PRO 3 SUMMARY
H1
Strategic change = descriptive of magnitude in alteration (focuses on gap between formulation &
implementation of strategy)
2 SCHOOLS OF THOUGHT
1) Change is a continuous process (emergent [snel] change as an iterative process) [vaak en snel
kleine stapjes uitvoeren]
2) Change as a process of punctuated equilibrium (long periods of stability with shorter periods
of revolutionary change) [weinig maar grotere stappen uitvoeren]
Strategic drift = gap between what the organization is doing, and what it
needs to be doing (environmental change & organizational change
drijven verder uit elkaar)
Change is context-specific: is dependent on the specific situation of each organization
IMPORTANT CAPABILITES FOR CHANGE AGENTS
1) Analytical skills = create holistic picture of organization (inner context)[kijken naar het geheel]
2) Judgmental skills = recognize what is critical in a change and design a change process that
addresses it
3) Skills in translation = moving between vocabularies associated with the formulation of
strategy and moving between vocabularies of change implementation
4) Implementation skills = act and decide on which intervention to make and in what order to
apply them
CHANGE AS 3 STATES
Current state -> transition state -> future state
In the transition state, there are 3 transition phases:
Mobilize -> Move -> Sustain
,THE CHANGE KALEIDOSCOPE
- Change path (nature of the change and the desired result) (e.g. transformation vs
realignment; incremental vs big-bang [H2]) Change type can be part of the ‘change path’
involving also other types of change (‘change type’ may conclude other organizations)
- Change start-point (where change is initiated and developed)
- Change style (management style of implementation)
- Change target -> thing you want to change (in terms of people’s attitudes and values,
behaviours or outputs)
- Change levers (range of levers and interventions to be deployed across 4 subsystems:
technical, political, cultural & interpersonal)
- Change roles (who is to take the responsibility)
4 BASIC THEORIES AS BUILDING BLOCKS FOR EXPLAINING PROCESSES OF CHANGE IN ORGANIZATIONS
(V.D. VEN & POOLE)
1) Lifecycle = organic growth to explain development in an organization, change is imminent
(totaal aantal levensfases) discovery -> business case -> elaboration -> development -> go
2) Teleology = zoektocht naar het doeleinde achter dingen
3) Dialectics = gebruik maken van gedachte & tegenovergestelde gedachte om tot standpunt te
komen (e.g. developments based on conflicts in the organization)
4) Evolution = geleidelijke ontwikkeling van veranderingen
, LECTURE 1
Strategic or transformational change: organizational shift in the context of environmental
developments:
- Hard changes = involves changes of resource allocation, organization structure and processes
- Soft changes = involves changes in central believes of members of organizations (culture)
Change process = a progression of change events
Process theory = how and why an organization changes and develops
H2 (CHANGE PATH)
END RESULT
NATURE OF CHANGE Transformation (fundamental) Realignment (herschikking)
(not fundamental)
Incremental (step-by-step) Evolution Adaptation
Big bang (all-at-once) Revolution Reconstruction
(often observed change path: from reconstruction to evolution)
CHANGE CAN EVOLVE IN:
Transformation Realignment
- Mission & purpose - Change to the way of doing things
- Fundamental - Not fundamental
Evolution Adaptation (incremental)
Revolution (most businesses not feasible) Reconstruction (faster & more dramatic)
H1
Strategic change = descriptive of magnitude in alteration (focuses on gap between formulation &
implementation of strategy)
2 SCHOOLS OF THOUGHT
1) Change is a continuous process (emergent [snel] change as an iterative process) [vaak en snel
kleine stapjes uitvoeren]
2) Change as a process of punctuated equilibrium (long periods of stability with shorter periods
of revolutionary change) [weinig maar grotere stappen uitvoeren]
Strategic drift = gap between what the organization is doing, and what it
needs to be doing (environmental change & organizational change
drijven verder uit elkaar)
Change is context-specific: is dependent on the specific situation of each organization
IMPORTANT CAPABILITES FOR CHANGE AGENTS
1) Analytical skills = create holistic picture of organization (inner context)[kijken naar het geheel]
2) Judgmental skills = recognize what is critical in a change and design a change process that
addresses it
3) Skills in translation = moving between vocabularies associated with the formulation of
strategy and moving between vocabularies of change implementation
4) Implementation skills = act and decide on which intervention to make and in what order to
apply them
CHANGE AS 3 STATES
Current state -> transition state -> future state
In the transition state, there are 3 transition phases:
Mobilize -> Move -> Sustain
,THE CHANGE KALEIDOSCOPE
- Change path (nature of the change and the desired result) (e.g. transformation vs
realignment; incremental vs big-bang [H2]) Change type can be part of the ‘change path’
involving also other types of change (‘change type’ may conclude other organizations)
- Change start-point (where change is initiated and developed)
- Change style (management style of implementation)
- Change target -> thing you want to change (in terms of people’s attitudes and values,
behaviours or outputs)
- Change levers (range of levers and interventions to be deployed across 4 subsystems:
technical, political, cultural & interpersonal)
- Change roles (who is to take the responsibility)
4 BASIC THEORIES AS BUILDING BLOCKS FOR EXPLAINING PROCESSES OF CHANGE IN ORGANIZATIONS
(V.D. VEN & POOLE)
1) Lifecycle = organic growth to explain development in an organization, change is imminent
(totaal aantal levensfases) discovery -> business case -> elaboration -> development -> go
2) Teleology = zoektocht naar het doeleinde achter dingen
3) Dialectics = gebruik maken van gedachte & tegenovergestelde gedachte om tot standpunt te
komen (e.g. developments based on conflicts in the organization)
4) Evolution = geleidelijke ontwikkeling van veranderingen
, LECTURE 1
Strategic or transformational change: organizational shift in the context of environmental
developments:
- Hard changes = involves changes of resource allocation, organization structure and processes
- Soft changes = involves changes in central believes of members of organizations (culture)
Change process = a progression of change events
Process theory = how and why an organization changes and develops
H2 (CHANGE PATH)
END RESULT
NATURE OF CHANGE Transformation (fundamental) Realignment (herschikking)
(not fundamental)
Incremental (step-by-step) Evolution Adaptation
Big bang (all-at-once) Revolution Reconstruction
(often observed change path: from reconstruction to evolution)
CHANGE CAN EVOLVE IN:
Transformation Realignment
- Mission & purpose - Change to the way of doing things
- Fundamental - Not fundamental
Evolution Adaptation (incremental)
Revolution (most businesses not feasible) Reconstruction (faster & more dramatic)
