieve our mission
and our competitive advantage?
• Culture: The enactment of who we are in our
values, beliefs, rituals, etc., relative to
ourselves, our coworkers and our clients
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 96
Why Do Visions Fail?
• Senior management’s walk doesn’t match the talk
• Ignores needs of those putting it into practice
• Unrealistic expectations develop that can’t be met
• Lacks grounding in the reality of the present
• Either too abstract or too concrete
• Lack of creative input
• Poor management of participation
• Complacency—no sense of urgency
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 97
The Vision Trap
• Watch for vision creep
• Get back to basics:
• Language people can identify with
• Language people can do something with and focus upon
• Vision that engages and energizes and is not abstract and ambiguous
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 98
“Handy-Dandy Vision Crafter”
We Strive to be the…
________________________________________________
(Premier, Leading, Pre-eminent, World-class, Dominant, Best of Class)
Organization in Our Industry. We Provide the Best…
_______________________________________________
(Committed, Caring, Innovative, Expert, Environmentally friendly, Reliable, Cost-effective, Focused, Diversified, High-Quality, On Time, Ethical, High value added)
________________________________________________
(Products, Services, Business Solutions, Customer-Oriented Solutions)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 99
“Handy-Dandy Vision Crafter” (cont.)
To… ________________________________________________ (Serve Our Global Marketplace; Create Customer, Employee and Shareholder Value; Fulfill Our Covenants to Our Stakeholders; Exceed Our Customers’ Needs; Delight our Customers)
Through…
_______________________________________________ (Committed, Caring, Continuously Developed, Knowledgeable, Customer focused)
Employees in this Rapidly Changing & Dynamic…
________________________________________________ (Industry, Society, World)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 100
Organizational Vision and Change Vision
• The approach to vision crafting remains the same
but the focus shifts and becomes more specific
around the particular change you have in mind
• The change leader’s goals are advanced when
they develop or facilitate the development of a
compelling change vision that appeals to groups
critical to the change initiative and effectively
communicate it to them
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 101
Save the Children
Vision for Its “Survive to 5” Program
We believe all children should live to celebrate their fifth birthday.
The Survive to 5 campaign supports Millennium Development Goal 4:
• To reduce child mortality by two-thirds by 2015 and save the lives of over 5 million children under 5 who are dying of preventable and treatable diseases.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 102
Tata’s Vision for the Nano
• Create a $2,000 “people’s car.” It has to be safe,
affordable, all weather transportation for a family. It should
adhere to regulatory requirements, and
• achieve performance targets such as fuel efficiency and
acceleration.
The Result: The Nano. 50 miles per gallon and seats five.
At $2,500—least expensive car in the world when launched.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 103
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Change Vision for the Procurement System in a
Midsize South African Manufacturer
• We believe providing reliable and cost-effective procurement services is
critical to the future survival and success of our organization.
• We will develop and deploy a computer-based process that provides
accurate and repeatable information to procurement so that those involved
will be able to eliminate purchasing errors, and make more knowledgeable
purchasing decisions.
• Through these actions we will reduce costs and increase the profitability and
effectiveness of the organization.
• This change will completely eliminate rework on the bill of material, and will
enhance the effectiveness and efficiency of the procurement process,
quoting and planning phases.
• We will know we have succeeded in bringing this change to life by the
measures we use to track progress, including error rates, costs, time
savings, and user satisfaction.
104
Toolkit Exercise 4.2
Developing the Background to Understand the
Need for Change
1. Consider an organizational change that you are familiar with.
What data could help you understand the need for change?
2. Have you: a) Made sense of external data?
b) Made sense of the perspectives of other stakeholders?
c) Assessed your personal concerns and perspectives that might
affect your judgment concerning the change?
d) Understood and made sense of the internal data?
e) What else would you like to know?
3. What does your analysis suggest to you about the need for
change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 105
Toolkit Exercise 4.3
Writing a Vision for Change Statement
Think of an organization you are familiar with that is in need of
change. If you were the change leader, what would be your vision
statement for change?
1. Write your vision statement for the change you are striving for.
2. Evaluate your vision. Is it:
• Clear, concise, and easily understood?
• Memorable?
• Exciting and inspiring?
• Challenging?
• Excellence-centered?
• Stable and flexible?
• Implementable and tangible?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 106
Toolkit Exercise 4.3
Writing a Vision Statement (cont.)
3. Does the vision promote change and a sense of direction?
4. Does the vision provide the basis from which you can develop
the implementation strategy and plan?
5. Does the vision provide focus and direction to those who must
make on-going decisions?
6. Does the vision embrace the critical performance factors that
organizational members should be concerned about?
7. Does the vision engage and energize, as well as clarify? What is
the emotional impact of the vision?
8. Does the vision promote commitment? Are individuals likely to
be opposed to the vision, passive (let it happen), moderately
supportive (help it happen), or actively supportive (make it
happen)?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 107
Toolkit Exercise 4.3
Increasing the Value of a Vision Statement
Assess the vision against the following:
1. Is there consistency between the words and actions of senior
management and the vision?
2. Does it pay attention to the needs of those who will put it into
practice?
3. Are expectations related to it challenging but realistic?
4. Is it grounded in the reality of the present?
5. Is it neither too abstract or too concrete?
6. Was it forged through an appropriate combination of
synthesis and imagination?
7. Was there sufficient participation and involvement of others?
8. Does implementation contain a sense of urgency and
measurable milestones?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 108
Toolkit Exercise 4.4
Combining the Need for Change and Vision for Change
Think of an organization in need of change:
1. What is the gap between the present state and the
desired future state?
2. How strong is the need for change?
3. What is the source of this need? Is it external to the
organization?
4. Is there tangible evidence (e.g., crisis) of the need for
change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 109
Toolkit Exercise 4.4 Combining Need for Change and Vision for Change (cont.)
5. If the change does not occur, what will be the impact on the organization in the next two to six years?
6. What is the objective, long range need to change?
7. Return to the change vision statement developed in Exercise 4.3. Does it capture a sense of higher order purpose or values that underpin the change and communicate what the project is about.
8. Explain how the vision links to the need for change.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 110
A Checklist for Creating the Readiness for Change
✓ What is the objective need for change? What are the
consequences to the organization of changing or not
changing? Are people aware of these risks?
✓ Are members aware of the need for change? Do they
feel the need for change or do they deny its need?
How can they be informed?
✓ Individuals are motivated toward change when they
perceive the benefits as outweighing the costs. Do
they see the benefits as outweighing the costs?
What can you do to ensure this is the case?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 111
A Checklist for
Creating the Readiness for Change (cont.)
✓ If individuals believe the benefits outweigh the
costs, do they also believe the probability of
success is great enough to warrant the risk
taking and needed investment of time and
energy?
✓ Are there other alternatives that are more
attractive to them? What is it about their costs,
benefits, and risks? How should these
alternatives be addressed by the change leader?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 112
Summary
• Change occurs when there is an understanding of the
need for change, the vision of where the organization
should go, and a commitment to action
• Change leaders need to address the question “Why
change?” and develop both a sound rationale for the
change and a compelling vision of a possible future.
• To develop the rationale, you need to do your homework!
Careful assessment is used to understand and
communicate the need for change and the organization’s
readiness for change. The motives and interests of key
stakeholders forms part of this assessment.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 113
Chapter 5: Navigating Change Through
Formal Structures and Systems
Chapter Overview
• This chapter discusses the basics of how organizations
structure themselves.
• It outlines how change leaders can diagnose the strengths
and weaknesses of existing systems and structures.
• It examines how the formal structure and systems can
foster, impair and facilitate the acceptance of change
initiatives.
• It lays out ways to manage systems and structures to gain
approval for change initiatives. Formal approval, coalition-
building and renegade approaches to change are discussed.
• It reviews ways to develop more adaptive systems and
structures to increase the likelihood of continuous
improvement.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 115
How Do Structures and Systems Relate
to Change Management?
• Existing formal structures and systems need to be
understood when assessing the need for change.
• Need to understand how Structures and Systems facilitate or hinder change
• Need to understand how Structures and Systems can be used to gain approval for change
• Need to understand how Structures and Systems can be used to gain acceptance and promote for organizational change
• Need to understand how to create more adaptive Structures and Systems
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 116
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Acceleration
Chapter 9
Institutionalization
Chapter 10
• Making sense of formal
systems and structures
• Assessing their weaknesses
and strengths
• Leveraging them to gain
approval
• Leveraging them to gain
acceptance
• Creating more adaptive
systems and structures
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 117
Making Sense of
Organizational Structures and Systems
• To what degree are tasks subdivided into separate jobs?
Work Differentiation
• On what basis are jobs grouped together?
Departmentalizati on or Integration
• To whom do individuals and groups report?
Chain of Command
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 118
Making Sense of
Organization Structures and Systems (cont.)
• How many individuals report to an individual manager?
Span of Control
• Where does decision- making authority lie?
Degree of Centralization vs. Decentralization
• To what degree are there rules and regulations to direct employees and managers?
Standard
Operating
Procedures (SOPs)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 119
Mechanistic vs. Organic
Organizational Forms
More Mechanistic More Organic
Tasks are broken down into separate parts
and rigidly defined/assigned
Flexible tasks that are adjusted & redefined
through teamwork and participation
High degree of formalization, strict
hierarchy or authority/control, with many
rules
Little formalization, low reliance on
hierarchical authority, more decentralization
Narrow span of control with reliance on
hierarchies of people in specialized roles Wide span of control
Knowledge and control reside with upper
management, limited lower-level authority
Highly decentralized decision-making
authority located throughout organization
Communication is vertical (boss/worker
relationship)
Communication is free-flowing—up, down,
and horizontally integrated
Simple, straight-forward planning process Sophisticated environmental scanning,
planning and forecasting process
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 120
Uncertainty and Complexity and Internal Alignment
Simple Environment Complex Environment
Stable
Environment
• Centralized, simple
mechanistic structure
• Use of rules, policies,
procedures, and hierarchy
• Few departments
• Low need for integrating roles
• Efficiency and stability
focused, little imitation
• Centralized structure, more sophisticated
information and control systems
• Use of rules and policies, procedures and
hierarchy, but adapted to the complexity
• Many departments, some boundary spanning
• Modest need for integrating roles and systems
• Some environmental scanning, imitation and
planning activity
Dynamic
Environment
• Decentralized, organic
structure, participative and
team focused
• Fewer rules, policies,
procedures
• Few departments, much
boundary spanning
• Few integrating roles
• Much environmental
scanning, imitation and a
strong planning orientation
• Decentralized, organic structure, participative
and team focused, sophisticated information
and control systems
• Fewer rules, policies and procedures
• Many departments, boundary spanning
• Many integrating roles
• Extensive environmental scanning, imitation,
sophisticated planning and forecasting
systems
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 121
Information Processing View of Structure
Mechanistic Methods
A. Rules and Policies
B. Hierarchies
C. Goals and Visions
D. Slack
Resources
E. Self-
Contained
Tasks
F. Vertical
Information
Systems
G. Lateral
Relations
Methods to Lessen
the Need to
Process Information
Methods to Increase
the Capacity to
Process Information Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 122
Information Processing View of Structure (cont.)
Strategies to Decrease Information
Processing Needs:
1. Addition of Slack Resources
2. Creation of Self-Contained Tasks
Vertical Information Strategies to
Increase Processing Capacity:
1. Hierarchical Referral (Ask the Boss)
2. Rules, Policies and Plans, including
Vision and Goals
3. Increase the Vertical
Communication Capacity of
Information Systems
Horizontal Information Strategies to
Increase Processing Capacity:
1. Increase the Horizontal Communication
Capacity of the Information Systems
2. Create lateral relations:
a. Direct Contact
b. Liaison Role
c. Task Force
d. Formal Teams
e. Formal Integrating Roles
f. Managerial Linking Roles
g. Dual-Authority Relationships
Information Processing
Capacity of Structural
Design Choices
FIT
Organization’s Information
Processing Requirements
Organizational
Effectiveness
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 123
Formal Structures and Systems
(Adapted from Bolman & Deal’s Re-framing Organizations)
• There is no one best way to organize
• Structural decisions should follow strategic decisions
• All structures present leaders with dilemmas they must manage
• Once structural choices are made, formal systems and process need to be aligned
• Structures shape and impact people’s behavior
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 124
Toolkit Exercise 5.2—Impact of Existing
Structures and Systems on the Change
Think of a change situation you are familiar with.
1. How did the organization use structures and systems to deal
with uncertainty and complexity? Was this effective?
2. How did existing structures and systems affect the ability of the
change leader to bring about desired change? a) What systems/structures were involved?
b) How did these systems/structures influence what happened? Was
this due to how they were formally designed? Or was this related
to how they actually came to be used in practice?
c) Who influenced how the systems/structures were used and how
did this affect the outcomes that ensued?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 125
How to Develop an Understanding of
Structures and Systems?
• Follow the paper trail—search available
documents.
• Ask those who know.
• Develop process maps.
• Attempt to draw the relevant structures and
describe the relevant systems—then check
again with those who know to confirm and/or
refine
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 126
Three Approaches to Change
1. Using systems and structures to obtain
formal approval for change—the traditional,
hierarchical approval approach
2. Strategies based on creeping commitment
and coalition building
3. Strategies involving simply forging ahead
without formal approval—the renegade
approach
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 127
Using Structures and Systems to Increase the
Probability of Approval
• Ask if approval is necessary. Don’t initiate activities that trigger unnecessary formal approval systems
• If approval is necessary, show how change is aligned with the organization’s vision and strategy
• Use good processes to legitimize the change. Show how benefits of change exceed the costs and risks of doing nothing
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 128
Using Structures and Systems to Increase the
Probability of Approval (cont.)
• Show how the change will improve system and structural alignment.
• Frame the change in ways that increase organization comfort. For example, move in increments by positioning it as a trial.
• If time is critical, demonstrate urgency and focus on external pressures for change.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 129
Using Structures and Systems to Increase the
Probability of Approval (cont.)
In all cases:
• When there is a decision maker you need to influence, identify her/his attitudes to the change and attempt to work with them.
• Demonstrate how the change project relates to the strategy or vision of the organization.
• Use good existing processes to legitimize the change proposal.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 130
Positioning Change for Formal Approval
Nature of approval
process?
Do I need approval?
Time
Important?
Need
support?
Incremental
or
Major?
• Whose approval do I need?
• Create awareness of crisis,
threat or opportunity
with approvers.
• Show costs & benefits.
• Use existing process
to legitimize
• Whose approval do I need?
• Engage others explain
cost/benefit & ask approval.
• Use existing process
to legitimize
• Whose approval do I need?
• Engage others approach
incrementally, studies &
pilot tests.
• Show costs & benefits
and seek approval to
proceed
• Use process to legitimize
• Involve others
who will be
affected &
influential parties
• Do it
yourself
Yes
Yes
Yes
No
No
Small
Big
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 131
No
Toolkit Exercise 5.3—Gaining Approval
for the Change Project
Consider a change project in an organization you are familiar with.
1. What is the approval process for minor change initiatives? For
more major change initiatives? a. If the change requires capital approval, how is this obtained?
b. If the project needs dedicated staff, what are the processes for
adding people and selecting and developing staff?
c. Does the project alter the way work is organized and performed?
What systems are used to define jobs, and assess performance?
d. Who approves the change? What approval power do they have?
2. Can perceived risks be reduced by the way the change leader
stages the project and manages the approval process?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 132
A Checklist for Change Initiative Approval
✓ What does the paper trail say about formal structures and systems that have to be considered when leading the change?
✓ What are key points in the process that we need to be conscious of (e.g., timing of meetings, getting on the agenda, cycle time, types of decision made and where decisions are made)?
✓ How are the relevant systems and structures interconnected? How do they influence one another?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 133
A Checklist for Change Initiative Approval (cont.)
✓ Develop a process map that tracks the change idea
from start to finish.
• Where does formal authority and decision making lie?
• What decision parameters are normally applied and are
there zones of discretion available to decision makers?
• What are the power and influence patterns around
particular systems and structures? Who has direct and
indirect influence on how they are applied?
• How should the systems and structures be managed to
reduce resistance? Can they can be managed to create
leverage that will advance the change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 134
Mastering the Formal Approval Process
The likelihood of gaining formal approval increases when:
• You have a well placed sponsor.
• You know your audience and their preferences.
• Power and influence patterns and the implications
of the project for the firm and those involved in the
approval process are understood.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 135
Mastering the Formal Approval Process
(cont.)
The likelihood of gaining formal approval increases when:
• You do your homework with respect to your detailed
knowledge of the change project, its scope,
objectives, costs, benefits, and risk areas.
• Needed approval and support is obtained in advance.
• The change project is effectively presented by
appropriate individuals.
• You have a good sense of timing of when its best to
bring it forward.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 136
Using Creeping Commitment and
Coalition Building
• Use data, pilot programs, and other
incremental system-based approaches to
acclimatize organizational members to change
ideas.
• Know the key stakeholders and their interests.
• Coalition building is valuable because of the
role such coalitions might play later, during the
formal approval process.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 137
Using Creeping Commitment &
Coalition Building (cont.)
• Create opportunities for direct involvement that will build interest and support within key groups.
• Use the above initiatives to build momentum to move the organization towards adoption.
• Coalition building contains risks that need to be managed.
• Avoid tactics that seriously harm relationships, diminish your integrity and/or compromise your long-term objectives.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 138
Bypassing the Formal Approval Process
• Assess how systems and structures can be leveraged to advance
change without prior approval
• Understand your power and authority
• Assess whether change is manageable, defensible, and within
your scope of authority
• Keep key people sufficiently informed to avoid accusations you
acted underhandedly
• Don’t create unnecessary enemies or use tactics that do long-term
damage to your reputation
• The renegade approach can be used to generate supportive data,
refine the change, and build momentum that is difficult to stop
• It is often easier to gain forgiveness than permission
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 139
Using Structures and Systems to
Promote Change
1. Look back at the questions raised in Toolkit Exercises 5.2 and
5.3. Could the existing structures and systems have been
approached and used differently to advance the desired
change?
2. What role could incremental strategies that were nested within
existing systems and structures have played?
• Would they have really moved the process forward or simply
avoided the real changes that needed to be addressed?
3. What role could more revolutionary strategies have played?
• Would they produce issues related to their alignment with
existing systems and structures?
• How would you manage the challenges created by this?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 140
Using Alignment to Aid Approval and
Acceptance
• Gaining approval is less daunting when you can show
how the change aligns with mission, vision and strategy
• Frame changes in ways that show value, and reduce the
incongruence with existing structures and systems
• Demonstrate there is little to fear, that the level of
disruption can be managed, and benefits outweigh costs
• Reduce perceived risk by breaking a big change into
smaller stages
• Don’t assume that approval equals acceptance
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 141
Using Alignment to Aid Approval and
Acceptance (cont.)
• By minimizing initial incongruence, you can learn, adapt and
modify systems and structures as you proceed. Linked
incremental changes produce significant long-term effects
• Use existing systems and processes, where appropriate, to
advance the changes—the way they are used will influence the
way the change is perceived
• Listen carefully and communicate effectively and empathetically,
using formal processes to help in this regard
• The involvement of others can facilitate acceptance & approval
• Be patient—it takes time to build acceptance and commitment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 142
Developing More Adaptive
Structures and Systems
1. Systematically and deliberately scan the external
environment
2. Have a shared perception of the gap between the
current and desired level of performance
3. Have a concern for measurement of performance
4. Develop an experimental mindset where people try
new things
5. Create an organizational climate of openness and
accessibility
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 143
Developing More Adaptive Structures and
Systems (cont.)
6. Engage in continuous education at all
organizational levels
7. Use a variety of methods, appreciate diversity
and take a pluralistic view of competencies
8. Have multiple individuals who act as
advocates for new ideas and methods
9. Have an involved, engaged leadership
10. Recognize the interdependence of units and
have a systems’ perspective
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 144
Summary
• We investigated formal systems and structures to see
how they influence change and how they can be
worked to advance change.
• We explored systems and structures related to the
approval process and how to work with, through, and
around them.
• We explored how formal systems and structures can
be used to advance acceptance of the change.
• We addressed the desirability of adaptive change in
formal systems and structures.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 145
Chapter 6: Navigating Organizational
Politics and Culture
Chapter Overview
• Change leaders need to understand the informal
components of organizations—culture and power
• Understanding the cultural and power dynamics in
an organization is critical to a successful change
• Force Field Analysis and Stakeholder Analysis
are two key tools to analyze the informal
organizational system and how to change it
• Change leaders need to know themselves. They
are both stakeholder and key actors in the process
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 147
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Acceleration
Chapter 9
Institutionalization
Chapter 10
Navigating Organizational
Politics and Culture
• Power Dynamics
• Perception of change and
the change equation
• Force field analysis
• Stakeholder analysis
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 148
Power Dynamics:
Sources of Individual Power
• Position or authority power
• Network power
• Knowledge power
• Expert power
• Information power
• Personality power
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 149
Power Dynamics:
Other Sources of Power
• Ability to cope with and absorb environmental
uncertainty
• Low Substitutability
• What you have to offer is scarce and not easy
substituted for
• Centrality to decision making, resources critical to
strategy or survival, or to work that others rely on
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 150
Resource, Process & Meaning Power
• Resource Power
• The access to valued resources in an organization
• Process Power
• The control over formal decision making arenas
and agendas
• Meaning Power
• The ability to define the meaning of things. Thus,
the meaning of symbols and rituals and the use of
language provide meaning power
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 151
Usage Frequency of Different Power Tactics
When Managers
Influence
Superiors
When Managers
Influence
Subordinates
Most Popular
Tactic
Least Popular
Tactic
Using & Giving Reasons Using & Giving Reasons
Developing Coalitions Being Assertive
Friendliness Friendliness
Bargaining Developing Coalitions
Being Assertive Bargaining
Referring to Higher
Authority
Referring to Higher
Authority
Applying Sanctions
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 152
Toolkit Exercise 6.2
Assessing Your Power
1. What sources of power are you comfortable with and
which do you have access to?
2. Consider a particular context that you regularly find
yourself in. What could you do to increase the power you
have available? What types of power are involved?
3. How do the key players, structures, and systems in the
particular context influence the types and amount of
power available to you? How could you change this?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 153
Toolkit Exercise 6.2
Where Does Power Lie in Your Organization?
Pick an organization you know well:
1. What factors lead to power? Which departments carry more
weight? What behaviors are associated with having power?
2. Think of a change situation it faced. What types of power were
at play?
3. In Hardy’s terms, who controlled resources? Who had process
power? Meaning power?
4. Who had “yea-saying” and “nay-saying” power? On what
issues?
5. If you examine Table 6.1 in the book, what types of power were
used most often? What types are you most comfortable using
when you are attempting to influence others?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 154
When Does Change Occur?
Change Occurs When:
Perceived Benefits
of Change
Perceived Cost
of Change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 155
Modified Change Equation
156
Perception of Dissatisfaction
with the Status Quo
Perception of the Benefits
of Change
Perception of the Probability
of Success
Perceived Cost of Change
Change Occurs When:
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Reactions to Change
• People react to change for many reasons
• Don’t equate support with friends and resistance with
enemies
• It may be ambivalence and not resistance you’re seeing
• People experience ambivalence and/or resist for many
reasons. Listen carefully so you can learn and refine
initiatives
• Don’t be blind to learning opportunities to refine analysis,
avoid problems areas, and strengthen initiatives
• The prospects of moving someone from resistance to
support increase when they feel their concerns and
insights have been understood and received
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 157
Resistance to Change
• Resistance to change is normal and there
are often good reasons for it
• Don’t assume resistance is “bad” or
“negative”. It might be helpful
• Resistance usually contains information
that is useful—people have reasons that
they resist change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 158
Reasons for Resistance
• Self-interest
• Misunderstanding and lack of trust
• Different assessments of the
consequences
• Low tolerance for change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 159
Organizational / Individual
Consequences & Support for Change
Perceived Impact
of the Change on
the Organization
Perceived Impact of
the Change on the
Individual
Direction of Support of
the Change
Positive Positive Strong support for
change
Positive Negative Indeterminate, with
possible resistance
Neutral Positive Support for change
Neutral Negative Resistance to change
Negative Positive Indeterminate support
for change
Negative Negative Strong resistance to
change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 160
Perceived Impact of Change
1. Consider the impact of a change on an organization you know
and consider the impact on the individuals concerned.
a) Were the impacts on the organization and affected
individuals both positive? Were they perceived that way?
2. What were the perceived costs of change? Were the
perceptions accurate? How could they be influenced?
3. What were the perceived benefits? What was the probability of
achieving these benefits? Were people dissatisfied with the
present state? What were the costs of not changing?
4. Were significant costs incurred prior to gaining benefits? Why
did they take the risk (incurring definite costs but indefinite
benefits)?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 161
Force Field Analysis
Desired
State
Current
State
Restraining
Forces
Driving Forces
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 162
Forces For and Against Change
No change
Strong
StrongWeak
Weak
R
E
S
I
S
T
A
N
C
E
F
O
R
C
E
S
CHANGE FORCE
No
Change
Sporadic
Change
Discontinuous
Change
(Breakpoints)
Continuous
Change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 163
Stakeholder Analysis
A stakeholder is…
Anyone who is influenced or could influence
the change you wish to make happen.
A stakeholder analysis is…
The process of understanding of the
motives, power base, alliances, goals, etc.
of all crucial stakeholders.
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 164
Stakeholder Analysis (cont.)
• Who are the stakeholders?
• What do they want?
• Do they support you? Why? Why not?
• What prevents them from supporting you?
• Who influences these stakeholders? Can you
influence the influencers?
• Can stakeholders be co-opted or involved in a
positive way?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 165
Stakeholder Management: Savage et al.
High
High
Low
Low
Stakeholder Potential Threat
Stakeholder
Potential
For
Cooperation
Mixed Blessing:
Collaborate Supportive:
Involved
Non-Supportive:
Defend
Marginal:
Monitor
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 166
Stakeholder Map
Stakeholder # 1
(issues, needs, etc.)
Stakeholder # 2
(issues, needs, etc.)
Stakeholder # 3
(issues, needs, etc.)
Stakeholder # 4
(issues, needs, etc.)
Stakeholder # 5
(issues, needs, etc.)
Stakeholder # 6
(issues, needs, etc.)
Stakeholder # 7 Stakeholder # 8
Change Agent
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 167
Stakeholder Roles in Networks
• Central Connectors
• People who link most people in an informal network with
each other
• Boundary Spanners
• Who connect an informal network with other parts of the
organization or other organizations
• Information Brokers
• Who join the different sub-groups together (and prevent
fragmentation)
• Peripheral Specialists
• Who have specialized expertise (and need freedom from
connections to maintain that expertise)
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 168
Dimensions of Networks
• Source of information • Inside or outside of the functional area
• Social restrictions
• Tenure, hierarchy, and location determining the network
• Source of connections
• Planned interactions or happenstance hallway encounters
• Quality of the connections
• Relationship quality (short vs. long term, level
of trust and confidence in the information, etc.)
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 169
Stages in the Change Process
Initial Awareness
Interested in the
Change
Wanting the Change to Happen
Ready to Take Action
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 170
General Orientation Towards Change
• Innovators
• Early Adopters
• Early Majority
• Late Majority
• Late Adopters
• Non-adopters
Similar to consumer
adaptation profiles in
marketing, except
you are urging the
adoption of a
change, not a
product or service
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 171
Type of Commitment Exhibited
• Opposed to the change
• Let it happen
• Help it happen
• Make it happen
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 172
Managing the Strategic Consensus
High Understanding
of the Change
Low Understanding of
the Change
High, Positive
Commitment to
the Change
Strong Consensus Blind Devotion
Low, Positive
Commitment to
the Change
Informed Sceptics Weak Consensus
Negative
Commitment to
the Change
Informed Opponents Fanatical Opponents
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 173
Analysis of the Stakeholders’
Readiness to Take Action
Jones
Smith
Douglas
Green
Etc.
Stakeholder’s
Name
Predisposition to Change:
innovator, early adopter, early
majority, late majority, laggard
Current Commitment Profile:
resistant, ambivalent, neutral,
supportive or committed
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 174
Toolkit Exercise 6.3
Force Field Analysis
Consider an organization change situation you are familiar with:
• What are the forces for change? Who is championing the
change? How strong and committed are these forces (Who will let
it happen; who will help it happen; who will make it happen)?
• How could these forces be augmented or increased? What forces
could be added to those that exist?
• What are the forces that oppose change?
• How could these forces be weakened or removed? What things
might create major resentment in these forces?
• Can you identify any points of leverage you could employ to
advance the change?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 175
Stakeholder Analysis Checklist
1. Who are the key stakeholders?
2. Is there a formal decision-maker with authority to authorize or
deny the change project? What are his/her attitudes to the
project?
3. What is the commitment profile of stakeholders? Do a
commitment analysis for each stakeholder.
4. Are they typically initiators, early adopters, early majority, late
majority, or laggards when it comes to change?
5. Why do stakeholders respond as they do? Does the reward
system drive them to support or oppose your proposal? What
consequences does your change have on each stakeholder?
Do the stakeholders perceive these as positive, neutral or
negative?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 176
Stakeholder Analysis Checklist (cont.)
6. What would change the stakeholders’ views? Can the reward
system be altered? Would information or education help?
7. Who influences the stakeholders? Can you influence the
influencers? How might this help?
8. What coalitions might be formed amongst stakeholders?
What alliances might you form? What ones might form to
prevent the change you wish?
9. By altering your position, can you keep the essentials of your
change and yet satisfy some of the needs of those opposing
change?
10. Can you appeal to higher order values and/or goals which
will make others view their opposition to the change as petty
or selfish?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 177
Summary
• Change agents need to understand the power structures and
people in their organization—much of which may be informal and
emergent in nature
• Ambivalence to change is a natural reaction. Resistance to change
is likely (but not inevitable) and there is potential to use ambivalence
and resistance in a positive way. People react to change for good
reasons and change agents need to know those reasons.
• Force field analysis helps plot the major structural, system and people
forces at work in the situation and to anticipate ways to alter these
forces.
• Stakeholder analysis helps us understand the interactions between
key individuals and the relationships and power dynamics that
underpin the web of relationships
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 178
Chapter 7: Managing Recipients of
Change and Influencing Internal
Stakeholders
Chapter Overview
• This chapter deals with those on the receiving end of change
• View recipients as stakeholders and revisit assumptions and
approaches to ambivalence and resistance if or when it occurs
• Changes that alter people’s sense of their psychological
contract need to be approached with care
• When disruptive change occurs, recipient stakeholders go
through a predictable series of reactions to change
• Recipients often respond emotionally to change and their view of
change are influenced by their personalities, experiences, their
peers, and by the change leaders
• The present-day challenge is to make change the norm and
encourage recipients to be change leaders and implementers
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 180
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Acceleration
Chapter 9
Institutionalization
Chapter 10
Recipients and Internal Stakeholders
• Responses to change: +ve,
ambivalence, and –ve
• Psychological contract
• Stages of reaction to change
• Impact of personality, experience
on change
• Managing forward with recipients
and internal stakeholders
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 181
Recipients
• Reactions vary from positive to negative, and
ambivalence often comes first
• Recipients do not always react negatively—it
depends on how they perceive the change
• Recipients will have questions and concerns, as they
attempt to make sense of the change
• Resistance is not inevitable—listen, work to
understand and respond in ways that build
understanding and support
• Do this early and often—don’t wait for ambivalence
to become resistance
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 182
Channeling Feelings for the Change
• Channel energy in positive ways, not letting enthusiasm overwhelm legitimate concerns
• Recognize mixed feelings and seek to understand them
• Use respected, positively oriented individuals in positions of influence concerning the change
• Pace the change. Remember that going too slow can lose enthusiastic support and going too fast will choke those who are doubtful.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 183
Ambivalence to Change Is No Surprise
• Mixed feelings are common as recipients try to make sense of the change
• Ambivalence generates discomfort as they seek to resolve a multitude of issues about the change:
• People find it easier to voice concerns about conflicting beliefs than about conflicting emotions
• Once they resolve their ambivalence, feelings solidify and subsequent change to attitudes become more difficult to change again
• Invest the time needed at the front end of the change to respond to ambivalence positively—or prepare to face a more difficult task later, when it turns to resistance
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 184
Responding to Mixed Feelings About the Change
• Focus on helping people make sense of the
proposed organizational change
• Listen for information that may be helpful in
achieving the change
• Constructively reconcile their ambivalence
• Sort out what actions are now needed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 185
Common Causes of Negative Reactions
1. Negative consequences perceived to outweigh the benefits
2. Flawed communication process
3. Concern that the change has been ill conceived
4. Lack of experience with change or locked into old habits
5. Prior negative experience with a similar change
6. Prior negative experience with those advocating change
7. The negative reactions of others that recipients trust and/or
with whom they will have to work in the future
8. The change process seen to lack procedural or distributive
justice and breaching their “contract”
9. Fear that they lack skills they’ll need to perform well
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 186
Perceptions of Fairness & Justice
• Perceptions of Fairness & Justice
• Will influence how recipients view and react
to the change
• Procedural Justice
• Was the process managed in a fair and
equitable way?
• Distributive Justice
• Was the end decision a fair one?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 187
Is It Resistance...
or Is Something Else Going On?
• We often misinterpret impediments to change as
caused by resistant recipients
• Impediments are much more likely to come from
problems related to the misalignment of
structures and systems than from individuals
engaged in resistance
• Blaming individuals rather than addressing
misaligned structures and systems will worsen
the situation
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 188
Managers as Recipients
• Recipients of change are not just those in front-line roles
• Supervisors, middle, and even senior managers are often
recipients of the organizational change
• Managers often try to manage up, down, and laterally to
cope with change; they try to shape it and deal with
implementation on their own terms
• Coping with change while trying to link, influence, and
implement is difficult
• If you are a change recipient in these middle roles, be
aware of how this can affect your judgment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 189
Toolkit Exercise 7.3
Personal Reactions to Change
1. Think about times when you have been a recipient of change: a. What was the change and how was it introduced?
b. What was the impact on you?
c. What was your initial reaction?
d. Did your attitudes change over time? Why or why not?
2. Was there a pattern to your response? a. Under what circumstances did you support the change? When did
you resist? What can you generalize from your reactions?
b. If you experienced ambivalence, how did you resolve it and what
happened to your attitudes toward the change?
3. Have your experiences with change been largely positive,
negative, or mixed? Have they colored your expectations about
the future?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 190
Psychological Contract
• The psychological contract represents the sum of the
implicit and explicit agreements we believe we have
with our organization
• It defines our perceptions of the terms of our
employment relationship and includes our expectations
for ourselves and for the organization, including
organizational norms, rights, rewards, and obligations
• Changes often disrupt recipients’ psychological
contracts
• When unilateral changes are made to psychological
contracts, negative reactions can be expected
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 191
Toolkit Exercise 7.5—Disruption of the
Psychological Contract
Think about a change initiative that you are aware of:
1. What was the psychological contract?
2. How did the change disrupt the psychological contract?
3. What were the reactions to these disruptions to the contract?
4. What steps could have reduced the negative effects stemming
from the disruption?
5. How should a new psychological contract have been developed
with affected individuals?
6. If you were a recipient, what steps could you take to better
manage your way through the development of a new contract?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 192
Stages of Reaction to Change
Before the Change During the Change After the Change
Anticipation &
Anxiety Phase
Shock, Denial, &
Retreat Phase
Acceptance Phase
Issues: Coping with
uncertainty and
rumors
1. Pre-change
Anxiety
Issues: Coping with
the announcement
and associated
fallout, reacting to the
new “reality”
2.Shock
3.Defensive Retreat
4.Bargaining
5.Depression, Guilt,
and/or Alienation
Issues: Putting effects of
change behind you,
acknowledging the
change, achieving
closure, and moving on
to new beginnings—
adaptation and change
6.Acknowledgment
7.Adaptation & Change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 193
In the Midst of Change, Change Is About...
• Ambiguity
• Risk
• Denial
• Anger
• Fear
• Resentment
• Excitement
• Exploration
• Determination
& Commitment
• Tension
• Satisfaction
• Pride
• Lots of Other
Potentially
Conflicting
Emotions
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 194
Toolkit Exercise 7.4—Your Normal Reaction to
Innovation & Change
When you find yourself dealing with matters of innovation and
change, how do you typically react?
1. Do you fall into the category of innovator or early adopter?
2. Or do you generally fit into the early majority category? If the
experiences of early adopters are positive, you take the risk.
3. Or are you in the category of the late majority? You wait until the
innovation has been tried and tested by many before adopting.
4. Or do you avoid adopting until the vast majority have done so? In
other words are you a late adopter or even a non-adopter, until
forced to do so?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 195
Degree of
Perceived
Risk Associated
with the
Particular
Change
High
Low
Long Period of Minimal
Change
Moderate Rates of
Change
Prolonged Periods of Upheaval or
Extreme Change
Normal Rate of Change in the Organization
Recipient’s Past Experience with
Change & Perceived Risk
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 196
Personality and the Change Experience
Change Experience
Little Some Frequent Chaos
Individuals with
High Tolerance
for Ambiguity and
Change
Individuals with
Low Tolerance
for Ambiguity and
Change
Boredom Energized Negative
Stress
Effects
Comfort
Stress
Discomfort
Rises
Severe
Distress
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 197
Personality & Change
P
E
R
F
O
R
M
A
N
C
E
Low AMOUNT OF CHANGE High
High Need for Change Individuals
Low Need for Change Individuals
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 198
What Is Your Tolerance for Change?
1. What is your tolerance for change? What level of turbulence
and ambiguity at work do you find most stimulating and
satisfying?
2. How do you react when the rate of change is likely to remain
quite low?
3. How do you react when the rate of change is moderate? What
constitutes a moderate for you? Are your tolerance levels lower
or higher than others you know?
4. What price do you find you pay when the rate of turbulence
and ambiguity exceed what you are comfortable with?
5. Have you had to cope with prolonged periods of serious
upheaval? Have these affected your acceptance of change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 199
Influence of Coworkers on Change Recipients
• Coworkers and Work Teams will greatly
influence Change Recipients’ views toward
the organizational change.
• Coworkers who are trusted will have
greater influence.
• Cohesive teams will tend to become more
cohesive when threatened.
• Cohesive teams will be influential.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 200
How Trusted Peers Influence Recipients
Opinions of
Those Trusted
by Recipients*
Recipients' Initial
Attitude to the
Change
Possible Implication
Positive Toward
the Change
Positive Toward the
Change
Very motivated to support
Negative Toward
the Change
Initially opposed but may move to
support due to new information
from trusted others + peer
pressure
Negative Toward
the Change
Positive Toward the
Change
Support of the change may be
weakened or silenced due to
information offered by trusted
peers + peer pressure
Negative Toward
the Change
Opposition to the change is
reinforced by the views of trusted
peers
* As the cohesion of coworkers increases, so too does their influence
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 201
Feelings About Change Leaders Matter
• How people react to change is also
influenced by their perceptions of the
change leader
• They are more likely to respond positively
to the change if:
• they trust and respect these leaders
• they believe their perspectives and
interests are recognized
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 202
Minimizing Cynicism Toward Change
1. Meaningful engagement of recipients with decisions that
affect them
2. Emphasize and reward supervisors who foster two-way
communications, good working relationships, and show
consideration and respect for employees
3. Timely, authentic communications—keep people
informed and include honest appraisals of risks, costs,
benefits, and consequences
4. Keep surprises to a minimum via regular
communications about changes, anticipating questions
and concerns
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 203
Minimizing Cynicism Toward Change (cont..)
5. Enhance credibility by:
a. using credible spokespersons who are liked and trusted
b. using positive messages that appeal to logic and consistency
c. using multiple channels and repetition
6. Acknowledge mistakes and make amends
7. Publicize successful changes and progress
8. Use 2-way communications to see change from employees’
perspective—this will aid planning & future communications
9. Provide opportunities for employees to express feelings,
receive validation and reassurance. Address their concerns
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 204
Toolkit Exercise 7.6—Leadership &
Change Recipients
Think of an example of change leadership:
1. How was leadership exercised?
2. Was the leader trusted?
3. Did he/she deserve the trust given?
4. What kind of power did the leader use?
5. How were change messages conveyed? Were they believable?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 205
Toolkit Exercise 7.6—Leadership &
Change Recipients (cont..)
6. Did systems and processes support, or at minimum, not impair
the change leader’s messages?
7. Was there a sense of continuity between the past and
anticipated future? How was this developed and
communicated? Impact?
8. What can you learn about the impact of the leader on people
and stakeholders as a result of your responses to the above?
9. What can you learn about the impact of organizational systems
and processes on the people and stakeholders?
10. Talk to others about their experiences. Can you generalize? In
what way? What cannot be generalized?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 206
Strategies for Coping with Change
Recipients’ Strategies Change Leaders’ Strategies
• Accepting Feelings as Natural
▪ Managing Stress
▪ Exercising Responsibility
• Rethinking Resistance
▪ Giving First Aid
▪ Creating Capability for
Change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 207
Strategies for Coping with Change (cont..)
Recipients’ Strategies Change Leaders’ Strategies
Accepting Feelings as Natural
▪ Self-permission to feel and
mourn
▪ Taking time to work through
feelings
▪ Tolerating ambiguity
Rethinking Resistance
▪ As natural as self-protection
▪ As a positive step toward
change
▪ As energy to work with
▪ As information critical to the
change process
Managing Stress
▪ Maintaining physical well-being
▪ Seeking information about the
change
▪ Limiting extraneous stressors
▪ Taking regular breaks
▪ Seeking support
Giving First Aid
▪ Accepting emotions
▪ Listening
▪ Providing safety
▪ Marking endings
▪ Providing resources and
support
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 208
Strategies for Coping with Change (cont..)
Recipients’ Strategies Change Leaders’ Strategies
Exercising Responsibility
▪ Identifying options and gains
▪ Learning from losses
▪ Participating in the change
▪ Inventorying strengths
▪ Learning new skills
▪ Diversifying emotional
investing
Creating Capability for Change
▪ Making organizational support of
risks clear
▪ Providing a continuing safety net
▪ Emphasizing continuities, gains of
change
▪ Helping employees explore risks,
options
▪ Suspending judgment
▪ Involving people in decision
making
▪ Teamwork
▪ Providing opportunities for
individual growth
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 209
Roles for Middle Managers
• Linking—with Above, Below, and Across
• Offering—as a Top, Bottom, and a Link
• Influence Up
• Championing Strategic Alternatives
• Synthesizing Information
• Influence Down
• Facilitating Adaptability
• Implementing Strategy
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 210
Working Through the Phases of Change
1. Consider a significant and disruptive change
situation. Can you identify the different phases of
change? What phases are you aware of?
2. Can you identify strategies that recipients used or
could have used to help them work their way through
the different phases?
3. Can you identify strategies that change leaders used
or could have used to help recipients work their way
through the different phases?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 211
Working Through the Phases of Change (cont..)
Aware Strategies Strategies Change
Yes/No Recipients Can Use Leaders Can Use
Pre-change
Anxiety
Shock
Defensive Retreat
Bargaining
Depression, Guilt,
and Alienation
Acknowledgment
Adaptation and
Change
• Does the model hold? Why or why not?
• What other consequences of change can you identify?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 212
Closing Advice for Change Leaders
Thinking About Recipients
• Avoid coercion as a change strategy, if at all possible
• Align systems & processes with the change— when not aligned they can send conflicting signals
• Reduce the intensity of change by making change the norm
• Work to increase your tolerance for change, become a change agent yourself, and avoid the recipient traps
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 213
Walking the Talk—Why?
• It’s all about trust and authenticity in the person’s competence and character!
• Trust in change leaders creates confidence in the proposed path
• Trust provides an environment for others to take risks
• Remember—every change is a risk!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 214
Walking the Talk – How?
• Get out there—don’t hide!
• Act as if you’re always on display
• Communicate clearly the why, what, how, when
& who of the change
• Talk about your personal responses to the
changes
• It’s ok to be excited, uncertain, determined,
frustrated, relieved
• Acknowledge missteps & mistakes—they will
happen
• Be empathetic—actively support and coach
others, show your willingness to listen and learn
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 215
Assessing Recipient Openness to Change
Think of change you know of or
are involved with. How are the
recipients likely to rate the
following factors?
Score
1. Past experience with change,
particularly changes similar to
that advocated
Very -10 -5 0 +5 +10 Very ___
-ve +ve
2. Normal rate of change that has
been experienced by the
organization
Very Low -10 -5 0 +5 +10 Mod ___
or Very High High
3. Recipients' general
predisposition to change as
reflected in their personality
Late -10 -5 0 +5 +10 Early ___
Adopter Adopter
4. Recipients believe they
understand nature of the
change and the reasons for it
Low -10 -5 0 +5 +10 High ___
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 216
Assessing Recipient Openness to Change (cont..)
Score
5. Recipient’s personal belief about
the need for this particular
change
Very -10 -5 0 +5 +10 Very ___
-ve +ve
6. (a) Reactions of coworkers to the
change
(b) Strength of coworker relations
(norms)
Very -10 -5 0 +5 +10 Very
-ve +ve
Multiply #6a by #6b
Weak 0.1 0.3 0.5 0.7 1.0 Strong ___
7. Leader credibility Low -10 -5 0 +5 +10 High ___
8. Leader gains compliance through
fear versus gains commitment
through understanding &
empathy
Fear -10 -5 0 +5 +10 Support ___
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 217
Assessing Recipient Openness to Change (cont..)
Score
9. Organizational credibility (i.e., will
it follow through on commitments
related to change)
Low -10 -5 0 +5 +10 High ___
10. Congruence of systems and
processes with the proposed
change (or confidence that they
will be brought into congruence)
Very -10 -5 0 +5 +10 Very ___
Incongruent Congruent
Predisposition to Change Index:
Scores can range from -100 to
+100
Overall Score ___
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 218
Summary
• This chapter deals with how recipients respond to change.
• Resistance isn’t inevitable —don’t assume as much
• Ambivalence often precedes resistance & influence is
easier at this point
• Understand reasons for resistance & put knowledge to work
(e.g., the impact of change on the psychological contract)
• Factors affecting how recipients view change & their change
reaction to disruptive change are discussed
• The chapter considers how recipients & change leaders can
better manage the process & minimize the negative effects
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 219
Chapter 8:
Becoming a Master Change Agent
Chapter Overview
• Change agents are key to the entire change process
• Change success is a function of the person, a vision, and the situation
• The chapter describes traits and competencies that contribute to change agent effectiveness
• Experience plays a big role in skill development
• Four change agent types are described: the Emotional Champion, the Intuitive Adapter, the Developmental Strategist, and the Continuous Improver
• Internal and external change agents and change teams are discussed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 221
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapter 5 through 8
Acceleration
Chapter 9
Institutionalization
Chapter 10
Becoming a Master Change
Agent
• Factors influencing
change agent success
• Change leader
characteristics
• Change leader
development
• Types of change leaders
• External change agents
• Effective change teams
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 222
Being a Change Agent
Being a
Change
Agent Person Vision
Situatio
n
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 223
The Change Agent Role—
Is It Worth the Risk?
• Being a change agent can be professionally hazardous
• It can also prove energizing, exciting, educational, and enriching
• You are likely to improve your understanding of the organization, develop special skills, and increase your network of contacts and visibility
• Failure experiences, though painful, are seldom terminal—change agents tend to be resilient
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 224
Endothermic and Exothermic Change
• Exothermic Change
• More energy is liberated than is
consumed, by the actions undertaken to
promote change
• Endothermic Change
• The change program consumes more
energy than it generates
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 225
The Interaction of Vision and Situation with
Who You Are
Later in this chapter, we explore behaviors and attributes common
to change agents. Here we ask you to consider why, where, and
when you might become more of a change agent.
1. What purposes do you consider vital? What visions do you
follow for which you would make significant personal sacrifices?
2. What would be a vision that could catapult you into persistent,
committed, and even sacrificial (by normal standards) action?
3. How does the situation you find yourself in affect your desire to
become a change agent?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 226
Essential Change Agent Characteristics
• Commitment to improvement
• Communication and interpersonal skills
• Determination
• Eyes on the prize and flexibility
• Experience and networks
• Intelligence
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 227
Attributes of Change Leaders
Inspiring vision 92*
Entrepreneurship 87
Integrity and honesty 76
Learning from others 72
Openness to new ideas 66
Risk-taking 56
Adaptability and flexibility 49
Creativity 42
Experimentation 38
Using power 29
* % of respondents who identified the attribute.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 228
Attributes of Change Managers
Empowering others 88
Team building 82
Learning from others 79
Adaptability and flexibility 69
Openness to new ideas 64
Managing resistance 58
Conflict resolution 53
Networking 52
Knowledge of the business 37
Problem solving 29
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 229
Another Way to Think of Change Agent Actions
Consider their use of:
• Framing behaviors
• Capacity-creating behaviors
• Shaping behaviors
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 230
Toolkit Exercise 8.2—Attributes of Change
Leaders from Caldwell
LOW 1 2 3 4 5 6 7 HIGH
1. Inspiring Vision 1 2 3 4 5 6 7
2. Entrepreneurship 1 2 3 4 5 6 7
3. Integrity and Honesty 1 2 3 4 5 6 7
4. Learning from Others 1 2 3 4 5 6 7
5. Openness to New Ideas 1 2 3 4 5 6 7
6. Risk-Taking 1 2 3 4 5 6 7
7. Adaptability and Flexibility 1 2 3 4 5 6 7
8. Creativity 1 2 3 4 5 6 7
9. Experimentation 1 2 3 4 5 6 7
10. Using Power 1 2 3 4 5 6 7
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 231
Toolkit Exercise 8.2—Attributes of Change
Managers from Caldwell
LOW 1 2 3 4 5 6 7 HIGH
1. Empowering Others 1 2 3 4 5 6 7
2. Team Building 1 2 3 4 5 6 7
3. Learning from Others 1 2 3 4 5 6 7
4. Adaptability and Flexibility 1 2 3 4 5 6 7
5. Openness to New Ideas 1 2 3 4 5 6 7
6. Conflict Resolution 1 2 3 4 5 6 7
7. Adaptability and Flexibility 1 2 3 4 5 6 7
8. Networking Skills 1 2 3 4 5 6 7
9. Knowledge of the Business 1 2 3 4 5 6 7
10. Problem Solving 1 2 3 4 5 6 7
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 232
Toolkit Exercise 8.2—Change Agent Attributes
Suggested by Others
LOW 1 2 3 4 5 6 7 HIGH
1. Interpersonal Skills 1 2 3 4 5 6 7
2. Communication Skills 1 2 3 4 5 6 7
3. Emotional Resilience 1 2 3 4 5 6 7
4. Tolerance for Ambiguity 1 2 3 4 5 6 7
5. Tolerance for Ethical Conflict 1 2 3 4 5 6 7
6. Political Skill 1 2 3 4 5 6 7
7. Persistence 1 2 3 4 5 6 7
8. Determination 1 2 3 4 5 6 7
9. Pragmatism 1 2 3 4 5 6 7
10. Dissatisfaction with the Status Quo 1 2 3 4 5 6 7
11. Openness to Information 1 2 3 4 5 6 7
12. Flexibility and Adaptability 1 2 3 4 5 6 7
13. Capacity to Build Trust 1 2 3 4 5 6 7
14. Intelligence 1 2 3 4 5 6 7
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 233
Toolkit Exercise 8.2—How Did You Rate Yourself?
1. How would you assess yourself on the scales that proceed?
What areas of development are suggested?
2. Are you more likely to be comfortable in a change leadership
role at this time, or does the role of change manager or
implementer seem more suited to who you are?
3. Ask a mentor or friend to provide you feedback on the same
dimensions. Does the feedback confirm your self-assessment?
If not, why not?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 234
Developing Yourself as a Change Agent
• Formal study helps develop the awareness and skills of change agents, but experience is invaluable
• You are your own best teacher—learn by doing
• Accept responsibility and blame no one
• True understanding comes from reflection on your experience
• Reflection and Appreciative Inquiry are powerful developmental tools for both yourself and those you are working with
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 235
Miller’s Stages of Change Beliefs
Stage 1:
Beliefs: People will change once they
understand the logic of the change. People
can be told to change. As a result, clear
communication is key.
Underlying is the assumption that people are
rational and will follow their self-interest once
it is revealed to them. Alternately, power and
sanctions will ensure compliance.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 236
Miller’s Stages of Change Beliefs (cont.)
Stage 2:
Beliefs: People change through powerful
communication and symbolism. Change
planning will include the use of symbols and
group meetings.
Underlying is the assumption that people
will change if they are “sold” on the beliefs.
Again, failing this, the organization can use
power and/or sanctions.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 237
Miller’s Stages of Change Beliefs (cont.)
Stage 3:
Beliefs: People may not be willing or able or
ready to change. As a result, change
leaders will enlist specialists to design a
change plan and the leaders will work at
change but resist changing themselves.
Underlying is the assumption that the ideal
state is where people will become
committed to change. Otherwise, power
and sanctions must be used.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 238
Miller’s Stages of Change Beliefs (cont.)
Stage 4:
Beliefs: People have a limited capacity to
absorb change and may not be as willing,
able, or ready to change as you wish.
Thinking through how to change the people
is central to the implementation of change.
Underlying is the assumption that
commitment for change must be built and
that power or sanctions have major
limitations in achieving change and building
organizational capacity.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 239
Toolkit Exercise 8.3—Your Development as a
Change Agent
1. Think of a situation where someone’s viewpoint was quite
different from yours. What were your assumptions about that
person?
2. Did you ask yourself, why would they hold the position they
have? Are you at Miller’s stage one, two, three, or four?
3. Are you able to put yourself into the shoes of the resister?
4. What are the implications of your self-assessment with respect
to what you need to do to develop yourself as a change agent?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 240
Change Agent Types
Incremental
Change
Strategic
Change
Vision
Pull
Analysis
Push
Emotional Champion
Intuitive Adapter
Developmental Strategist
Continuous Improver
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 241
Change Agent Types (cont.)
• Emotional Champion • Has a clear and powerful vision of what the organization
needs and uses that vision to capture the hearts and motivations of organization members
• Intuitive Adapter • Has the clear vision for the organization and uses that
vision to reinforce a culture of learning and adaptation
• Developmental Strategist • Applies rational analysis to understanding the competitive
logic of the organization and how it no longer fits the organization’s existing strategy and the environment. Seeks to alter structures and processes and shifts the organization to the new alignment
• Continuous Improver • Analyzes micro-environments and seeks changes such as
re-engineering to systems and processes looking for smaller gains instead of giant leaps
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 242
Are You an Adaptor or Innovator?
• Are your preferences more aligned with those of an Adaptor?
• These individuals are more conservative in their approach and more oriented toward incremental change
• Are your preferences more in line with those of an Innovator?
• These risk-takers prefer more radical or transformational change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 243
Toolkit Exercise 8.4—What Is Your Change
Agent Preference?
1. How comfortable are you with risk and ambiguity? Do you
seek order and stability or change and uncertainty?
2. How intuitive are you? Do you use feelings and emotion to
influence others? Or are you logical and systematic,
persuading through facts and arguments?
3. Given your responses to the above, how would you
classify yourself? Are you: ❑ An emotional champion?
❑ An intuitive adapter?
❑ A developmental strategist?
❑ A continuous improver?
4. How flexible or adaptive with the approaches you use?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 244
The Inside Change Agent Roles
• The Catalyst overcomes inertia and focuses the organization.
• The Solution Giver knows how to solve the problem.
• The Process Helper facilitates the “how to” of change playing the role of third-party intervener.
• The Resource Linker brings people and resources together to solve problems.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 245
Benefits of Using External Change
Agents / Consultants
• Provide subject-matter expertise
• Bring fresh perspectives
• Provide independent, trustworthy support
• Provide third-party expertise to help
facilitate discussions and manage the
process
• Extra assistance when talent is in short
supply and/or time is of the essence
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 246
Selecting a Consultant
• Ensure you have a clear understanding of
what you want from the consultant
• Talk with multiple (up to 5) consultants
and/or consulting organizations
• Issue a request for proposal (RFP)
• Make your decision and communicate
expectations
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 247
Characteristics of a Good Change Team
Member
1. Knowledgeable about the business and
enthusiastic about the change
2. Possesses excellent communications
skills, willing to listen, and share
3. Totally committed to the project, the
process, and the results
4. Able to remain open-minded and visionary
5. Respected within the organization as an
apolitical catalyst for strategic change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 248
Developing a Change Team
1. Clear, engaging direction
2. A real team task
3. Rewards for team excellence
4. Availability of basic material resources to do the job,
including the abilities of individual team members
5. Authority vested in the team to manage the work
6. Team goals
7. The development of team norms that promote strategic
thinking
8. Careful consideration of the personalities and skills of
team members, when designing the team
9. Selection of dedicated individuals willing to give it their “all”
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 249
Design Rules for Top Change Teams
1. Keep it small—10 or fewer members
2. Meet at least bi-weekly and require full attendance
➢ Meeting less often breaks rhythm of cooperation and
coordination
➢ Frequency is more important than how you meet
(e.g., virtual vs. face-to-face)
3. Everything is your business—no team-related
information is off-limits to other team members
4. Each of you is accountable for your business
5. No secrets and no surprises within the team
6. Straight talk, modeled by the leader
7. Fast decisions, modeled by the leader
8. Everyone rewarded partly on the total results
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 250
Creating Structures for Team Projects
Consider a change challenge you are familiar with
1. To create needed structures when forming a change
team, consider how you would manage discussions
about and gain agreement on the following topics:
a) Tasks to be completed
b) Authority—scope of decision-making responsibilities
c) Roles
d) Boundaries
2. How would you use these to help manage the team as
you move forward?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 251
Toolkit Exercise 8.5—Your Skills as a Change
Team Member
1. Think of a time when you participated in a team. How
well did the team perform?
2. Review the characteristics listed by Prosci in Exercise
8.5, Qn 2. Did the team members exhibit the listed
characteristics? Did you?
3. What personal focus do you have? Do you tend to
concentrate on getting the job done—a task focus? Or do
you worry about bringing people along—a process
focus?
4. How could you improve your skills in this area?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 252
FedEx’s Change Team Checklist
1. Ensure that everybody who has a contribution to make
is fully involved, and those who will have to make any
change are identified and included.
2. Convince people that their involvement is serious and
not a management ploy, all ideas from management
are presented as “rough ideas.”
3. Ensure commitment to making any change work, the
team members identify and develop “what is in it for
them” when they move to make the idea work.
4. Increase the success rate for new ideas, potential, and
actual problems that have to be solved are identified in
a problem-solving, not blame-fixing culture.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 253
FedEx’s Change Team Checklist (cont.)
5. Deliver the best solutions, problem-solving teams self-
select to find answers to the barriers to successful
implementation.
6. Maintain momentum and enthusiasm, the remainder of
the team continue to work on refining the basic idea.
7. Present problem solutions, improve where necessary,
approve, and implement immediately.
8. Refine idea, agree upon it, and plan the implementation
process.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 254
Roles for Middle Management
• Linking—with Above, Bottom, Others
• Offering advice/help—as a Top, Bottom, a Link
• Influence Up
• Championing Strategic Alternatives
• Synthesizing Information
• Influence Down
• Facilitating Adaptability
• Implementing Strategy
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 255
Advice to Those in “The Middle”
❖ Be the top when you can and take responsibility for
being top
❖ Be the bottom when you should. Don’t let problems
just flow through you to the subordinates
❖ Be the coach to help others solve their problems so
they don’t become yours
❖ Facilitate rather than “carry messages” when you are
between parties in conflict
❖ Integrate with one another, so that you develop a
strong peer group you can turn to for advice and
support
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 256
Rules of Thumb for Change Agents
1. Stay alive—no self-sacrifice
2. Start where the system is—diagnose and
understand
3. Work uphill
4. Don’t over-organize
5. Don’t argue if you can’t win—win/lose strategies
deepen conflict and should be avoided
6. Load experiments for success
7. Light many fires—don’t work in just one subsystem.
Understand patterns of interdependency
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 257
Rules of Thumb for Change Agents (cont.)
8. Just enough is good enough—don’t wait for
perfection
9. You can’t make a difference without doing things
differently
10. Reflect on experiences
11. Want to change
12. Think fast and act fast
13. Create a coalition—lone rangers are easily dismissed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 258
Rules of Thumb for Change Agents (cont.)
…and remember:
➢ Keep your optimistic bias
➢ Be patient
➢ Be ready to seize the moment!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 259
Summary
• Change management is an essential part of the role of
those who want to manage and lead
• Becoming a change agent is a function of who you are
+ the situation + the vision
• Change managers and change leaders are
differentiated and the stages of development outlined
• Four types of change leaders are described: the
Emotional Champion, the Intuitive Adapter, the
Continuous Improver, and the Developmental Strategist
• The use of external change consultants and change
teams are discussed. Rules of thumb for change
agents are reviewed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 260
Chapter 9:
Action Planning and Implementation
Chapter Overview
• Change leaders have a “do it” attitude. Without action, nothing happens
• Action planning involves planning the work and working the plan. “Right” decisions = approximately right, as you gain feedback and learn as you go
• Action planning sorts out who does what, when, and how and tracks progress to promote learning and adaptation
• Tools to help you manage the process are discussed
• Successful change agents effectively engage others in the journey, develop detailed communication plans and the transition
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 262
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Acceleration
Chapter 9
Institutionalization
Chapter 10
• Implementation planning
that engages and
empowers others
• Action planning tools
• Communications planning
• Managing the transition
and after-action review
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 263
3 Approaches to Decision Making and
Action Taking
• Thinking First • when the issue is clear and the context structured
• Seeing First • when many elements have to be combined into
creative solutions, commitment is key and communication across boundaries is essential. People need to see the whole before becoming committed.
• Doing First • when situation is novel and confusing, complicated
specifications would get in the way and a few simple rules can help people move forward
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 264
3 Generic Change Strategies
Change Type Characteristic Implementation Pitfalls
Programmatic
Change
Missions, plans,
objectives
Training,
timelines,
steering
committees
Lack of focus on
behavior, one
solution for all,
inflexible
solutions
Discontinuous
Change
Initiated from top,
clear break,
reorientation
Decrees,
structural
change,
concurrent
implementation
Political
coalitions derail
change, weak
controls, stress
from the loss of
people
Emergent
Change
Ambiguous,
incremental and
challenging
Use of
metaphors,
experimentation,
and risk taking
Confusion over
direction,
uncertainty, and
possible slow
results
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 265
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Working Your Plan
• Mobilize commitment to change through joint diagnosis of business
problems
• Develop a shared vision of how to organize and manage for
competitiveness
• Foster consensus for the new vision, competence to enact it, and
cohesion to move it along
• Spread revitalization to all departments without pushing it from the
top
• Institutionalize revitalization through formal policies, systems, and
structures
• Monitor and adjust strategies in response to problems in the
revitalization process
266
Working Your Plan
1. Think of a change situation you are familiar with.
Return to Table 9.1 and consider whether it is a: a) Programmatic change
b) Discontinuous change
c) Emergent change
2. How well was it handled? Was the appropriate
approach or should it have been handled
differently?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 267
Steps to Effective Change—Beer et al.’s Six Steps
1. Mobilize commitment through joint diagnosis
2. Develop a shared vision
3. Foster consensus for the new vision, competence to enact it, and cohesion to move it along
4. Spread revitalization to all departments without pushing it from the top
5. Institutionalize revitalization through formal policies, systems, and structures
6. Monitor and adjust strategies as you go
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 268
Jick’s Ten Commandments
1. Analyze the organization and its need for change
2. Create a vision and a common direction
3. Separate from the past
4. Create a sense of urgency
5. Support a strong leader role
6. Line up political sponsorship
7. Craft an implementation plan
8. Develop enabling structures
9. Communicate, involve people, and be honest
10. Reinforce and institutionalize change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 269
Kotter’s Eight-Stage Process
1. Establish a sense of urgency
2. Create a guiding coalition
3. Develop a vision and strategy
4. Empower broad-based action
5. Communicate the change vision
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Anchor new approaches in the culture
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 270
Lueck’s Seven Steps for Change
• Identify the leadership
• Focus on results, not activities
• Start change at the periphery, then let it spread to other units, pushing it from the top
• Institutionalize success through formal policies, systems, and structures
• Monitor and adjust strategies in response to problems in the change process
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 271
“No Plan Survives First Contact”
• While it is critical to plan and anticipate, planning is a means not an end.
• Don’t ignore vital emerging information just because it does not fit with carefully conceived plans.
• Contingencies and alternative ways of approaching change are important contributors to enhanced adaptive capacity.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 272
Action Planning Tools
1. To Do Lists—A checklist of things to do
2. Responsibility Charting—Who will do what,
when, where, why, and how
3. Contingency Planning—Consideration of
what should be done when things do not
work as planned on critical issues. Tools to
aid with this include decision tree analyses
and scenario analyses
4. Flow Charting
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 273
Action Planning Tools (cont.)
5. Design Thinking
6. Surveys and Survey Feedback
7. Project Planning and Critical Path Methods for
Scheduling
8. Tools that assess outcomes and stakeholders
(discussed in Ch. 6), including:
a)Commitment Charts
b)The Adoption Continuum (AIDA)
c) Cultural Mapping
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 274
Action Planning Tools (cont.)
9. Leverage Analysis
10. Training and Development Tools
11. Diverse Change Approaches
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 275
Responsibility Charting
Decisions
or Actions
to be Taken Responsibilities
Susan Ted Sonja Relevant Dates
Action 1 R A I For meeting on Jan 14
Action 2 R I May 24
Action 3 S A A Draft Plan by Feb 17
Action by July 22
Etc...
Coding:
R = Responsibility (not necessarily authority)
A = Approval (right to veto)
S = Support (put resources toward)
I = Inform (to be consulted before action)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 276
Project Planning
Schilling & Hill, 1998
Cycle
Time
Opportunity
Identification
Opportunity
Identification
Concept
Development
Concept
Development
Product Design
Product Design
Process Design
Process Design
Commercial Production
Commercial Production
Example 1
Example 2
Organizing task to
allow for parallel
processes to occur has
been shown to save
time.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 277
Level of Commitment to Action
• Opposed to the Change
• Neutral to the Change
• Let It Happen (weak support)
• Help It Happen
• Make It Happen
LOW
HIGH
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 278
Stage of Adoption
• Awareness • Becoming altered to the existence of something new,
such as a product, service, or procedure
• Interest • A growing inquisitiveness about the nature and benefits
of the new idea
• Desire/Appraisal • Studying strengths and weaknesses of new idea and its
application to their area, followed by small-scale testing
• Action/Adoption • Incorporating the new idea as part of the resources the
adopter brings to their job
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 279
Crossing the Adoption Chasm
Innovators
Early
Adopters
Early
Majority Late
Majority
Laggards
The Chasm or Tipping Point of
Support That Needs
to be Crossed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 280
Commitment Chart
Key
Players
Level of Commitment
Level of
Understanding
(high, med, low)
Opposed
Strongly
to Weakly
Neutral Let It
Happen
Help It
Happen
Make It
Happen
Person1 X →O Med
Person 2 X →O High
Person 3 X → →O Low
Etc...
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 281
Mapping People on the Adoption Curve
Key Players Aware Interested
Desire for
Action
Moving to
Action or
Adopting the
Change
Person1 X →O
Person 2 X
Person 3 X → →O
Etc...
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 282
Action Planning Checklist
✓ Is the action plan consistent with the analysis, vision, and objectives?
✓ Is your action plan realistic, given your influence, and the resources likely to be available to you?
✓ Are you and your team committed, and do have the competence and credibility to implement the action steps? If not, how will you address this?
✓ Is the plan time-sequenced in logical order?
✓ Is it clear who will do what, when, where, and how?
✓ What are the milestones and the probability of success at each step? Have you anticipated secondary consequences of your actions?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 283
Action Planning Checklist (cont.)
✓ Have you anticipated possible secondary consequences and lagging impacts your plans may have?
✓ Have you developed contingencies for risk areas and for how to proceed if things go better or differently than anticipated?
✓ Who does your plan rely on? Are they “on-side”? If not, what will it take to bring them “on-side”?
✓ Does your action plan take into account the concerns of stakeholders and possible coalitions they might form?
✓ Who (and what) could seriously obstruct the change? How will you manage them?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 284
Communication Needs for Different
Phases in the Change Process
Pre-Approval
Phase
Developing the
Need for Change
Phase
Mid Stream
Change Phase
Confirming the
Change Phase
Communication
plans to sell top
management
Communication
plans to explain
the need for
change, provide a
rationale,
reassure
employees, and
clarify the steps in
the change
process.
Communication
plans to inform
people of progress
and to obtain
feedback on
attitudes and
issues, to
challenge any
misconceptions,
and to clarify new
organizational
roles, structures,
and systems.
Communication
plans to inform
employees of the
success, to
celebrate the
change, and to
prepare the
organization for
the next change.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 285
Communicating for Change
1. Message and media redundancy are key for message
retention. Carefully consider the impact and use of social
media and how others affected may use it
2. Face-to-face communication is most effective
3. Line authority is effective in communications
4. The immediate supervisor is key
5. Opinion leaders need to be identified and used
6. Employees pick up and retain personally relevant
information more easily than other types of information
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 286
Influence Strategies for Change
1. Education and communication
2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
5. Manipulation and co-option
6. Explicit and implicit coercion
7. Systemic adjustment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 287
Toolkit Exercise 9.2—Action Plans for
Influencing Reactions to Change
1. Which of the following strategies have you seen used to
overcome resistance to action plans?
a. Education and communication?
b. Participation and involvement?
c. Facilitation and support?
d. Negotiation and agreement?
e. Manipulation and co-optation?
f. Explicit and implicit coercion?
g. Systemic adjustments?
2. What were the consequences of the methods?
3. Which of these methods are you most comfortable with
using? Which do you have the skills to use?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 288
Toolkit Exercise 9.3 (cont.)
Additional Lenses on Influence Tactics
a. Inspirational appeals
b. Consultation: seeking the participation of others
c. Relying on the informal system: existing norms and relationships
d. Personal appeals: friendship, loyalty
e. Ingratiation: praise, flattery, friendliness
f. Rational persuasion: using data
g. Exchange or reciprocity
h. Coalition building
i. Using rules or legitimating tactics
j. Appeals to higher authorities
- Which of the above have you used? How successful were they?
- How comfortable are you with each method?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 289
Push and Pull Tactics
• Push Tactics
• Use of facts, logic, and/or pressure
(e.g., use of guilt and fear) to push
people toward the change
• Pull Tactics
• Inspirational appeals and other
influence tactics designed to attract and
pull people toward the change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 290
Implementation Tactics and Success
Tactic Percentage
Use
Initial
Adoption
Rate
Ultimate
Adoption
Rate
Time to
Adopt
(months)
Intervention 16% 100% 82% 11.2
Participation 20 81 71 19.0
Persuasion 35 65 49 20.0
Edict 29 51 35 21.5
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 291
A Checklist for Change: Transition Management
Transition Management: managing the implementation of the change project
✓ How will the organization continue to operate as it shifts
from one state to the next?
✓ Who will answer questions about the proposed change?
What decision power will they have?
✓ Do the people in charge of the transition have the
appropriate authority to make decisions necessary to ease
the change?
✓ Have we developed ways to reduce the anxiety created by
the change and increase the positive excitement over it?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 292
A Checklist for Change: Transition Management (cont.)
✓ Have we worked on developing a problem-solving climate around the change process?
✓ Have we thought through the need to communicate the change? Who needs to be seen individually? Which groups need to be seen together? What formal announcement should be made?
✓ Have the people handling the transition thought about how they will capture the learning from the change process and share it?
✓ Have we thought about how we will measure and celebrate progress and how we will bring about closure to the project and capture the learning so it is not lost (after-action review)?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 293
What Makes for a Good Action Plan?
1. It can be done!
2. Organized as a timed sequence of
conditional moves
3. Responsibility charts: who does what, when, why, how?
4. Measures and Outcomes are specified
5. The plan is consistent with analysis and objectives
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 294
What Makes for a Good Action Plan? (cont.)
6. Resources are available: money and people
7. Real “buy in” is there—involvement and public commitment, coalitions are considered
8. Early positives exist to help build momentum
9. Most importantly, you have the Vision and Goals needed to guide you in the right direction
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 295
Summary
• “Doing it” demands a good plan and a committed
team who will work that plan
• Several strategies for approaching change and
planning the work are discussed. Change agents,
like good coaches, adjust as they go
• Action planning tools are discussed
• Effective action planning and implementation
requires careful attention to communication and
transition management
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 296
Chapter 10:
Get and Use Data
Throughout the Change Process
Chapter Overview
• Measurement and control processes can play critical
roles in guiding change and integrating the initiatives of
others throughout the Change Path Model
• Four types of control systems are discussed:
Diagnostic/Steering Controls, Belief Systems, Boundary
Systems, and Interactive Controls
• Different types of controls are needed at different
stages of the change process
• The use of strategy maps as an alignment tool is explored
• Three measurement tools are presented: the Balanced
Scorecard, the risk exposure calculator, and the duration,
integrity, commitment, and effort (DICE) model
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 298
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Acceleration
Chapter 9
Institutionalization
Chapter 10
• Tracking and
measuring the
change over time to
assess progress,
make modifications
(as needed), and
manage risk
• Institutionalizing the
change through
aligning related
systems and
structures
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 299
Can Control Processes Facilitate Change?
• Change agents often complain about how control
systems and metrics impede change
• BUT when controls and metrics are effectively
deployed, they can be powerful aids to change
• First understand the impact of existing controls
on the change initiative
• Then tackle the challenge of aligning controls
and measures to facilitate change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 300
Toolkit Exercise 10.2—Impact of Measures and
Control Processes on Change
Think of a change initiative that you are familiar with:
1. What measures and controls were used to track the change?
Were they congruent with the change vision and strategy? Were
they viewed as legitimate by users?
2. How was information captured and fed back? Did it arrive in a
useful and timely form?
3. Did measures need to evolve and be modified over the life of the
change initiative? How was this managed?
4. Were steps taken to ensure measures would be properly used?
Were there risks arising from their use that needed to be
managed?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 301
Toolkit Exercise 10.2—Impact of
Measures and Control Processes on Change
5. Were goals and milestones established, used to plot process,
and make midcourse corrections? Were small victories
celebrated?
6. Were the end state measures developed for the change
consistent with the vision and strategy? Were they viewed as
legitimate?
7. How were the end state measures fed back to users?
8. Were steps taken to ensure that end state measures were
properly used? Were there risks and potential consequences
that needed to be managed?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 302
Choosing Measures
• Focus on key factors
• Use measures that lead to challenging but
achievable goals
• Use measures and controls that are perceived
as fair and appropriate
• Avoid sending mixed signals
• Ensure measures deliver accurate and useful
data
• Match the precision of the measures with the
ability to measure
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 303
The Change Context and the Choice of Measures
Choose Precise,
Explicit, Goal-
Focused
Measures
Choose
Approximate
Measures, Vision
Focused, “Learn as
You Go” Measures
When
Complexity
and
Ambiguity
are:
Low High
When Time to
Completion
is: Short Long
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 304
Types of Control Levers
• Interactive Controls—systems that sense environmental changes crucial to strategic concerns (e.g., market intelligence)
• Boundary Systems—systems that set limits of authority and action and determine acceptable and unacceptable behavior
• Belief Systems—organizational values and beliefs that underpin decisions
• Diagnostic/Steering Controls—traditional control systems, focused on key performance variables
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 305
The 4 Levers of Control
Change
Strategy
Risks to
be
Avoided
Critical
Performanc
e Variables
Core
Values
Strategic
Uncertainties
Interactive
Control Systems
Belief Systems Boundary Systems
Diagnostic
Control Systems
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 306
Control System Measures and Stage of the
Change
Controls When
Planning
Change
Controls in Early
Stages of Change
Controls in
Middle Stages
Controls Toward
End of Change
Initiative
Interacti
ve
Controls
• Assessing
opportunities
and threats
• Testing
viability of
existing
vision,
mission, and
strategy,
given the
environment
• Affirm that
change project is
aligned with
environmental
trends
• Assess how to
use trends to
increase
prospects for
success
• Ongoing
monitoring
• Confirm that
environmental
assessment
continues to
support the
change
• Obtain
feedback
regarding
success of the
change relative
to
environmental
factors
• Ongoing
environmental
scanning
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 307
Control System Measures and Stage of
the Change (cont..)
Controls When
Planning
Change
Controls in Early
Stages of Change
Controls in Middle
Stages
Controls Toward
End of Change
Initiative
Boundary
System
• Limit the
change
options to
those within
the boundary
conditions
• Test the limits
of what is
acceptable
• Go/no go guidance
on
appropriateness of
actions
• Go/no go
guidance on
appropriateness
of actions
• Reassess risks
• Reestablish
boundaries, if
needed
• Test new
boundaries,
where
appropriate
• Re-evaluate the
boundary limits
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 308
Controls When
Planning
Change
Controls in Early
Stages of Change
Controls in
Middle Stages
Controls Toward
End of Change
Initiative
Belief
System
• Assess
congruence
with purpose
• Congruence
assessment
• Appeals to beliefs
to overcome
resistance
• Congruence
assessment
• Congruence
assessment
• Re-evaluation of
core values
Control System Measures and Stage of
the Change (cont..)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 309
Control System Measures and Stage of
the Change (cont..)
Controls
When
Planning
Change
Controls in Early
Stages of Change
Controls in
Middle Stages
Controls Toward
End of Change
Initiative
Diagnostic
and
Steering
Controls
• Assess
impact of
controls on
the change
project
• Consider
what
diagnostic
controls will
need to be
developed
and/or
altered
• Develop
milestones,
diagnostic
measures, and
steering controls
• Develop tactics to
alter control
systems as
needed
• Evaluate
progress
against
milestones and
measures
• Assess whether
things are
workings as
they should
• Modify
milestones and
measures as
needed
• Determine when
project is
completed
• Confirm
changes are
working
appropriately
• Evaluate project
and pursue
learning on
improvements
for the next time
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 310
Control System Focus an Stage of the Change
Early Stage of
Change
Middle Stages of
Change
Late Stages of
Change
Focus on the
“what” of change
Focus on the
“how” of change
Focus on
outcomes and the
“what next” of
change
Strategic
Analysis: Goals,
Resources,
Environment
Measure
Progress and
Effectiveness of
Processes
Strategic
Reanalysis:
Goals,
Resources,
Environment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 311
Toolkit Exercise 10.3—Application of
Simon’s Control Systems Model
Consider a change you are familiar with:
1. Describe the control processes and measures that were used. What was
their impact? a. During the earlier stages of the change initiative
b. During the middle stages of the change initiative
c. During the later stages of the change initiative
2. Were there forbidden topics, such as questioning strategy or core values?
Were those limits appropriate and were limits tested?
3. Were small successes recognized and celebrated along the way?
4. What changes to measures and control processes would have assisted
change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 312
Strategy Maps and Change
• Visual representation can be used to show how the change vision and strategy intend to link with each other.
• They are linked through:
• Employee learning and growth targets and goals
• System and process targets and goals
• Customer (internal/external) targets and goals
• Desired financial targets and goals
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 313
Strategy Maps and Change (cont..)
Human Capital Informational
Capital
Organizational
Capital
LEARNING AND GROWTH
PERSPECTIVE
INTERNAL PROCESS PERSPECTIVE
CUSTOMER PERSPECTIVE
FINANCIAL PERSPECTIVE
VISION FOR CHANGE
AND STRATEGYHow Strategy
Links the
Perspectives
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 314
A Generic Strategy Map L
e a
rn in
g
& G
ro w
th
In te
rn a l
C u
s to
m e
r F
in a
n c
ia l
W h
a t d
o w
e w
a n
t to
a c
c o
m p
lis h
?
H o
w d
o w
e p
la n
to
a c
c o
m p
lis h
th is
?
1.Human Capital
(staff competencies)
2. Information Capital
(technology
infrastructure)
3. Organizational
Capital
(climate for action)
Customer
mgmt
leadership
Innovation
& comm.
supremacy
Internal ops
excellence
Effective
governance
and control
Perception,
public
relations
Current Migrated New New
offerings Solution
focused Scalability
strategies
Add / retain value
customer Increase
revenue/customer
Reduce
cost/customer
Revenue Growth Strategy Productivity Strategy Asset
Utilization
Maximize Organizational Value
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 315
The Balanced Scorecard and Change
Management
Vision
and
Strategy
Customers
Internal
Business
Process
Financial
Shareholders
Employee
Learning
and Growth
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 316
Generic Balanced Scorecard for Change
Vision & Change
Strategy
Customers: To
achieve our change
vision, how should
we appear to our
customers?
Internal Bus.
Processes: To
achieve our change
vision, what
business processes
do we need to excel
at?
Financial: To succeed financially, how
should we appear to our
shareholders?
Learning and Growth: How will we
sustain our ability to change and
improve?
Objectives Measures Targets Initiatives
1.
2.
3.
Objectives Measures Targets Initiatives
1.
2.
3.
O M T I
1.
2.
3.
O M T I
1.
2.
3.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 317
Toolkit Exercise 10.4—Aligning Change and
Building the Balanced Scorecard
Think about a change you are familiar with:
1. State the Mission, Vision, and Strategy for the change.
2. Consider the Mission, Vision, and Strategy of the organization: • Is the proposed change consistent with these?
• If not, what needs to be done to bring them into alignment?
3. Financial Component of Scorecard: If you succeed with the
change vision, how will it appear to the shareholders or those
responsible for funding the change? How will you know
(objectives and metrics)?
4. Customer Component of Scorecard: If you succeed with the
change, how will it appear to your customers? How will you
know (objectives and metrics)?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 318
Toolkit Exercise 10.4—Aligning Change and
Building the Balanced Scorecard (cont..)
5. Internal Business Processes Component of Scorecard: If you
succeed with the change, how will it appear in your business
processes? How will you know (objectives and metrics)?
6. Employee Learning and Growth Component of Scorecard: If you
succeed with the change, how will it appear to your employees
and demonstrate itself in their actions? How will you and they
know (objectives and metrics)?
7. Lay out the scorecard you’ve designed for your change and
seek feedback from a classmate.
8. Can you show how the different components are connected to
each other by developing a strategy map for the change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 319
Factors Leading to Increase Risk
• Change Pressure—Risk increases when change leaders feel:
• Significant pressures to produce and accomplish the change
• There are high levels of ambiguity
• The leaders have little experience with change
• Change Culture—Risk increases when:
• The rewards for risk taking are high
• Senior executives resist hearing “bad” news
• There is internal competition between units
• Information Management—Risk increases when:
• The situation is complex and fast changing
• Gaps in diagnosis exist
• If decision making is decentralized
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 320
Toolkit Exercise 10.5—Using the Risk
Exposure Calculator
Score
Change
Pressure
Pressure to
Produce
Low High
1-2-3-4-5
Level of
Ambiguity
Low High
1-2-3-4-5
Experience with
Change
High Low
1-2-3-4-5
Out of 15
___
Change
Culture
Rewards for
Risk-taking
Low High
1-2-3-4-5
Executives
Resist Bad
News
Low High
1-2-3-4-5
Internal
Competition
Low High
1-2-3-4-5
Out of 15
___
Information
Situation
Situation is
Complex and
Fast-changing
Low High
1-2-3-4-5
Gaps Exist in
Diagnostic
Measures
Low High
1-2-3-4-5
Change
Decision-
Making
Decentralized
Low High
1-2-3-4-5
Out of 15
___
Total Score =
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 321
Four Key DICE Factors
Duration [D]
• The time until the change program is completed or the amount of time between reviews of milestones
Integrity [I]
• Extent to which companies can rely on teams of managers, supervisors, and staff to execute change projects successfully
Commitment [C]
• Dedication and support from top management [C1] and the employees [C2] to the change initiative
Effort [E]
• Additional work that the change initiative demands from employees
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 322
Toolkit Exercise 10.6—Applying the DICE
Model
Consider a change initiative that you know is currently being considered for adoption and apply the DICE model to it.
1. Duration Score: 1 --- 2 --- 3 --- 4 Score: ___
• Score of 1 if formal reviews less than 2 months
• Score of 2 if formal review every 2–4 months
• Score of 3 if formal review every 4–8 months
• Score of 4 if formal review more than 8 months
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 323
Toolkit Exercise 10.6—Applying the
DICE Model (cont..)
2. Integrity of Performance Score: 1– 2 -- 3 -- 4 Score: __
• Score of 1 if team leader has the skills needed and the
respect of coworkers, team members have the skills
and motivation to complete the project on time and at
least 50% of the team members’ time has been
assigned to the initiative
• Score of 4 if change team and change leader are
lacking on all dimensions
• Score of 2 or 3 if the factors lie somewhere in-
between
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 324
Toolkit Exercise 10.6—Applying the DICE
Model (cont..)
3. Commitment Score is a 2-part measure…
a. Senior Management Commitment: 1-2-3- 4 Score: __
• Score of 1 if words and deeds of senior managers
regularly reinforce the need for change
• Score of 2 or 3 if senior managers are fairly neutral
• Score of 4 if senior managers are perceived as less than
supportive
b. Employee Commitment: 1 –- 2 –- 3 --- 4 Score: ___
• Score of 1 if employees are very supportive
• Score of 2 if they are willing but not overly eager
• Scores of 3 or 4 as reluctance increases Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 325
Toolkit Exercise 10.4—Applying the
DICE Model (cont..)
4. Level of Additional Employee Effort and Demands over the Normal Load:
1 –- 2 –- 3 --- 4 Score: ___
• Score of 1 if incremental effort less than 10%
• Score of 2 if incremental effort 10% to 20%
• Score of 3 if incremental effort 20% to 40%
• Score of 4 if additional effort more than 40%
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 326
Interpreting DICE Change Risk Scores
Calculating the DICE Score:
(Duration Score +
2 × Integrity Score + 2 × Senior Management Commitment Score + Local-level Commitment Score + Effort Score)
Interpreting the Score:
▪ Scores between 7 and 14: Win Zone
▪ Scores between 14 and 17: Worry Zone
▪ Scores over 17: Woe Zone
• Do the findings help you to think about sources of risk and how to manage risk?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 327
Summary
• Care taken in the selection of measures and control processes help focus energy and effort
• They can help enhance the efficiency and effectiveness of the change, provide an early warning system, and provide direction to midcourse corrections
• They can help clarify what will be accomplished, what it will take to bring these things to reality and chart progress
• The careful selection and use of metrics can be used to enhance the legitimacy and sense of ownership of the change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 328
Chapter 11:
The Future of Organizations and
the Future of Change
Chapter Overview
• This chapter presents an expanded summary model of organization change
• The future of organizational change and organizational change agents are discussed
• Two main routes exist to becoming a change agent: sophisticated technical specialist and strategic generalist routes
• Paradoxes related to change management are summarized
• Questions are raised about how to orient yourself to organizational change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 330
The Change Path Model
• Use Diagnostic
Models in Chs. 2 and
3 to Better Assessing
the Context:
• How to Change
• What to Change
• Identify the need for
change
• Articulate gap
between current
situation and desired
future state and
develop awareness
of need for change
• Develop and
disseminate powerful
vision for change
Initial Organization Analysis
Chapters 2 & 3
Awakening
Chapter 4
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 331
The Change Path Model
Chapter 5
Navigating Change Through
Formal Structures and
Systems
Mobilization
Chapters 5 through 8
Chapter 6
Navigating
Organizational Politics
and Culture
Chapter 7
Managing Recipients of
Change and Influencing
Internal Stakeholders
Chapter 8
Becoming a Master
Change Agent
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 332
The Change Path Model
Acceleration
Chapter 9
Institutionalization
Chapter 10
• Planning and
implementation that
engages and empowers
others
• Action planning tools
• Communications planning
• Managing the transition
and after-action review
• Tracking and
measuring the
change over time to
assess progress,
make modifications
(as needed), and
manage risk
• Institutionalizing the
change through
systemsDeszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 333
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Acceleration
Chapter 9
Institutionalization
Chapter 10
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 334
Summary Checklist for Change
Following the Change Management Process:
• Chs. 2 and 3: Initial Organizational Analysis
• Unfreezing the system
• How to change?
• What to change?
• Understand the complexity, levels of
analysis, and time dynamics of change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 335
Summary Checklist for Change (cont.)
Awakening
• Ch.4: Building and Energizing the Need for Change
• Understanding the need for change
• Articulating the gap between the current mode of
operation and the desired future state and
developing awareness of the need for change
• Developing the powerful vision for change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 336
Summary Checklist for Change (con’.)
Mobilization
• Ch.5: Navigating Change Through Formal Systems
and Structures
• Assessing their weaknesses and strengths
• Leveraging them to gain approval
• Leveraging them to gain acceptance
• Creating more adaptive systems and structures
• Ch.6: Navigating Organizational Politics and Culture
• Power dynamics
• Perception of change and the change equation
• Force field analysis
• Stakeholder analysis
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 337
Summary Checklist for Change (cont.)
Mobilization
• Ch.7: Managing Recipients of Change and
Influencing Internal Stakeholders
• Responses to change: +ve, ambivalence, and – ve
• Psychological contract
• Stages of reaction to change
• Impact of personality, experience on change
• Managing forward with recipients and internal
stakeholders
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 338
Summary Checklist for Change (cont..)
Mobilization
• Ch.8: Becoming a Master Change Agent
• Factors influencing change agent success
• Change leader characteristics
• Change leader development
• Types of change leaders
• External change agents
• Effective change teams
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 339
Summary Checklist for Change (cont..)
Acceleration
• Ch.9: Action Planning and Implementation
• Implementation planning that engages and empowers others
• Action planning tools
• Communications planning
• Managing the transition and after-action review
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 340
Summary Checklist for Change (cont..)
Institutionalization
• Ch.10: Measuring Change—Designing
Effective Control Systems
• Tracking and measuring the change over
time to assess progress, make
modifications (as needed), and manage
risk
• Institutionalizing the change through systems
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 341
The Impact of Organization Trends on
Change and Change Agents
Organization Trends
• Globalization—be big, or be specialized and excellent, or
be acquired, squeezed, or eliminated
• Virtual and networked organizations
• Loose/tight controls
• 24/7 response requirements
• Cost an quality focus, outsourcing and supply chain
rationalization
• Crowd sourcing for capital, innovation, and talent
• Rise of big data, algorithms, and artificial intelligence
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 342
The Impact of Organization Trends on
Change and Change Agents (cont..)
Organization Trends
• Shortening product life cycles and increasing customer
expectations
• Influential online communities democratizing information
access
• Increasing focus on integrated customer services and
knowledge management
• Rapid technological change fundamentally alters industry
structures, both in terms of the “what” and the “how”
• Changing demographic, social, and cultural environment
• Political changes are realigning alliances and the
competitive environment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 343
The Impact of Organization Trends on
Change & Change Agents (cont..) Impact on Organization Change
• Strategic global perspective for both large firms & niche
firms
• Knowledge of networks & emergent organizational forms
• Knowledge & risk management extends to virtual world &
big data
• Web enabled communication, change related blogs, fast
response capacity with a human face
• Negotiation & network development, quality, cost
leadership and/or customer focus
• Creativity, innovation & deployment of resources
• Empowerment, teams, & process focus
• AI, robotics, new materials, new processes & the IoT Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 344
The Impact of Organization Trends on
Change and Change Agents (cont..)
Impact on Change Agents
• Pattern finder
• Vision framer
• Organizational analyst and aligner
• Mobilizer, empowerer, enabler, enactor
• Disintegrator and integrator
• Corporate gadfly and trend surfer
• Generalist capacities: facilitation, influencing, negotiating, and
visioning skills; project management expertise
• Specialist roles, related to technical expertise needed for
specific change initiatives
• Capacity to develop and sustain the trust and confidence of
multiple stakeholders
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 345
Change Agents Need to Develop
1. A strong strategic and global perspective
2. Knowledge of networks and emergent organization forms
3. Skills in risk management and knowledge management
4. Understanding of the impact of Web-enabled communication, use of social media in advancing external and internal change and fast response capacity
5. The ability to communicate globally while maintaining a human face
6. Perceptiveness of different cultures and norms and how they affect change
7. The capacity to create, deploy, and work with empowered teams with right mix of skills and abilities, operating with a vision focus
• Boundaries come from vision and shared expectations concerning performance and other understood standards and commitments
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 346
The Business of a Change Specialist
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 347
1. Mergers and acquisitions
2. Joint ventures and alliances
3. Organizational integration
specialists
4. Business stage specialists:
growth, maturity, decline,
renewal
5. Large scale or disruptive change
specialists
6. Crisis management specialists
7. Information technology system
integrators
8. Organization structure
specialists
9. Supply change integrators
10. Cross-cultural specialists by
specific cultures
11. Inter-organization specialists
including government or industry
relations
12. Multi-party negotiation
specialists … and the list goes
on
Organizational Change Agent’s Skills
Increasingly
complex change
assignment of
moderate scale
General Change Management Skills •Organizational and environment analysis
•Leadership, visioning, negotiation, and other
interpersonal communication and influence
skills
•Project management and implementation
skills
Sophisticated
knowledge of
change leadership
and general
change
management
skills
Strategic
change
assignments of
high complexity
&/or large scale
Solid technical
understanding of
more complex
technical change
being
implemented
Technical/Domain-Specific Change
Management Skills • Technical knowledge of the specific change
being implemented
• Knowledge of specific management change tools
listed in Table 9.7 and Figure 9.4 of Chapter 9
Solid technical
understanding
of the simple
change being
implemented
Entry-level
change
assignments
Entry-level
project
management
and change
management
skills
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 348
Change Paradoxes
➢ Managing complexity and ambiguity while
maintaining nimbleness and change momentum
➢ Managing the need to be simultaneously
centralized decentralized
➢ Managing the need for both incremental (or
continuous) and radical (or discontinuous) change
➢ Encouraging participation and involvement but
recognizing the need for some degree of central
direction and control
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 349
Orienting Yourself to Organizational Change
1. Gain perspective and insight by recognizing the dynamism
and complexity of your organization
2. Recognize that people’s perceptions are critical. The
perception of benefits, costs, and risks determine a
person’s reaction to change
3. Understand that your perception is only one of many
4. Gather people as you go
5. Pull people with a powerful change vision. Push people
through argument and rewards when you need to, but
gaining support through their hearts is often the better way
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 350
Orienting Yourself to Organizational Change (cont..)
6. Get active in pursuit of your vision. If you do something,
you will get responses and learn
7. Have a plan oriented around your change vision
8. Do things that are positive. Actions that suck energy are
difficult to sustain. Growing your energy as change agent
is important
9. To start meaningful change you need only a few believers.
To continue, you need to develop momentum until a critical
mass of key participants are on side
10. There are many routes to your goal. Find the ones with the
least resistance that still allow you to proceed with integrity
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 351
Critical Change Questions
1. What is the environment telling you prior to, during,
and following the implementation of change?
a. what is the broader environment telling you about future
economic, social, and technological conditions and trends?
b. what are your customers or clients telling you?
c. what are your competitors doing and how are they reacting
to you?
d. what are the partners within your network doing and how are
they responding to you?
e. what do the people who will potentially be the leaders,
managers, and recipients of change want and need?
2. Why is change needed? Who sees this need?
3. What is your purpose and agenda? How does that
purpose project to a worthwhile vision that goes to
the heart of the matter? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 352
Critical Change Questions (cont..)
4. How will you implement and manage the change?
a. how will you resource the change?
b. how will you select and work with your change team?
c. how will you work with the broader organization?
d. how will you monitor progress so that you can steer, alter
speed, and course, if necessary?
e. how will you ensure that you act ethically and with integrity?
5. What have you learned about change and how can
you remember it in the future? How can you pass on
what you learned?
6. Once the change is completed, what comes next?
The completion of one change simply serves as the
start point for the next.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 353
Summary
• We’ve challenged you to take time to read
and think about change.
• Now it’s time to deploy those ideas and act
• Leading change will bring you many
things—it will frustrate & invigorate, humble
& empower, create doubt & fear while
developing courage, fulfillment & joy…
• By leading change, you will change yourself
and the lives of those around you!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 354