Contemp Perspectives on OB
Lecture 1: Introduction & Essentials
Behavioral change
3 Level of change
Individual:
Everything about people affect the organization.
Group:
Organization:
Just the place for organization & people
Nature of change: Emergent vs planned
Emergent:
Planned: Structured manner changes / you develop steps, ideas etc.
Plan & reality: You still need to adjust or change your plan when the circumstance change.
From A to B is not easy!
Planned organizational change
Deliberate activities that move an organization from its present state to a desired future state
The idea of planned change: Intentional & purposive change
Some problems with organizational change
- Only 1/3 planned organizational change interventions actually succeed
- A panel study of more than 90,000 workers found that organizational change led to
increased use of stress-related medication
That’s why we need change leaders
Often conceptualized as a managerial skill, change management has been touted as a
critical competency in contemporary executive surveys (Coordinate .. ability to meet changes)
Challenges for change leaders
1. No consensus in scientific literature on basic change processes–rather, expert opinions
from popular writers (Many manager remove middle management, adopt too fast of
the change without thinking if it really fit their own org content)
2. Difficulty of learning from experience, because change processes are not repeatable &
do not provide direct feedback
1
,Lecture 2 Change Management Models
Theory of planned behavior (TPB): Change on individual level
7 Characteristics of planned change
1. realizing intended outcomes
2. based on the reason for change & the context
3. by means of influencing stakeholders
4. by going through a process with phases & steps
5. by communicating & sensemaking
6. where the entire process is being led
7. by interventions from change agents/leaders
Still, planned change is a good idea
Change recipients who view the change as implemented in a rational, planful & deliberate
fashion are found to have more favorable reactions than those who see implementation as
less planful
Prescriptive models for planned change
Popular models Prescriptive in nature
Consisting of several steps Limited empirical studies Lacking peer review
Lewin’s 3 phase process Main criticism: Model assumes stable situations
1.Unfreeze: Preparing for change
2.Transition: executing the change
3.Refreeze: consolidation of change
Beer’s 6-step change management model
1.Diagnosis 2.Change vision 3.Consensus & communication
4.Implementation 5.Institutionalization 6.Monitoring & adjustment
2
,Appreciative inquiry:
Discovery / Dream / Design / Destiny
Judson’s 5 steps
1.Analyzing & planning 2.Communicating
3.Gaining acceptance, particularly in behavior
4.Transition from status quo to new situation
5.Consolidating & institutionalizing
10 commandments
1. Analysis of organization & need for change
2. Creation of a shared vision
3. Separation from the past
4. Creating a sense that change is needed
5. Strong leader role to support change
6. Search for political sponsorship
7. Development of an implementation plan
8. Enabling structures (pilot tests, training, reward programs)
9. Open & honest change communication to stakeholders
10. Reinforcement & institutionalization
Kotter’s 8 steps to transform
1. Establishing a Sense of Urgency
2. Forming a Powerful Guiding Coalition
3. Creating a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for & Creating Short-Term Wins
7. Consolidating Improvements & Producing More Change
8. Institutionalizing New Approaches
ADKAR model:
Awareness, Desire, Knowledge & Ability, Reinforcement
3
, Summary of change steps
1. Assess the opportunity or problem motivating the change
2. Select & support a guiding coalition联盟
3. Formulate a clear compelling vision
4. Communicate the vision
5. Mobilize energy for change
6. Empower others to act
7. Develop & promote change-related knowledge & ability
8. Identify short-term wins & use as reinforcement
9. Monitor & strengthen the change process
10. Institutionalize change in company culture, practices & management succession
Integration of models from practice & evidence from science
1. Get facts regarding the nature of the problem
2. Assess & address the organization’s readiness for change
3. Implement evidence based change interventions
4. Develop effective change leadership throughout the organization
5. Develop & communicate a compelling change vision
6. Work with social networks & tap their influence
7. Use enabling practices to support implementation
8. Promote micro-processes & experimentation
9. Assess change progress & outcomes over time
10. Institutionalize the change to sustain its effectiveness
More evidence based change interventions!
- ‘Many companies are used to a diet of new, exciting, panacea-like solutions’
- ‘I don’t see many business schools, many academics, many professional bodies for
academics taking the idea of evidence based practice very seriously’.
Change competence model
4
Lecture 1: Introduction & Essentials
Behavioral change
3 Level of change
Individual:
Everything about people affect the organization.
Group:
Organization:
Just the place for organization & people
Nature of change: Emergent vs planned
Emergent:
Planned: Structured manner changes / you develop steps, ideas etc.
Plan & reality: You still need to adjust or change your plan when the circumstance change.
From A to B is not easy!
Planned organizational change
Deliberate activities that move an organization from its present state to a desired future state
The idea of planned change: Intentional & purposive change
Some problems with organizational change
- Only 1/3 planned organizational change interventions actually succeed
- A panel study of more than 90,000 workers found that organizational change led to
increased use of stress-related medication
That’s why we need change leaders
Often conceptualized as a managerial skill, change management has been touted as a
critical competency in contemporary executive surveys (Coordinate .. ability to meet changes)
Challenges for change leaders
1. No consensus in scientific literature on basic change processes–rather, expert opinions
from popular writers (Many manager remove middle management, adopt too fast of
the change without thinking if it really fit their own org content)
2. Difficulty of learning from experience, because change processes are not repeatable &
do not provide direct feedback
1
,Lecture 2 Change Management Models
Theory of planned behavior (TPB): Change on individual level
7 Characteristics of planned change
1. realizing intended outcomes
2. based on the reason for change & the context
3. by means of influencing stakeholders
4. by going through a process with phases & steps
5. by communicating & sensemaking
6. where the entire process is being led
7. by interventions from change agents/leaders
Still, planned change is a good idea
Change recipients who view the change as implemented in a rational, planful & deliberate
fashion are found to have more favorable reactions than those who see implementation as
less planful
Prescriptive models for planned change
Popular models Prescriptive in nature
Consisting of several steps Limited empirical studies Lacking peer review
Lewin’s 3 phase process Main criticism: Model assumes stable situations
1.Unfreeze: Preparing for change
2.Transition: executing the change
3.Refreeze: consolidation of change
Beer’s 6-step change management model
1.Diagnosis 2.Change vision 3.Consensus & communication
4.Implementation 5.Institutionalization 6.Monitoring & adjustment
2
,Appreciative inquiry:
Discovery / Dream / Design / Destiny
Judson’s 5 steps
1.Analyzing & planning 2.Communicating
3.Gaining acceptance, particularly in behavior
4.Transition from status quo to new situation
5.Consolidating & institutionalizing
10 commandments
1. Analysis of organization & need for change
2. Creation of a shared vision
3. Separation from the past
4. Creating a sense that change is needed
5. Strong leader role to support change
6. Search for political sponsorship
7. Development of an implementation plan
8. Enabling structures (pilot tests, training, reward programs)
9. Open & honest change communication to stakeholders
10. Reinforcement & institutionalization
Kotter’s 8 steps to transform
1. Establishing a Sense of Urgency
2. Forming a Powerful Guiding Coalition
3. Creating a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for & Creating Short-Term Wins
7. Consolidating Improvements & Producing More Change
8. Institutionalizing New Approaches
ADKAR model:
Awareness, Desire, Knowledge & Ability, Reinforcement
3
, Summary of change steps
1. Assess the opportunity or problem motivating the change
2. Select & support a guiding coalition联盟
3. Formulate a clear compelling vision
4. Communicate the vision
5. Mobilize energy for change
6. Empower others to act
7. Develop & promote change-related knowledge & ability
8. Identify short-term wins & use as reinforcement
9. Monitor & strengthen the change process
10. Institutionalize change in company culture, practices & management succession
Integration of models from practice & evidence from science
1. Get facts regarding the nature of the problem
2. Assess & address the organization’s readiness for change
3. Implement evidence based change interventions
4. Develop effective change leadership throughout the organization
5. Develop & communicate a compelling change vision
6. Work with social networks & tap their influence
7. Use enabling practices to support implementation
8. Promote micro-processes & experimentation
9. Assess change progress & outcomes over time
10. Institutionalize the change to sustain its effectiveness
More evidence based change interventions!
- ‘Many companies are used to a diet of new, exciting, panacea-like solutions’
- ‘I don’t see many business schools, many academics, many professional bodies for
academics taking the idea of evidence based practice very seriously’.
Change competence model
4
