Chapter 8: Implementnn channe
8.1: Director image of managing change: change management & contngency approaches
Channe mananement approaches
o Mult step moeels of ho to achievee largesscale transformatonal change
o E.g. Kirkpatrick – seveen stepsbysstep moeel as a systematc approach, shoule be
follo ee to ensure the best eecisions ane acceptee change
o 10 Keys moeel points out:
Discountnous change is likely to be associatee ith a statc enveironment
Dynamic enveironment; mobilizaton, catalysaton, haneling emotons ane
haneling po er are less veital as staf is more accustomee to change
o Naeer ieentifes 3 core elements to be managee euring a transformaton
Mange organisatonal po er
Motveate people to partcipate
Manage the transiton itself
o Ghosh all ane Barlet
Ratonalisaton: streamlining operatons
Reveitalisaton: leveeraging resources ane link opportunites
Regeneraton: managing business unit operatons ane tensions
o Kanter, Stein & Jick: comment on utlity of 10 commanements
Ho they’re practcee ane interpretee ill veary accoreing to the partcular
change maker group in queston e.g. Strategists ane recipients)
Multple changes may be in progress
They neee to be tailoree to the neees of the organisaton
They highlight the neee for communicaton about change allo ing eiferent
veoices to be heare
The commanements are assumptons of actons
Paraeox: they maximize control, hilst sometmes maximizing risk taking is
neeeee
Calls for a strong leaeer, but in reality multple leaeers may be inveolveee
OD-Channe mananement debates
o For OesPracttoners, it is seen as a set of vealuesneutral change practces to achievee greater
ifnancial performance
o Change management replaces OD rather than exteneing it
o Ne ifele has a broaeer scope: takes eiferent issues in consieeraton
o Change management operates ith technical kno leege ane as part of a team ith
vearious skill sets
o Change management assumes that it is through structural changes that ne
behaveiours emerge
Contnnency approaches
o Argue that the style of change eepenes on the scale of change ane the receptveity of
organisatonal members for engaging in change
o Dumpy ane Doug stance – set out a comprehensivee ‘it eepenes’ approach to uneerstaneing
the style of change that shoule be aeoptee. 5 main approaches
o Deveelopmental transitons: situatons ith constant change eue to aeaptaton to the
enveironment. Consultvee leaeership
o Tasksfocusee transitons: eirectvee style, ith change leaeer actng as captain to
reeeifne ho the organisaton operates in some areas
8.1: Director image of managing change: change management & contngency approaches
Channe mananement approaches
o Mult step moeels of ho to achievee largesscale transformatonal change
o E.g. Kirkpatrick – seveen stepsbysstep moeel as a systematc approach, shoule be
follo ee to ensure the best eecisions ane acceptee change
o 10 Keys moeel points out:
Discountnous change is likely to be associatee ith a statc enveironment
Dynamic enveironment; mobilizaton, catalysaton, haneling emotons ane
haneling po er are less veital as staf is more accustomee to change
o Naeer ieentifes 3 core elements to be managee euring a transformaton
Mange organisatonal po er
Motveate people to partcipate
Manage the transiton itself
o Ghosh all ane Barlet
Ratonalisaton: streamlining operatons
Reveitalisaton: leveeraging resources ane link opportunites
Regeneraton: managing business unit operatons ane tensions
o Kanter, Stein & Jick: comment on utlity of 10 commanements
Ho they’re practcee ane interpretee ill veary accoreing to the partcular
change maker group in queston e.g. Strategists ane recipients)
Multple changes may be in progress
They neee to be tailoree to the neees of the organisaton
They highlight the neee for communicaton about change allo ing eiferent
veoices to be heare
The commanements are assumptons of actons
Paraeox: they maximize control, hilst sometmes maximizing risk taking is
neeeee
Calls for a strong leaeer, but in reality multple leaeers may be inveolveee
OD-Channe mananement debates
o For OesPracttoners, it is seen as a set of vealuesneutral change practces to achievee greater
ifnancial performance
o Change management replaces OD rather than exteneing it
o Ne ifele has a broaeer scope: takes eiferent issues in consieeraton
o Change management operates ith technical kno leege ane as part of a team ith
vearious skill sets
o Change management assumes that it is through structural changes that ne
behaveiours emerge
Contnnency approaches
o Argue that the style of change eepenes on the scale of change ane the receptveity of
organisatonal members for engaging in change
o Dumpy ane Doug stance – set out a comprehensivee ‘it eepenes’ approach to uneerstaneing
the style of change that shoule be aeoptee. 5 main approaches
o Deveelopmental transitons: situatons ith constant change eue to aeaptaton to the
enveironment. Consultvee leaeership
o Tasksfocusee transitons: eirectvee style, ith change leaeer actng as captain to
reeeifne ho the organisaton operates in some areas
