Summary Leading Change & Projects
Theme A
Stouten et al., 2018 - successful organiza8onal change
Theme B
Abrahamson (1996) – management fashions
Westphal et al. (1997)– customiza8on or conformity?
Theme C
Solinger et al. (2021 )– interven8ons
Has8ngs et al. (2022) – leading change processes for success
Theme D
Sydow et al. (2009) – path dependence
Waeger & Weber (2019) – ins8tu8onal complexity
Theme E
Oreg & Berson (2019) – leaders impact on organiza8onal change
Ford et al. (2021) – leadership and the implementa8on of change
Theme F
Sundaramurthy and Lewis (2003) – control and collabora8on
Lord & Hoffman (2015) – a quantum approach to 8me and organiza8onal change
Theme G
Conroy (2014) | LeXng Go and Moving on: work-related iden8ty loss and recovery
Oreg et al., (2018) – recipients’ responses to organiza8onal change events
Theme H
Atkinson et al., (2006) – uncertain8es in projects and the scope of project management
van Marrewijk (2007) – managing project culture
Theme I
Brown & Eisenhardt (1997) – the art of con8nuous change
Pitsis et al., (2003) – a future perfect strategy of PM
Theme J
Ford et al. (2008) – resistance to Change
Van den Ende & van Marrewijk – community resistance
,A: Stouten et al., 2018 | successful organizaFonal change: integraFng management
pracFce and scholarly literatures
• Planned organiza8onal change = ac8vi8es that move an organiza8on from its present
state to a desired future state
• Challenges for planned change:
- scien8fic literature lacks consensus regarding basic change processes
- the difficulty of learning from experience à it is different in different domains +
change can be diverse (e.g. one-shot or mul8phase interven8ons)
à The very heterogeneity of change can make it difficult to interpret its outcomes
Models of planned organiza8onal change
Lewin’s 3 phase process
• 1. Unfreezing
- establishing a change vision and developing a change plan
• 2. Transi8oning to a new stage
- puXng the change in place and modifying exis8ng systems in support of the change
• 3. Refreezing
- the consolida8on of the change so that it aligns with other organiza8onal structures
and procedures à embedding in organiza8on
Beer’s 6 step change management model
• (1) an accurate diagnosis of the problem situa8on, which in turn helps mobilize
commitment to the change
• (2) Developing a change vision
• (3) Developing a consensus in support of this vision: communica8ng the vision to
stakeholders
• (4) Implement the change and spread throughout the organiza8on
• (5) Ins8tu8onaliza8on of the change: integrated with formal structures and systems
• (6) Monitoring the change and adjusted as needed
AppreciaFve inquiry (AI) – by Cooperrider and Srivasta
• Unlike other change models, AI starts from a posi8ve view of organiza8onal features that
employees feel are successful + more focused of developing common concep8on of what
should be changed
• (1) The discovery stage: what goes well in the current organiza8on and what factors
contribute to this success
• (2) The dream stage: encourages employees to think about their “ideal,” new features
that would make the organiza8on even bemer
• (3) The des8ny stage: crea8ng change plans to enable these “dreams,” and execu8on is
begun.
Judson’s 5 steps
• (1) analyzing and planning the change
• (2) communica8ng about it
• (3) gaining acceptance for the required changes par8cularly in behavior
,• (4) making the ini8al transi8on from the status quo to the new situa8on
• (5) consolida8ng the new condi8ons and con8nuing to follow-up to ins8tu8onalize the
change
Kanter, Stein and Jick’s 10 commandments
• (1) analysis of the organiza8on and the need for change
• (2) the crea8on of a shared vision and common direc8on
• (3) the separa8on from the past
• (4) crea8ng a sense of that important change is needed
• (5) A strong leader role should support the change to increase its legi8macy
• (6) poli8cal sponsorship is sought to create a solid base for the change
• (7) the development of an implementa8on plan
• (8) structures should be put into place to help implement the change such as pilot tests,
training, and reward programs
• (9) Change communica8on should be open and honest and involve all stakeholders in the
change process
• (10) the change needs to be reinforced and ins8tu8onalized to incorporate new
behaviors in day-to-day opera8ons.
KoXer’s 8 step model
• (1) establishing a sense of urgency that change is essen8al
• (2) A guiding coali8on is formed
• (3) develop the change vision
• (4) This vision is communicated to employees
• (5) the coali8on (and employees) is involved in the change process by developing change
plans
• (6) Promo8ng for short-term wins to reinforce the change implementa8on
• (7) the consolida8on stage which strengthens and con8nues the change by making
addi8onal changes that were not implemented yet but need to be taken care for as
otherwise processes in the organiza8on would not be sufficiently aligned with the ini8al
change vision
• (8) The final stage ins8tu8onalizes the change by integra8ng it with the organiza8on’s
structures and systems.
HiaX’s ADKAR Model
• (1) Awareness: promo8ng employee beliefs that change is needed. crea8ng a change
vision and communica8ng it
• (2) Desire: the implementa8on of the change vision and focuses on empowering
employees to be ac8vely involved in the change
• (3) Knowledge & ability: are developed to support their par8cipa8on in the change
• (4) Reinforcement: the changes are strengthened and consolidated into the
organiza8ons’ processes and structures
• Focus on making employees ambassadors of the change
Integra8ng exis8ng prescrip8ons with the scien8fic evidence – summary of change steps
(table)
, Access the opportunity or problem moFvaFng the change
• Two models (Beer, 1980; Kanter et al., 1992) emphasize that diagnosis is essen8al:
collec8ng informa8on from all stakeholders is a necessary first step, emphasizing the
importance of involving employees in the process
• Disputes:
- models disagree on how planned change should begin
o Some are silent on the need for diagnosis or assume that what top
management believes is the problem and provides sufficient basis for ac8on
- Lewin + Ko=er emphasis on early crea8on of a sense of urgency
- Dispute on that the process should be focused on weaknesses or strenghts
Select and support a guiding change coaliFon
• The role a guiding coali8on of organiza8on members can play an important role in
overseeing the change process. This coali8on is advised to maintain suppor8ve
rela8onships and ongoing communica8on with top management
Formulate a clear compelling vison of the change
• Disputes
- Agreement on importance of visions, differ in who should formulate it
- Ko=er; guiding coali8on, Beer; employees
Communicate the vision
• Change models agree that vision should be broadcasted using mul8ple channels
• Disputes
- Judson (1991) and Kanter et al. (1992) agree that complete openness may not always
be necessary, whereas Hia= (2006) does suggest full transparency
Mobilize energy for change
• Mobilizing energy for change means planning the actual change implementa8on across
mul8ple levels of the organiza8on
Empower other to act
• Employees should be empowered to act in ways consistent with the vision, and in doing
so develop new ideas and ways of working that come out of their own understanding of
the change
Develop and promote change-related knowledge and ability
• emphases the learning aspects of organiza8onal change and can be related to both
understanding the vision and how to prac8ce new behaviors the change mo8vates
• only Hia= (2006) specifies a change step for learning and knowledge [Ko=er (1996)
touches on learning indirectly in his step to empower others to act
IdenFfy short-term wins and use as reinforcement of change progress
• The change models reviewed here support the importance of conveying a sense of
progress, for example, by explica8ng successes the change has brought à clear goals and
communica8on about progress
Theme A
Stouten et al., 2018 - successful organiza8onal change
Theme B
Abrahamson (1996) – management fashions
Westphal et al. (1997)– customiza8on or conformity?
Theme C
Solinger et al. (2021 )– interven8ons
Has8ngs et al. (2022) – leading change processes for success
Theme D
Sydow et al. (2009) – path dependence
Waeger & Weber (2019) – ins8tu8onal complexity
Theme E
Oreg & Berson (2019) – leaders impact on organiza8onal change
Ford et al. (2021) – leadership and the implementa8on of change
Theme F
Sundaramurthy and Lewis (2003) – control and collabora8on
Lord & Hoffman (2015) – a quantum approach to 8me and organiza8onal change
Theme G
Conroy (2014) | LeXng Go and Moving on: work-related iden8ty loss and recovery
Oreg et al., (2018) – recipients’ responses to organiza8onal change events
Theme H
Atkinson et al., (2006) – uncertain8es in projects and the scope of project management
van Marrewijk (2007) – managing project culture
Theme I
Brown & Eisenhardt (1997) – the art of con8nuous change
Pitsis et al., (2003) – a future perfect strategy of PM
Theme J
Ford et al. (2008) – resistance to Change
Van den Ende & van Marrewijk – community resistance
,A: Stouten et al., 2018 | successful organizaFonal change: integraFng management
pracFce and scholarly literatures
• Planned organiza8onal change = ac8vi8es that move an organiza8on from its present
state to a desired future state
• Challenges for planned change:
- scien8fic literature lacks consensus regarding basic change processes
- the difficulty of learning from experience à it is different in different domains +
change can be diverse (e.g. one-shot or mul8phase interven8ons)
à The very heterogeneity of change can make it difficult to interpret its outcomes
Models of planned organiza8onal change
Lewin’s 3 phase process
• 1. Unfreezing
- establishing a change vision and developing a change plan
• 2. Transi8oning to a new stage
- puXng the change in place and modifying exis8ng systems in support of the change
• 3. Refreezing
- the consolida8on of the change so that it aligns with other organiza8onal structures
and procedures à embedding in organiza8on
Beer’s 6 step change management model
• (1) an accurate diagnosis of the problem situa8on, which in turn helps mobilize
commitment to the change
• (2) Developing a change vision
• (3) Developing a consensus in support of this vision: communica8ng the vision to
stakeholders
• (4) Implement the change and spread throughout the organiza8on
• (5) Ins8tu8onaliza8on of the change: integrated with formal structures and systems
• (6) Monitoring the change and adjusted as needed
AppreciaFve inquiry (AI) – by Cooperrider and Srivasta
• Unlike other change models, AI starts from a posi8ve view of organiza8onal features that
employees feel are successful + more focused of developing common concep8on of what
should be changed
• (1) The discovery stage: what goes well in the current organiza8on and what factors
contribute to this success
• (2) The dream stage: encourages employees to think about their “ideal,” new features
that would make the organiza8on even bemer
• (3) The des8ny stage: crea8ng change plans to enable these “dreams,” and execu8on is
begun.
Judson’s 5 steps
• (1) analyzing and planning the change
• (2) communica8ng about it
• (3) gaining acceptance for the required changes par8cularly in behavior
,• (4) making the ini8al transi8on from the status quo to the new situa8on
• (5) consolida8ng the new condi8ons and con8nuing to follow-up to ins8tu8onalize the
change
Kanter, Stein and Jick’s 10 commandments
• (1) analysis of the organiza8on and the need for change
• (2) the crea8on of a shared vision and common direc8on
• (3) the separa8on from the past
• (4) crea8ng a sense of that important change is needed
• (5) A strong leader role should support the change to increase its legi8macy
• (6) poli8cal sponsorship is sought to create a solid base for the change
• (7) the development of an implementa8on plan
• (8) structures should be put into place to help implement the change such as pilot tests,
training, and reward programs
• (9) Change communica8on should be open and honest and involve all stakeholders in the
change process
• (10) the change needs to be reinforced and ins8tu8onalized to incorporate new
behaviors in day-to-day opera8ons.
KoXer’s 8 step model
• (1) establishing a sense of urgency that change is essen8al
• (2) A guiding coali8on is formed
• (3) develop the change vision
• (4) This vision is communicated to employees
• (5) the coali8on (and employees) is involved in the change process by developing change
plans
• (6) Promo8ng for short-term wins to reinforce the change implementa8on
• (7) the consolida8on stage which strengthens and con8nues the change by making
addi8onal changes that were not implemented yet but need to be taken care for as
otherwise processes in the organiza8on would not be sufficiently aligned with the ini8al
change vision
• (8) The final stage ins8tu8onalizes the change by integra8ng it with the organiza8on’s
structures and systems.
HiaX’s ADKAR Model
• (1) Awareness: promo8ng employee beliefs that change is needed. crea8ng a change
vision and communica8ng it
• (2) Desire: the implementa8on of the change vision and focuses on empowering
employees to be ac8vely involved in the change
• (3) Knowledge & ability: are developed to support their par8cipa8on in the change
• (4) Reinforcement: the changes are strengthened and consolidated into the
organiza8ons’ processes and structures
• Focus on making employees ambassadors of the change
Integra8ng exis8ng prescrip8ons with the scien8fic evidence – summary of change steps
(table)
, Access the opportunity or problem moFvaFng the change
• Two models (Beer, 1980; Kanter et al., 1992) emphasize that diagnosis is essen8al:
collec8ng informa8on from all stakeholders is a necessary first step, emphasizing the
importance of involving employees in the process
• Disputes:
- models disagree on how planned change should begin
o Some are silent on the need for diagnosis or assume that what top
management believes is the problem and provides sufficient basis for ac8on
- Lewin + Ko=er emphasis on early crea8on of a sense of urgency
- Dispute on that the process should be focused on weaknesses or strenghts
Select and support a guiding change coaliFon
• The role a guiding coali8on of organiza8on members can play an important role in
overseeing the change process. This coali8on is advised to maintain suppor8ve
rela8onships and ongoing communica8on with top management
Formulate a clear compelling vison of the change
• Disputes
- Agreement on importance of visions, differ in who should formulate it
- Ko=er; guiding coali8on, Beer; employees
Communicate the vision
• Change models agree that vision should be broadcasted using mul8ple channels
• Disputes
- Judson (1991) and Kanter et al. (1992) agree that complete openness may not always
be necessary, whereas Hia= (2006) does suggest full transparency
Mobilize energy for change
• Mobilizing energy for change means planning the actual change implementa8on across
mul8ple levels of the organiza8on
Empower other to act
• Employees should be empowered to act in ways consistent with the vision, and in doing
so develop new ideas and ways of working that come out of their own understanding of
the change
Develop and promote change-related knowledge and ability
• emphases the learning aspects of organiza8onal change and can be related to both
understanding the vision and how to prac8ce new behaviors the change mo8vates
• only Hia= (2006) specifies a change step for learning and knowledge [Ko=er (1996)
touches on learning indirectly in his step to empower others to act
IdenFfy short-term wins and use as reinforcement of change progress
• The change models reviewed here support the importance of conveying a sense of
progress, for example, by explica8ng successes the change has brought à clear goals and
communica8on about progress
