Chapter 7 planning and implementing change
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This document discusses planning and implementing organizational change. It evaluates linear change models and identifies the key elements of an effective implementation plan, including being purposeful, task-specific, integrated, temporal, adaptable, agreed upon, and cost-effective. It presents a project management approach to change involving purpose, goals, planning, monitoring and control processes, and evaluation. Critical success factors for a change plan include having a shared vision, unified management, surfacing concerns, and supporting the change with systems, rewards, and the right people in key roles.
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This document discusses attitudes towards organizational change and managing resistance. It explores how individuals react differently to change based on factors like motivation and participation. Stakeholder management is important to deal with stakeholder expectations and reactions to change. Managers need to consider responses to change rather than just resistance. They also need to understand change from different stakeholder perspectives. The document provides frameworks for analyzing stakeholders and mapping their influence. It emphasizes that change managers must recognize individuals progress through emotional responses to change at different rates.
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Change management involves preparing for, managing, and reinforcing organizational changes. It requires the involvement of project teams, senior leaders, managers, and employees. The three phases of change management are preparing for change by defining strategies and teams, managing change through implementation plans, and reinforcing change by collecting feedback and celebrating successes. The ADKAR model provides a framework for change involving awareness, desire, knowledge, ability, and reinforcement. Effective change management connects activities like communication and training to business results.
Organization change and types
This document discusses organizational change and its types. It begins by outlining the objectives, which are to discuss the nature and process of change, understand different types of changes, and understand how change can be introduced in an organization. It then introduces organizational change and defines it as occurring when business strategies or major sections of an organization are altered. The document goes on to discuss the concept of organizational change, forces for change both external and internal, levels of change at the individual, group and organization levels, types of change, steps in managed change, and how to successfully implement change through unfreezing, changing, and refreezing.
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Chapter 7 planning and implementing change
- 1. © Julie Hodges and Roger Gill
- 2. Chapter 7 Planning and Implementing Change © Julie Hodges and Roger Gill
- 3. Learning outcomes • Evaluate the linear approach to change • Identify the key elements of an implementation plan • Appreciate how to monitor and control change • Identify success factors for implementing change © Julie Hodges and Roger Gill
- 4. Linear change models • Beer’s (1990) Six Steps for Change • Kanter et al’s (1992) Ten Commandments for Change • Kotter’s (1996) Eight Step Process for Organizational Transformation • Lueck’s (2003) Seven Steps for Change © Julie Hodges and Roger Gill
- 5. Characteristics of effective plans • Purposeful: the planned activities are clearly linked to the change goals with priorities. • Task-specific: the type of activities involved are clearly identified rather than broadly generalized. • Integrated: the discrete activities are linked. • Temporal: events and activities are timetabled. • Adaptable: there are contingency plans and ways of adapting to unanticipated opportunities and problems. • Agreed: by senior management, and other key stakeholders, as required. • Cost-effective: to avoid unnecessary waste. (Beckhard & Harris, 1987) © Julie Hodges and Roger Gill
- 6. Project Management Approach to change • Purpose • Goals • Plan • Monitoring and control processes • Evaluation © Julie Hodges and Roger Gill
- 7. Monitoring and controlling change www.bridgesconsultancy.com/consultancy/proprietary.html#ImplementationCompass © Julie Hodges and Roger Gill
- 8. Critical success factors for a change plan • Shared vision of the desired future • Unified management • Concerns allowed to surface • Content and process management • Realistic time and resources • Regular and open communications • Systems and rewards support change • Commitments are honoured • Right people in key roles • Involvement of those affected • Leaders offer support • Measurement • Appropriate skills, knowledge and attitudes of staff • Effective organizational ‘scaffolding’ (a good transition management plan) © Julie Hodges and Roger Gill
- 9. Summary • Linear models provide a structure but simplistic approach to managing change. • Implementing change is a cyclical process • The implementation compass provides a framework for monitoring and controlling change © Julie Hodges and Roger Gill
- 10. References Beckhard, R. and Harris, R. (1987) Organizational Transitions: Managing Complex Change, 2nd edn. Reading, MA: Addison-Wesley. Beer, M. (1990) Leading Change. Cambridge, MA: Harvard Business School Publishing. Kanter, R., Stein, B. and Jick, T. (1992) The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It. New York, NY: Free Press. Kotter, J.P. (1996) Leading Change. Boston, MA: Harvard Business School Press. Luecke, R. (2003) Managing Change and Transition. Boston, MA: Harvard Business School Press. © Julie Hodges and Roger Gill