L10: Organisational Change

4 levels of organisational change

fine tuning, incremental adjustment, modular transformation, transformation

fine tuning

changes to details eg. training to increase competence

incremental adjustment

environmental adaptations ie. new tech/production process

modular transformation

large scale, radical change affecting part of organisation ie. merging 2 schools to make a university

transformation (corporate transformation)

large scale, radical change affecting whole organisation ie. changing to different industry

Models of change include

Kurt Lewin’s model, Kotter’s 8 step model

Kurt Lewin’s model of change

unfreezing, changing, refreezing

Kotter’s 8 step model to change

establish urgency, form coalition, create vision, communicate vision, broad-based action (remove obstacles), create small wins, consolidate gains, anchor changes

4 components to organisational change

entering and contracting, diagnosing, planning and intervention, implementation

1. entering and contracting

what is the change agent role? what is the issue? who are main stakeholders?

2. Diagnosing

What needs to change?

McKinsey 7s framework

Burke Litwin 12 dimension model

Mckinsey 7s framework components

strategy, structure, staffing (hard), systems, shared values and culture, style of leadership, skill development (soft)

Burke and Litwin’s 12 dimensional model of organisational performance and change

external environment, mission & strategy, leadership, organisational culture, structure, systems, management practices, work unit climate, task and individual needs, individual needs/values, motivation, individual/organisational performance

3. Planning and intervention

identifying what needs to be done (7s) and how to change it

3. Planning and intervention: how to intervene

strategic intent, substance, scale, scope, speed, sequence, style

4. Implementation

7 drivers of change: accepted change vision, leaders change related actions, change related communication, change related training, employee participation, aligned HR management practices, aligned structure and control processes

to manage change, we should

consider driving and resisting forces, expect resistance, involve stakeholders, communicate

Resistance to change can arise from

habit, intertia, security, economic and social threats

to combat habit, security or inertia

reason and education, involvement

to combat economic or social threats

Facilitation and negotiation

to combat security threats

manipulation

to combat increased threat of alternatives

coercion

Social psychological approaches to organisational change

focus on changing conformity to group norms or reinforcing existing norms to overcome less desirable norms

influence tactics include (10)

rational persuasion, inspirational appeal, consultation, collaboration, ingratiation, personal appeals, exchange, apprising, pressure, coalitions

Changing minds can be done through

persuasion: superficial or systematic processing

superficial processing

uses heuristics like emotions, attractiveness, familiarity, expertise

systematic processing

uses reasoning

get people to attend to message, comprehend, react to content (encourage elaboration) accept message and express agreement