In this last #changethought talk we will covering: - Why do we need to assess organisational change capability - What are the building blocks of organisational change capability - How the assessment works in practice

1. Building Capability for
Organisational Change
Join the conversation 7-9pm 7th September 2022
Presented by Alex Boulting
The aim of these monthly talks is to
crowd-source a body of knowledge from
people who have experience in
Organisational Change.

2. 2
Change Thought Talks

3. 3
Building Change Capability Talks

4. 4

5. WHY…?
1
5
Another model

6. 04 Methods
Tools we use to collate
knowledge e.g., survey,
interviews
03 Methodology
The lens/procedure we
use to test our
knowledge e.g., survey,
case study, action
research
02 Epistemology
How we organise & collate our
knowledge e.g., positivism or
interpretivism
01 Ontology
Ways in which we judge
whether something is
knowledge e.g., objective or
subjective
Whatever you believe, we need evidence
Body Of Knowledge

7. 1
2
4
5
Context & Complexity
Time & History
Scholars & Practitioners
Pacing & Readiness
Scholars & Practitioners
What patterns from past changes can we use to help
understand current change?
How can we get better at linking change to
organisational performance? How do we know what
worked in which context?
How do the internal & external conditions, content of
the change and timescales affect change success?
Does the order affect the outcome? Where does
change start & what is the organisation’s readiness?
Is sustaining different from starting? Is change
episodic or continuous?
How should they work together to form a body of
knowledge? How do we critically examine our
practice?
What we still need to get better at…?
Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of management journal, 44(4), 697-713.
Improved
Understanding
of
Organisational
Change
3 Change & Performance

8. 10 Problems with N-step
Change Models
Mental Models
Time
to
Change?
Practice
Lack Of
Evidence
Out Of Date
Extraordinary
Extrapolations
Gloomy Vision
Self Fulfilling
Top Down
Project Based
Closed
Episodic
Linear
1 Context & Complexity

9. 9
ltiple Approaches to Organisational
Change
Subjective – feel time
Objective – clock time
Change happens to
things (people)
controlled by
‘variables’
People bring
change into being
(reality) through
‘events’ – the world
is ‘becoming’
Van de Ven, A. H., &
Poole, M. S. (2005).
Alternative approaches for
studying organizational
change. Organization
studies, 26(9), 1377-1404.
2 Time & History
HOLISM
REDUCTIONISM
Change as interrelations between
variables
Change controlled by variables
Change as lived experience Change brings things into being

10. 10
Helping organisations through change
Unfreeze
Unfreeze
Refreeze
Change Unfreeze Refreeze
Change
Change
Refreeze
Unfreeze
Refreeze
Change
Change
Unfreeze
Unfreeze
Refreeze
Change
Change
Unfreeze
Stop Motion
Episodic
Correlation
Entities
Boxes & Arrows
N-Step
Variance in Outcomes
Reduction
Outcomes
Predictive from past
LINEAR PARALLEL RECURSIVE CONJUNCTIVE
Motion Pictures
Fluid
Contingent Action
Entanglements
Narrative
Metaphor
Poetics
Whole
Potentialities
Generative from future
WEAK ‘Process’ STRONG ‘Process’

11. Reductionism
breaking a ‘system’ down into
smaller component parts
11
Reductionism v Holism
Holism
the whole ‘system’ is different
than the sum of its parts
Complex systems
Interactions amongst parts (Reductionism) makeup the
behaviour of the whole (Holism)
V
“Reductionism is the often vilified "anti-complex systems" view of the world. The concept of a system is itself based upon a limited form of reductionism that distinguishes
the system from its environment, and the parts of a system from each other. The key difference is that the non-reductionist approach considers the relationships among
them.” Yaneer Bar-Yam 2011

12. Mechanics of Complex Systems
Free Energy
Entropy
Free
Energy
Bayesian
Updating
Active
Inference
Markov
Blankets

13. Is this a Valid Construct…?
COHERENCE
Definition + Scope + Relationship = Coherence and CONSTRUCT VALIDITY. How can we claim to
have a body of knowledge if we don’t have valid constructs?
RELATIONSHIP
No construct is an island so where is the body of knowledge that underpins Kotter & ADKAR when they
have no (or few) references in their books.
SCOPE
Space = Kubler Ross extrapolation from grief counselling to Organisational Change, Time = Kotter’s
19thC model applied to 20thC problems and Values Judgements = “brains hate change” extrapolation
from Neuroscience
DEFINITION
Precise distinctions from other concepts. Change Management = “people side of change” – a circular
tautology or clear definition?
Suddaby, R. 2010. Construct clarity in theories of management and organization. Academy of Management Review, 35: 346-357.
Construct = an abstract categorisation of observations - exist in our brain only ;)
This is not a pipe
3 Change & Performance

14. ORGANISATIONAL
CHANGE
‘defining and adopting
corporate strategies, structures,
procedures and technologies to
handle changes in external
conditions and the business
environment.’
SHRM
“ ‘the application of a structured
process and set of tools for
leading the people side of
change to achieve a desired
outcome’ PROSCI
CHANGE
MANAGEMENT
ORGANISATIONAL DEVELOPMENT
‘a planned and systematic
approach to enabling sustained
organisational performance
through the involvement of its
people’
CIPD 2020
The practice of adapting human capability to meet internal & external ambitions
STRATEGIC HR
MANAGEMENT
The choice, alignment, and
integration of an organisation’s
HRM system so that its human
capital resources most effectively
contribute to strategic business
objectives.’ Kaufman (2015: 404)
IES 2019
DEFINITION : Spot the difference?

15. ORGANISATIONAL
FLEXIBILITY
‘a combination of a repertoire
of organizational and
managerial capabilities that
allow organizations to adapt
quickly under environmental
shifts’ (Hatum and Pettigrew
2004, p. 239).
“ ‘‘the regulation and/or
insulation of organizational
processes, functions, entities,
or individuals from the effects
of environmental uncertainty or
scarcity.” (Lynn 2005, p. 38)
ORGANISATIONAL BUFFERING
ORGANISATIONAL CHANGE
CAPABILITY
‘a combination of managerial
and organizational
capabilities that allows an
enterprise to adapt more
quickly and effectively than
its competitors to changing
situations’ (Judge and
Douglas 2009, p. 635).
The practice of continually adapting human capability to meet an organisation’s
internal & external ambitions
ORGANISATIONAL
CAPACITY
‘the capacity of an
organization to respond to
changing external
environment’ (Staber and
Sydow) 2002).
DEFINITION : Spot the difference?

16. People Readiness
As a shared team property--that is, a
shared psychological state (rather than
structural) in which organizational
members feel committed to implementing
an organizational change and confident in
their collective abilities to do so
16
Readiness Ambiguity
Structural Readiness
Structure & Resources –
policies, procedures, platforms
CAPACITY
Change Capability
The practice of adapting human capability to meet
internal & external ambitions
V
A theory of organizational readiness for change
Bryan J Weiner
4 Pacing & Readiness

17. 17
Culture Traits Strengths Models
“ these tools have been shown to be correlated with some organizational outcomes and predict
aspects of organizational behavior, but we don’t know what exactly they measure”
Rapid Evidence Assessment of the research literature on the link between organizational culture and performance CEBM
OCA
I
DOCS

18. 18
Change Readiness

19. 19
1950s 1960s 1980s
1970s 1990s 2000s 2010s 2020s
1940s
From Kurt Lewin (1943) to Paul Lawrence
(1958) change and organisational
development is conceived as a set of
causal relationships within a ‘social
system’ built on scientific constructs.
Allport (1937) ‘functional autonomy’ &
Maslow’s (1943) ‘general dynamic theory’
integrate psychological & physiological
approaches to human motivation. White
1959 uses the words ‘competence &
efficacy’ to describe the human need to
‘‘learn to interact effectively with his
environment’
Lewin (1947) mentions “unfreezing,
change of level, and freezing on the new
level” (UCF) ‘theory’. Lewin believes
that force is needed to “break the habit”
(unfreeze), change, Freeze change
management (UCF) & restraining forces
although he views people not being
either entirely fluid or rigid.
Coch & French (1948) – use the phrase
‘overcoming resistance to change’
Lewin’s UCF is extrapolated by Lippit et
al (1958) to 7 stages who cites Lewin’s
‘three phase model’ & creates the term
‘change agents’
Schien (1961) uses Lewins ‘3-phase’ model in
his model for culture change but doesn’t
mention Lippit until Schein & Bennis 1965 who
popularize T-Groups..
Kübler-Ross publishes her stages of grief
theory (1969) based on collection of case
studies taken from conversations with dying
patients
1962 Maslow founds the Humanistic
Psychology movement which soon becomes
‘pop’ movement
1979 Robbins’ Organizational Behavior
published with no mention of Lewin’s UCF
Forrester (1961) - publishes Industrial
Dynamics which views organisations as
complex systems.
Burns & Stalker (1961) – find that less
structured organisations can better adapt to
dynamic environments
1965 Emery & Trist view organisations as
‘open systems’ responding to ‘environmental
textures’
Katz & Kahn (1966) develop an ‘open-
system theory’ of organisations.
Current robust OD constructs emerge such
as Dansereau’s (1973) – Leader Member
Exchange, Bandura 1977 – Self- Efficacy &
Gouldner, 1960 (Reciprocity) Social
Exchange Theory
‘Pop’ psychology’ n-stage organisational change
‘arms race’ as 11 models in 11 years
extrapolated from ‘Lewin’s’ UCR model Conner
& Kotter embed ‘Sense of Urgency &
Resistance Myths’. Methods fail to reference
research & based mainly on personal
experiences & case studies.
Peters & Waterman (1982) publish In Search of
Excellence
Brief history of organisational change & development
Birth of organisational change Birth of organisational change Explosion of management fads
Meta Analysis & Myth Busting
Scientific Approach to OD Systems Approach to OD Explosion of OD constructs
Myth Development & Embedding
OD constructs consolidated into more general
theories such as Ryan & Deci (1985) Self
Determination Theory, Theory of Planned
Behaviour Lock & Latham (1988) Goal Setting
while new theories emerge such as Kahn
(1990) Psychological Safety & Employee
Engagement, Weick’s (1995) Organisational
Sensemaking help to build the foundations of
modern OD thinking.
Meta analysis techniques help to create robust
OD constructs such as Self-Efficacy (Stajkovic &
Luthans-1998), Organisational Justice (Colquitt
et al 2013) Trust in Leadership (Dirks & Ferrin -
2002), Psychological Safety (Frazier et al
2017)
Academics start to question the foundations of
traditional organisational change models e.g.,
Hughes (2015) critiques Kotter & Cummings et
al (2015) questions the Lewin’s UCF theory.
BCG stress
importance of
evidence
CIPD embrace
evidence-
based
management
(EBM) &
produce
‘evidence
reviews’
2008 SCARF model loosely based on
neuroscience leads to ‘brains hate change’ &
other ‘neuro’ myths
Lueke 2003 further embeds Kubler Ross myth
& other ‘n-stage methods.
Mcgregor’s (1957) X-Y theory
‘operationalises’ Maslow’s theory
DiClemente and Prochaska (1982) – integrative
model of behavioural change
Birk & Letwin (1992) integrate OD theories into
their causal model of organisational performance &
change
Hiatt (2006) ADKAR 5 step model
uses outdated theory and case
studies
Stouten et al integrate organisational
change methods with academic OD
theories
CMI Handbook (2015) integrates CM methods
but also embeds myths such as MBTI, Learning
Styles, Kubler-Ross, Amygdala Hijack,
Maslow’s Hierarchy etc.
5 Scholars & Practitioners

20. Academics v Practitioners

21. HOW…
3
21
To disentangle organisational change

22. THE DRIVE TO FIT
IN
Rigidity
Integration
Interdependence
Framework
Belonging
WIIFUS
Planned
Inclusion
Hierarchical
Mechanistic
THE DRIVE TO
STAND OUT
Fluidity
Differentiation
Self – Interest
Freedom
Uniqueness
WIIFM
Emergent
Diversity
Self-organizing
Organic
Paradox 1 – Autonomy v Structure

23. Building an Inclusive Culture
Differentiation
Exclusion Assimilation
Individual is not treated as an
organisational insider in the work group,
but their unique characteristics are seen
as valuable and required for
group/organisational success
Individual is not treated as an
organisational insider with unique value
in the work group but there are other
employees or groups who are insiders
Individual is treated as an insider in the
work group when the conform to the
organisational/dominant culture norms
and downplay uniqueness
UNIQENESS
–
Drive
to
stand
out
BELONGING - Drive to fit in (Cohesion)
Shore, Lynn & Randel, Amy & Chung, Beth & Dean, Michelle & Ehrhart, Karen & Singh, Gangaram. (2011). Inclusion and Diversity in Work Groups: A Review and Model for Future Research. Journal of
Management.
Inclusive cultures are those where
uniqueness and belonging come
together
When an individual’s unique
characteristics are accepted into a
group it improves performance
while creating a sense of
belonging
These feelings of psychological
safety where people feel safe
taking interpersonal risks are
critical to building inclusive
cultures
(Separation)
Inclusion
Individual is treated as an insider and
allowed/encouraged to retain uniqueness
within the work group .

24. External
Transactional
Behavioural
Reacting
Objective
Knowing
Internal
Relational
Cognitive
Envisioning
Subjective
Imagining
Paradox 2 – Being v Doing
THE DRIVE TO
REFLECT
THE DRIVE TO
PERFORM

25. Free Energy
FREE ENERGY
=
Divergence –Evidence
Discrepancy between our model & the world = prediction error
PERCEPTION – change beliefs to
minimise divergence
ACTION – change observations to
maximise evidence
CHANGE YOUR MIND CHANGE YOUR WORLD
PREDICTION OBSERVATION
BEING – Sensory States DOING – Active States

26. Markov (Comfort) Blanket
External
Environment
Each level seeks evidence
for its own existence
hence becomes a model
of its environment through
sensing & acting. Errors
in predictions between the
model & sensory
information cause
surprise. Surprise uses
free-energy for correction.
Markov Blankets create
boundaries between levels
which create a coherent
whole (belonging) while
preserving individual
autonomy/uniqueness. Each
level is self sustaining but
‘nested’ in one another
Sensing
Acting
Sensing
Acting
Sensing
Acting
Individual
Group
Organisation

27. BEING
THINKING
SENSING
Default Network
DOING
ACTING
Executive Control
Network
The Neuroscience

28. 28
Transcend Dualisms => Dualities

29. 29
Beliefs V Behaviours
LINEAR RECURSIVE
Bayesian Updating

30. ‘IT/ME’
Knowledge
Skills
Attitude
Behaviour
‘ITS/US’
Policy/Processes
Systems
Org Design
Org Strategy
‘WE’
Culture
Relationships
Language
Stories
‘I’
Beliefs
Values
Self-awareness
Mindset
EQ
Subjective
Intersubjective Interobjective
Objective
Ken Wilber's AQAL Model

31. 31
Similar uses of the Framework
Lips‐Wiersma, M. (2002). The influence of spiritual
“meaning‐making” on career behavior. Journal of
Management Development.
Paul Gibbons ‘The Science of
Organisational Change’

32. The Burke-Litwin Change Model
Feedback
Feedback
External Environment
Leadership
Management Practices
Work Unit Climate
Motivation
Ind. & Org. Performance
Mission and Strategy Organizational Culture
Structure Systems ( Policy & Procedure )
Individual Skills & Tasks Individual Needs &
Values
Subjective
Intersubjective
Interobjective
Objective

33. 33
OCCA Introduction
UNIQUENESS
Drive to flourish
DOING –
External Perspective
BELONGING–
Drive to belong
BEING –
Internal Perspective

34. 34
OCCA Introduction
UNIQUENESS
Drive to flourish
DOING External Perspective
BELONGING–
Drive to belong
BEING Internal Perspective
Behaviour is manifested as
a decision to act which
clearly impacts change
momentum & direction.
Connects individual
intentions, beliefs, emotions
& assumptions
to action
What I Do & How I Do It
Habitualised behaviours
have a high symbolic impact
on change through
organisational structures,
processes & systems.
Connects individual
behaviours to an
organisation’s purpose.
What We Do & How We Do
It
Social context interprets
beliefs & behaviours in
relation to others creating
wide cultural meaning of
change.
Connects individual’s
identity to organisational
culture.
Why We Do & What We
Experience
Cognitive contemplation of
how deep the individual’s
commitment to change is.
Connects to an individual's
intentions, beliefs, emotions
& assumptions
Why I Do & What I
Experience

35. Creating Meaning within Change
Individual
Identity
Organisational
Identity
Reflecting on behaviour
Expressing identity
‘I’ ‘WE’
Habits embed culture
Cultural understanding
‘ME’ ‘US’
BELONGING–
Drive to belong
AUTONOMY STRUCTURE
UNIQUENESS
Drive to flourish

36. Individual
Identity
Organisational
Identity
Reflecting on behaviour
Expressing identity
‘I’ ‘ME’
Habits embed culture
Cultural understanding
‘WE’ ‘US’
DOING –
External Perspective
BEING
BELIEF(S) BEHAVIOUR(S)
Internal State
Creating Identity within Change
External State

37. WHAT…
2
37
•Are the capabilities

38. WHAT – belief in one’s capabilities to deal with the change
WHY – Underpins the most robust theory of behavioural change (Theory
of Planned Behaviour). Bootstrapping our beliefs about what we are
capable of is critical to behavioural change.
HOW – Storytelling wins, role & goal clarification, feedforward and
reflection, increase perceived control, explaining the procedure of
change.
WHAT – degree to which people believe their behaviour determines
outcomes
WHY – having a sense of control alleviates the inevitable uncertainty
associated with OCM initiatives
HOW – Clarity of vision & how people’s work aligns to it, participate in
decision making, current levels of job satisfaction, reflect on examples of
high performance
WHAT – attitude towards change and uncertainty
WHY – people are more likely accept change as they have a proactive
personality if they see it as an opportunity to grow and is beneficial for the
business
HOW – Clear business case for change that explains why the change is
better than alternatives & how uncertainty will be mitigated
WHAT - dynamic ability to temporarily change reactions and perceptions
(beliefs) to meet the situational demands of life (Oshio et al 2018)
WHY – people will persevere, be self-reliant & equanimous during change
making them more adaptive and able to change their beliefs & skills –
ability to ‘redbound’ after a set back (adversity)
HOW – resilience training , through positive relationships & support
I can do this
I can make
things happen
I believe in
this change
I will
persevere
regardless
Autonomy
Efficacy
Attitude
Resilience
UNIQUENESS
Drive to flourish
BELONGING–
Drive to belong
DOING
–
External
Perspective
BEING
–
Internal
Perspective

39. WHAT – setting challenging & specific goals aligned to
the change vision & individual aspirations
WHY - increases challenge seeking, persistence,
performance & self-esteem
HOW – Focus on ability development goals
(learning/mastery goals) rather than ability demonstration
goals (performance goals)
WHAT – enriching jobs to motivate & grow employees
WHY – allowing people to self-craft tasks creates feeling of
tasks significance, better job fit, better work flows &
greater levels of creativity – job clarity
HOW - People tend to need help and support with how to
think differently about their tasks and job. Often, some
coaching support and help are particularly useful here.
WHAT – a psychological contract where people are held
to account for their decisions and actions
WHY – improves quality of decision making, increased goal
attainment, align expectations, increased proactive
behavior.
HOW – conversations that help people to anticipate, plan,
and act in alignment to their goals
WHAT – a generative dialogue that leaves people
wanting to achieve more
WHY – engenders trust between manager & team also
creates sense-making of the change
HOW – future focused (feed forward) positive, constructive,
unconditional feedback focussing on effort and building
competency
My direction &
expectations are
clear
My job keeps me
interested
My colleagues &
organisation are
depending on
me
My feedback
keeps me
motivated
Goal
Directed
Job
Design
Accountability
Dialogue
UNIQUENESS
Drive to flourish
BELONGING–
Drive to belong
DOING
–
External
Perspective
BEING
–
Internal
Perspective

40. WHAT – describes what the change will do for others
WHY - shared purpose has the highest impact group
performance & positively impacts change implementation
HOW – create ambitious, concrete, action-orientated &
inspiring goals that are continually discussed & aligned
to individual tasks
WHAT – performance management is a strategically
aligned integrated process used to set objectives, improve
performance & hold people to account
WHY – used to measure the success of change initiatives
and ensure they are aligned to business strategies e.g. HR
HOW – Implement it holistically using a fair, realistic,
understandable bottom-up & top-down process
WHAT – an ongoing process of reflection and action to
align knowledge, skills & beliefs to the change
WHY – help people cognitively & behaviourally to commit
and adapt to the change & create a dynamically capable
organisation
HOW – generative dialogue, create psychological safety,
goal setting,
Purpose
Performance
WHAT – the ability to get people feeling comfortable
putting their fate in your hands
WHY – people who trust leaders and are less likely to quit,
believe their communication & commit to change
HOW – Involve people in decision making, give them
support, follow a fair process & be fair in resource
allocation
Leadership
Development
Our direction is
clear
Our performance
systems support
the change
Our development
systems support
change
Our leaders are
trustworthy &
transformational
UNIQUENESS
Drive to flourish
DOING
–
External
Perspective
BELONGING–
Drive to belong
BEING
–
Internal
Perspective

41. WHAT – how threatening or rewarding it is to take
interpersonal risks at work
WHY – psychological safety is experienced at group level
& is strongly linked to group learning e.g. discussing
mistakes
HOW – Role clarity, supervisory support
WHAT – distributive, procedural, informational &
interpersonal justice are all important during change
WHY – Fairness beliefs engender change acceptance &
commitment & increases self-efficacy & trust
HOW – ensure change outcomes & process are fair.
Explanations are provided for the change & people are
treated with dignity & respect.
WHAT – belief that the organisation supports individual
wellbeing during change
WHY – Support key to behavioural change theories e.g.,
TPB & COM-B
HOW – Leadership, fairness, HR practices, job quality &
psychological safety help to create perceived support
WHAT – mutual generative interactions that facilitate
‘sensemaking’
WHY – People with strong connections are better
equipped to endorse & adapt to change
HOW – intrateam trust, psychological safety, team
cohesion & identification, clear goals, information sharing
We can be
ourselves
We will be
treated fairly
We will support
each other
We will have
positive
relationship
Relationships
Safety
Support
Fairness
UNIQUENESS
Drive to flourish
BELONGING–
Drive to belong
DOING
–
External
Perspective
BEING
–
Internal
Perspective

42. HOW…
3
42
It works in practice

43. 43
COMPLEX SYSTEMS… CAN BE SIMPLIFIED
HOW IT WORKS - ONCE WE KNOW THE TARGET CULTURE

44. 44
Diagnosing Relationships
COMPLEX SYSTEMS… CAN BE SIMPLIFIED

45. 45
Wellbeing ‘System’
UNIQUENESS
Drive to flourish
DOING –
External Perspective
BELONGING–
Drive to belong
BEING –
Internal Perspective
Employee Wellbeing

46. 46
Motivation ‘System’
UNIQUENESS
Drive to flourish
DOING –
External Perspective
BELONGING–
Drive to belong
BEING –
Internal Perspective

47. 47
MODEL FOR BUILDING TRUST
TRUST
=
Consideratio
n & Structure
Psychological
Contract Breach
Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for
research and practice. Journal of applied psychology, 87(4), 611.
Trust In
Leadership.pptx

48. Individual Level
- Individual Change Readiness
- Motivating Change
- Organisational Fairness Perceptions
- Organisational Identification
Group Level
- High Quality Connections
- Emergent Local Changes
- Supervisory Support
- Shared Goals & Beliefs
Organisation Level
- Leadership Competency
- Trust In Leaders
- Nature of the Change
- Organisational Change Readiness
BEST AVAILABLE
EVIDENCE
1. Understand Get The Facts On The Nature of the
Problem
2. Understand Assess & Address Readiness for Change
3. Develop & Communicate a Compelling Vision
4. Develop Effective Change Leadership
5. Implement : Evidence-Based Change Interventions
6. Support : Work with Social Networks and Tap Their
Influence
7. Support : Use Enabling Practices to Support
Implementation
8. Realise : Promote Micro-Processes and
Experimentation
9. Realise : Change Progress and Outcomes over Time
10. Institutionalize the Change to Sustain Its
Effectiveness
INTEGRATED EVIDENCE BASED
ORGANIZATIONAL CHANGE
PRINCIPLES
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management
practice and scholarly literatures. Academy of Management Annals, 12(2), 752-788.
ten Have, S., ten Have, W., Huijsmans, A. B., & Otto, M. (2016). Reconsidering change management: Applying
evidence-based insights in change management practice. Routledge.
Integrated Organisational Change Model
48
2 Kanter, Stein, and Jick’s Ten Commandments
POPULAR
ORGANISATIONAL
CHANGE MODELS 1
1 Except for Kotter’s 8 Steps none of these models have been empirically tested
3 Appreciative Inquiry

49. 49
How do we help individuals move through change?
Precontemplation
I won’t or I can’t
Contemplation
I might
Preparation
I will
Action
I am
Maintenance
I still am
Individual Change Process
• Honouring
• Experimenting
• Appreciating
• Recognising
• Empathy
• Acceptance
• Reframing
• Sharing
• Reflecting
• Enquiry
• Affirmation
• Listening
From BEING to DOING

50. Precontemplation
I won’t or I can’t
Contemplation
I might
Preparation
I will
Action
I am
Realise
‘small wins’ to build
belief
Embed
and habitualise
change behaviours
Understand
the need & readiness
for change
Develop
compelling vision &
leadership capability
Implement
evidence-based
interventions
Support
enabling practices &
structures
Maintenance
I still am
Individual Change Process
Organisational Change Process
PULSE PULSE
PULSE PULSE
Creating high performing cultures
Operational
level
Strategic
level
Process
Variance

51. Principles of OCCA
Robust capabilities create the building blocks for emergent change
Create contextual conversations about which OD constructs need dialing up/down when & where
Use other disciplines to think differently e.g. neuroscience, complexity systems etc
Create a culture ‘pulse’ keep people top of mind and on the top table
Avoid defining what is culture/change but under what conditions people are most likely to thrive
Bridging the gap between research & practice – create experimental learning cultures

52. 52

53. AND ...
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54. Internal Cohesion
Seven Levels of Sustainability, Richard Barrett (1998)
7
6
5
4
3
2
1
Organizational Motivations
Human Motivations
Service
Making a difference
Self-Esteem
Relationship
Survival
Transformation
Societal Sustainability
Community Sustainability
Cultural Sustainability
Organizational Sustainability
Social Sustainability
Financial Sustainability
Structural Sustainability

55. Schein's Culture Framework
Placeholder Placeholder
Artifacts &
Behaviour
Norms &
Values
Basic Assumptions
What we see
What they say
What they may not
realise

56. The Burke-Litwin Change Model
Feedback
Feedback
External Environment
Leadership
Management Practices
Work Unit Climate
Motivation
Ind. & Org. Performance
Mission and Strategy Organizational Culture
Structure Systems ( Policy & Procedure )
Individual Skills & Tasks Individual Needs &
Values

57. 57
Hatch’s Cultural Dynamics Model
Values
Artifacts
Symbols
Assumptions
SUBJECTIVE
ACTIVITY
Identity
OBJECTIVE
ACTIVITY
Action
OBJECTIVE
REFLEXIVITY
Image
SUBJECTIVE
REFLEXIVITY
Meaning
REFLEXIVITY
ACTIVITY
DIALOGUE

58. SCIENCE
Logic
Evidence-Based
Objective
Continuity
Numbers Bias
Slow
Effortful
Serial
Rule Governed
Flexible-learning
Theory Tester
Reductionism
Aristotle
System 2
Intuition
Experience-Based
Subjective
Novelty
Authority Bias
Fast
Effortless
Parallel
Associative
Slow-learning
Theory Builder
Holism
Plato
System 1
ART
Kahneman, D. (2002). Maps of bounded rationality: A perspective on intuitive judgment and choice. Nobel prize lecture, 8, 351-401.

59. Complexity & Organisational Change
Characteristic 5: Spontaneity & Self Order
Dynamically Organised
(Variable Relationships)
Forced Organised
(Invariant Relationships)
More Structure
More Agency Purpose
Co-operation
Employee Voice
Employee Commitment
Social Exchange
Organisational Justice

60. Employee Engagement
A Work Motivation
C Employee’s sense of
belonging to the
organisation
Organisational
Identification B
Organisational
Commitment
Wietrak, E., Rousseau, D. and Barends, E. (2021) Work motivation, Organisational Identification & Organisational
Commitment : an evidence review. Scientific summary. London: Chartered Institute of Personnel and Development.
Goal Setting
Feedback
Person-
Organisational Fit
Organisational
Prestige
A+B+C
Employee
Engagement
Recognition
Rewards
Meaning
Empowerment
Social Support
Psychological Safety
Task & Skill Variety
Energy levels within
the organisation.
Employee emotional
attachment to the
organisation
Employee energy to do
work & attain a goal
Role Clarity