Organizational Change

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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