Lecture 1: Approaches to change (KL & SH)
In the paper "Alternative Approaches for Studying Organizational Change," the authors, A. Van de
Ven and M.S. Poole, discuss different approaches that can be used to study organizational change.
The authors first describe the traditional approach to studying organizational change, which focuses
on understanding how organizations adapt to external environmental changes. They then describe
alternative approaches, including the action research approach, which involves actively participating
in and influencing the change process, and the evolutionary approach, which studies how
organizations change over time in response to internal and external factors.
The authors also discuss the cultural approach, which focuses on understanding the values, beliefs,
and behaviors that shape organizational change, and the complexity approach, which views
organizations as complex systems that are constantly adapting and evolving.
Overall, the paper highlights the various approaches that can be used to study organizational change
and the importance of considering multiple perspectives in understanding this complex process.
,In the paper "Organizational Change and the Importance of Embedded Assumptions," the authors, I.
Palmer and R. Dunford, discuss the role of assumptions in organizational change. Assumptions are
beliefs or values that are taken for granted and are not explicitly stated or examined. These
assumptions can shape the way that individuals and organizations approach change and can have a
significant impact on the success of change initiatives.
The authors argue that it is important to identify and examine the assumptions that are embedded in
change efforts in order to increase the likelihood of success. They suggest that this can be achieved
through a process of sensemaking, which involves actively seeking out and analyzing information
about the change effort and its context.
The authors also discuss the role of power dynamics in shaping assumptions and the importance of
addressing power imbalances in order to facilitate successful organizational change.
Overall, the paper highlights the importance of examining and addressing the assumptions that shape
organizational change efforts in order to increase their chances of success.
, Lecture 2: Diagnosing need for change (SH)
The paper "Framing Contests: Strategy Making Under Uncertainty" by Kaplan (2008) investigates the
role of "framing" in the strategic decision-making process, specifically in situations of uncertainty.
The author defines framing as the process of constructing and communicating a particular
interpretation or understanding of a problem or situation. He argues that framing plays a crucial role
in strategy making, as it shapes how stakeholders perceive and respond to problems and opportunities,
and influences the range of options that are considered and the decisions that are made.
To explore the role of framing in strategy making, the author conducted a case study of a high-tech
company facing significant uncertainty in its market. He found that the company's decision-making
process was influenced by various framing contests, in which different stakeholders proposed and
contested different frames for understanding the company's problems and opportunities.
The author also identified several factors that influenced the outcomes of these framing contests,
including the power and influence of the different stakeholders, the fit between the frame and the
organization's goals and values, and the alignment between the frame and the organization's internal
and external environments.
Overall, the paper provides insight into the role of framing in the strategic decision-making process,
and the factors that shape the outcomes of framing contests in organizations facing uncertainty.
In the paper "Alternative Approaches for Studying Organizational Change," the authors, A. Van de
Ven and M.S. Poole, discuss different approaches that can be used to study organizational change.
The authors first describe the traditional approach to studying organizational change, which focuses
on understanding how organizations adapt to external environmental changes. They then describe
alternative approaches, including the action research approach, which involves actively participating
in and influencing the change process, and the evolutionary approach, which studies how
organizations change over time in response to internal and external factors.
The authors also discuss the cultural approach, which focuses on understanding the values, beliefs,
and behaviors that shape organizational change, and the complexity approach, which views
organizations as complex systems that are constantly adapting and evolving.
Overall, the paper highlights the various approaches that can be used to study organizational change
and the importance of considering multiple perspectives in understanding this complex process.
,In the paper "Organizational Change and the Importance of Embedded Assumptions," the authors, I.
Palmer and R. Dunford, discuss the role of assumptions in organizational change. Assumptions are
beliefs or values that are taken for granted and are not explicitly stated or examined. These
assumptions can shape the way that individuals and organizations approach change and can have a
significant impact on the success of change initiatives.
The authors argue that it is important to identify and examine the assumptions that are embedded in
change efforts in order to increase the likelihood of success. They suggest that this can be achieved
through a process of sensemaking, which involves actively seeking out and analyzing information
about the change effort and its context.
The authors also discuss the role of power dynamics in shaping assumptions and the importance of
addressing power imbalances in order to facilitate successful organizational change.
Overall, the paper highlights the importance of examining and addressing the assumptions that shape
organizational change efforts in order to increase their chances of success.
, Lecture 2: Diagnosing need for change (SH)
The paper "Framing Contests: Strategy Making Under Uncertainty" by Kaplan (2008) investigates the
role of "framing" in the strategic decision-making process, specifically in situations of uncertainty.
The author defines framing as the process of constructing and communicating a particular
interpretation or understanding of a problem or situation. He argues that framing plays a crucial role
in strategy making, as it shapes how stakeholders perceive and respond to problems and opportunities,
and influences the range of options that are considered and the decisions that are made.
To explore the role of framing in strategy making, the author conducted a case study of a high-tech
company facing significant uncertainty in its market. He found that the company's decision-making
process was influenced by various framing contests, in which different stakeholders proposed and
contested different frames for understanding the company's problems and opportunities.
The author also identified several factors that influenced the outcomes of these framing contests,
including the power and influence of the different stakeholders, the fit between the frame and the
organization's goals and values, and the alignment between the frame and the organization's internal
and external environments.
Overall, the paper provides insight into the role of framing in the strategic decision-making process,
and the factors that shape the outcomes of framing contests in organizations facing uncertainty.
