Management of Organizational change
TU/e Innovation management
Q2 2020/21
,Table of Contents
1. T1a Process models of change ........................................................................................................ 3
2. T1b Process models of change ........................................................................................................ 6
3. T2 Leading change: a process perspective .................................................................................... 11
4. T3 Process of change ..................................................................................................................... 16
5. T4 Recognizing a need or opportunity for change ........................................................................ 20
6. T5 Starting the change .................................................................................................................. 24
7. T6 Building change relationships................................................................................................... 26
8. T7 Diagnosis................................................................................................................................... 28
9. T8 Gathering and interpreting information .................................................................................. 33
10. T9 The role of leadership in change management .................................................................... 34
11. T10 Power, politics and stakeholder management ................................................................... 37
12. T13 Communicating change ...................................................................................................... 40
13. T14 Motivating other to change ................................................................................................ 43
14. T15 Supporting others through change .................................................................................... 46
15. T16 Shaping implementation strategies.................................................................................... 49
16. T17 Developing a change plan................................................................................................... 52
17. T18 Types of intervensions ........................................................................................................ 55
18. T19 Action research ................................................................................................................... 58
19. T20 Appreciative inquiry ........................................................................................................... 60
20. T21 Training and development ................................................................................................. 63
21. T22 High performance management ........................................................................................ 65
22. T23 Business process re-engineering ........................................................................................ 68
23. T24 LEAN ................................................................................................................................... 70
24. T25 Culture profiling .................................................................................................................. 73
25. T26 Value innovation................................................................................................................. 76
26. T27 Selecting interventions ....................................................................................................... 80
27. T28 Implementing change ......................................................................................................... 83
28. T29 Reviewing and keeping the change on track ...................................................................... 86
29. T30 Making change stick ........................................................................................................... 88
30. T31 Spreading change ............................................................................................................... 92
, 1. T1a Process models of change
Process models of change
This tutorial examines change from a process perspective
Understanding change as a process can help those leading change step back and observe what is
going on and explore alternative way of acting that might deliver superior outcomes.
The states perspective focuses attention on the 'What' of change, that is what it is that needs to be,
is being or has been changed.
The process perspective attends to the 'How' of change and focuses on the way a transformation
occurs. It draws attention to the issues:
• Pace of change and sequence of activities
• Way decisions are made and communicated
• Ways in which people respond to the actions of others.
Change managers play a key role in this transformation process
The change process: more than 20 types of theories
• Teleological theories: purposeful organizations where change consist of goal
formulation, implementation, evaluation and learning. Learning is important as
modifications of goals is necessary to change.
• Dialectical theories: focuses on conflicting goals between different interest groups,
explains stability and change in terms of confrontation.
• Life cycle theories: assume that change progresses in a necessary sequence of stages
that are cumulative in the sense that each stage contributes to the final outcome and
that every stage before is necessary for the next.
• Evolutionary theories: posit change proceed through a continuous cycle of variation,
selection and retention. Variations just happen, not purposeful, but are at the best fit
with the current resources and demands. Retention is a perpetuation which arise from
these variations.
A common feature of all four theories is that they view change as involving a number of events,
decisions and actions that are connected in a sequence..
TU/e Innovation management
Q2 2020/21
,Table of Contents
1. T1a Process models of change ........................................................................................................ 3
2. T1b Process models of change ........................................................................................................ 6
3. T2 Leading change: a process perspective .................................................................................... 11
4. T3 Process of change ..................................................................................................................... 16
5. T4 Recognizing a need or opportunity for change ........................................................................ 20
6. T5 Starting the change .................................................................................................................. 24
7. T6 Building change relationships................................................................................................... 26
8. T7 Diagnosis................................................................................................................................... 28
9. T8 Gathering and interpreting information .................................................................................. 33
10. T9 The role of leadership in change management .................................................................... 34
11. T10 Power, politics and stakeholder management ................................................................... 37
12. T13 Communicating change ...................................................................................................... 40
13. T14 Motivating other to change ................................................................................................ 43
14. T15 Supporting others through change .................................................................................... 46
15. T16 Shaping implementation strategies.................................................................................... 49
16. T17 Developing a change plan................................................................................................... 52
17. T18 Types of intervensions ........................................................................................................ 55
18. T19 Action research ................................................................................................................... 58
19. T20 Appreciative inquiry ........................................................................................................... 60
20. T21 Training and development ................................................................................................. 63
21. T22 High performance management ........................................................................................ 65
22. T23 Business process re-engineering ........................................................................................ 68
23. T24 LEAN ................................................................................................................................... 70
24. T25 Culture profiling .................................................................................................................. 73
25. T26 Value innovation................................................................................................................. 76
26. T27 Selecting interventions ....................................................................................................... 80
27. T28 Implementing change ......................................................................................................... 83
28. T29 Reviewing and keeping the change on track ...................................................................... 86
29. T30 Making change stick ........................................................................................................... 88
30. T31 Spreading change ............................................................................................................... 92
, 1. T1a Process models of change
Process models of change
This tutorial examines change from a process perspective
Understanding change as a process can help those leading change step back and observe what is
going on and explore alternative way of acting that might deliver superior outcomes.
The states perspective focuses attention on the 'What' of change, that is what it is that needs to be,
is being or has been changed.
The process perspective attends to the 'How' of change and focuses on the way a transformation
occurs. It draws attention to the issues:
• Pace of change and sequence of activities
• Way decisions are made and communicated
• Ways in which people respond to the actions of others.
Change managers play a key role in this transformation process
The change process: more than 20 types of theories
• Teleological theories: purposeful organizations where change consist of goal
formulation, implementation, evaluation and learning. Learning is important as
modifications of goals is necessary to change.
• Dialectical theories: focuses on conflicting goals between different interest groups,
explains stability and change in terms of confrontation.
• Life cycle theories: assume that change progresses in a necessary sequence of stages
that are cumulative in the sense that each stage contributes to the final outcome and
that every stage before is necessary for the next.
• Evolutionary theories: posit change proceed through a continuous cycle of variation,
selection and retention. Variations just happen, not purposeful, but are at the best fit
with the current resources and demands. Retention is a perpetuation which arise from
these variations.
A common feature of all four theories is that they view change as involving a number of events,
decisions and actions that are connected in a sequence..
