Change Management Leadership
Lecture 1: Chapter 1 Introduction + individual change
Definition change management:
Change management is the process of continually renewing an organization’s direction,
structure, and capabilities to serve the ever-changing needs of external and internal
stakeholders.
Hayes, 2014: The theory and practice of change management
The Change Process
1. Recognize need and start change process
Factors that may cause change:
External factors: political, economics, sociocultural or technological
Internal factors: creativity, direction, delegation, coordination, or collaboration
Start the change process:
Translate the need for change into a desire for change
Determine who to involve and make people responsible
1
, 2. Diagnosis and formulate vision
3. Pla
n
and
prepare change
Define your strategy for change
Radical change: occurs relatively fast and modifies the
essence of social structures or organizational practices.
Incremental change: a slower process of making small
adjustments to how things are done that doesn’t upend
existing processes, business structures or business
models.
Develop a change plan to show how the change goals will be achieved
Appoint a transition manager
Identify the change activities
Produce implementation plan
Schedule activities
Allocate resources
4. Implement change
Two main approaches for implementation:
1. Blueprint change: the end point can be specified in advance (computerization of a
business process)
2. Emergent change: no detailed specifications about the end point (most frequent
case)
Key questions to ask:
Are interventions being implemented as intended?
Are interventions producing the desired effect?
Is the change plan still valid?
2
, 5. Sustain the change
Consolidating/institutionalizing phase
Making change permanent
Anchors change in organization’s culture
Feedback mechanisms
Rewards system
Storytelling
There are different levels of change
1. Individual change
2. Team change
3. Organizational change
4. Leading change
Kolb’s Learning experiential cycle: Individual change
Unpacked how learning occurs, and what
stages a typical individual goes through in order
to learn. It shows that we learn through a process
of doing and thinking.
Kolb would argue that true learning could
not take place without someone going
through all stages of the cycle
Kolb suggested that different individuals
have different sets of preferences or
styles in the way they learn. dive into the swimming pool & see what happens vs.
thinking about it first
Approaches individual change:
1. Behavioural approach
Focuses on how one individual can change another individual’s behaviour using rewards and
punishment, to achieve intended results.
Financial rewards bonuses, prizes, tangible objects
Non-financial rewards feedback, compliments
Classical conditioning:
Pavlov’s experiment: Pavlov set up an experiment in which he rang a bell shortly before
presenting food to the dogs. At first, the dogs elicited no response to the bell. However,
eventually, the dogs began to salivate at the sound of the bell alone.
3
Lecture 1: Chapter 1 Introduction + individual change
Definition change management:
Change management is the process of continually renewing an organization’s direction,
structure, and capabilities to serve the ever-changing needs of external and internal
stakeholders.
Hayes, 2014: The theory and practice of change management
The Change Process
1. Recognize need and start change process
Factors that may cause change:
External factors: political, economics, sociocultural or technological
Internal factors: creativity, direction, delegation, coordination, or collaboration
Start the change process:
Translate the need for change into a desire for change
Determine who to involve and make people responsible
1
, 2. Diagnosis and formulate vision
3. Pla
n
and
prepare change
Define your strategy for change
Radical change: occurs relatively fast and modifies the
essence of social structures or organizational practices.
Incremental change: a slower process of making small
adjustments to how things are done that doesn’t upend
existing processes, business structures or business
models.
Develop a change plan to show how the change goals will be achieved
Appoint a transition manager
Identify the change activities
Produce implementation plan
Schedule activities
Allocate resources
4. Implement change
Two main approaches for implementation:
1. Blueprint change: the end point can be specified in advance (computerization of a
business process)
2. Emergent change: no detailed specifications about the end point (most frequent
case)
Key questions to ask:
Are interventions being implemented as intended?
Are interventions producing the desired effect?
Is the change plan still valid?
2
, 5. Sustain the change
Consolidating/institutionalizing phase
Making change permanent
Anchors change in organization’s culture
Feedback mechanisms
Rewards system
Storytelling
There are different levels of change
1. Individual change
2. Team change
3. Organizational change
4. Leading change
Kolb’s Learning experiential cycle: Individual change
Unpacked how learning occurs, and what
stages a typical individual goes through in order
to learn. It shows that we learn through a process
of doing and thinking.
Kolb would argue that true learning could
not take place without someone going
through all stages of the cycle
Kolb suggested that different individuals
have different sets of preferences or
styles in the way they learn. dive into the swimming pool & see what happens vs.
thinking about it first
Approaches individual change:
1. Behavioural approach
Focuses on how one individual can change another individual’s behaviour using rewards and
punishment, to achieve intended results.
Financial rewards bonuses, prizes, tangible objects
Non-financial rewards feedback, compliments
Classical conditioning:
Pavlov’s experiment: Pavlov set up an experiment in which he rang a bell shortly before
presenting food to the dogs. At first, the dogs elicited no response to the bell. However,
eventually, the dogs began to salivate at the sound of the bell alone.
3
