Introduction to Change management
43 important questions on Introduction to Change management
What does 'Unconscious Incompetence' mean in the Lewis Hange Model?
'Unconscious Incompetence' refers to the stage where learners are unaware of their lack of knowledge or skills in a particular area.
What is the second stage in the Lewis Hange Model?
The second stage in the Lewis Hange Model is called 'Conscious Incompetence.'
What does 'Conscious Incompetence' mean in the Lewis Hange Model?
'Conscious Incompetence' refers to the stage where learners become aware of their lack of knowledge or skills in a particular area.
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What is the third stage in the Lewis Hange Model?
The third stage in the Lewis Hange Model is called 'Conscious Competence.'
What does 'Conscious Competence' mean in the Lewis Hange Model?
'Conscious Competence' refers to the stage where learners have acquired a certain level of knowledge or skills but still need to consciously apply them.
What is the fourth stage in the Lewis Hange Model?
The fourth stage in the Lewis Hange Model is called 'Unconscious Competence.'
What does 'Unconscious Competence' mean in the Lewis Hange Model?
'Unconscious Competence' refers to the stage where learners have developed a high level of knowledge or skills and can apply them without conscious effort.
How can the Lewis Hange Model be useful for students?
The Lewis Hange Model can be useful for students as it helps them understand their progress and growth in learning, and also assists them in setting realistic expectations for their learning journey.
What is the importance of recognizing the different stages in the Lewis Hange Model?
Recognizing the different stages in the Lewis Hange Model allows students to acknowledge their current level of competence and identify areas for improvement.
How can students move from one stage to another in the Lewis Hange Model?
Students can move from one stage to another in the Lewis Hange Model by actively engaging in learning activities, seeking feedback, and consistently practicing their knowledge or skills.
Can individuals regress to previous stages in the Lewis Hange Model?
Yes, individuals can regress to previous stages in the Lewis Hange Model if they stop practicing or using their knowledge or skills over a prolonged period.
Is the Lewis Hange Model applicable to all types of learning?
Yes, the Lewis Hange Model is applicable to various types of learning, including academic subjects, sports, arts, and professional skills.
Are the stages in the Lewis Hange Model linear and progressive?
Yes, the stages in the Lewis Hange Model are generally considered to be linear and progressive, with learners moving from one stage to another in a sequential manner.
How can teachers or instructors use the Lewis Hange Model in their teaching practices?
Teachers or instructors can use the Lewis Hange Model to assess their students' progress, provide targeted feedback, and design learning activities that cater to students' specific stage of competence.
Can the Lewis Hange Model be applied to self-directed learning?
Yes, the Lewis Hange Model can be applied to self-directed learning as it helps individuals understand their learning journey and make informed decisions about their learning strategies.
What is the prevailing view in organisational change literature about resistance?
That it is innate, pervasive, irrational and dysfunctional;
defined as "Active of passive responses on the part of a person or group that militate against a particular change, a program of changes, or change in general."and;
That it is considered by many as the main reason for the failure of so many change effort.
defined as "Active of passive responses on the part of a person or group that militate against a particular change, a program of changes, or change in general."and;
That it is considered by many as the main reason for the failure of so many change effort.
What are some strategies that students can use to progress through the stages in the Lewis Hange Model?
Some strategies that students can use to progress through the stages in the Lewis Hange Model include setting clear goals, seeking feedback, practicing regularly, and reflecting on their learning experiences.
How do we cope with resistance?
For change to be succesful, change agents have to anticipate and overcome employee resistant although there is strong evidence that managers may be even more resistant to change then employees.
What(two things) is wrong about the view of resistance also considering shareholders?
1: the view that resistance is always wrong
2: That resistance arrises from within the individual.
because the view assumes that those who initiate and manage change are neutral parties who are acting in the best interest of the organisation and its stakeholders. However, as noted in the earlier discussion of effectiveness, organisations have many stakeholders, and it it unwise to assume that they all share the same interests. Nor should we assume that the managers who initiate changer are necessarily pursuing the organisations' best interests
2: That resistance arrises from within the individual.
because the view assumes that those who initiate and manage change are neutral parties who are acting in the best interest of the organisation and its stakeholders. However, as noted in the earlier discussion of effectiveness, organisations have many stakeholders, and it it unwise to assume that they all share the same interests. Nor should we assume that the managers who initiate changer are necessarily pursuing the organisations' best interests
Who developed the Lewis Hange Model?
The Lewis Hange Model was developed by Noel Burch, an employee of the Gordon Training International organization.
How can resistance be constructive and considered good in the change proces?
Resistance can signal that the proposed change may be ill thought out, not radical enough, wrong or even illegal. Resistance should not always be seen as wrong or disloyal.
"Resistance keeps people in organizations from attaching themselves to every boneheaded idea that comes down the pike"
You can also argue that resistance is valuable passion that can become a constructive form for organisational renewal.
"Resistance keeps people in organizations from attaching themselves to every boneheaded idea that comes down the pike"
You can also argue that resistance is valuable passion that can become a constructive form for organisational renewal.
Does resistance arrises from the individual? Explain.
No it does not, more from conflicting or incompatible objectives within the organisation. Resistance can be seen as a product of the system and not of the individuals who make up the system. While this may run counter to many writers and managers assumptions, there is strong support for this view.
What is the dilemma of resistance ?
on the one hand there is strong evidence that resistance occurs due not to the psychological propensities of individuals but to the nature of the organisation where resistance occurs, i.e.forced within the system.
On the other hand, there is equally strong evidence that resistance does arise from a individual's psychological make-up.
however, the individual and systemic views of resistance need not be seen as contradictory. This view supports interplay between the individual and the system de person operates in.
On the other hand, there is equally strong evidence that resistance does arise from a individual's psychological make-up.
however, the individual and systemic views of resistance need not be seen as contradictory. This view supports interplay between the individual and the system de person operates in.
Which 4 theories are named as proof for interplay ?
1. Cognitive dissonance
2. The dept of intervention
3. The psychological contract
4. Dispositional resistance
2. The dept of intervention
3. The psychological contract
4. Dispositional resistance
Explain the cognitive dissonance theory?
People try to be consistent in both their attitude and behavior. When they sense an inconsitancy either between two or more attitudes or between their attitudes and behavior, people experience dissonance; that is, they feel frustrated and uncomfortable with the situation, sometimes extremely so.
In order to reduce the severe stress that high levels of dissonance can occasion , individuals, will seek to re-establish a balance between their attitudes and behavior by changing the strength of the driving or restraining forces. i.e. resisting.
In order to reduce the severe stress that high levels of dissonance can occasion , individuals, will seek to re-establish a balance between their attitudes and behavior by changing the strength of the driving or restraining forces. i.e. resisting.
Explain the theory of Dispositional resistance?
The individual attitude towards change and the behaviour of resistance. People can be "disposed" to accept or resist change.
the founders of this theory ( OREG) created a resistance towards Change (RTC) Scale to measure 'an individuals tendency to resist or avoid making changes.
Identified in personalty factors: Routine-seeking, emotional reaction to imposed change, cognitive rigidity, and short-term focus.
Dispositional resistance is moderated by contextual factors, such as the role of the change agent and the way in which they manage the change process.
the founders of this theory ( OREG) created a resistance towards Change (RTC) Scale to measure 'an individuals tendency to resist or avoid making changes.
Identified in personalty factors: Routine-seeking, emotional reaction to imposed change, cognitive rigidity, and short-term focus.
Dispositional resistance is moderated by contextual factors, such as the role of the change agent and the way in which they manage the change process.
Resistance to change is not uniform among human beings. Instead...?
It varies according to a person's level of dispositional resistance.
An individual's level of dispositional resistance does not necessarily predict their actual level of resistance to any particular change initiative, instead.....?
It will be moderated by the context and nature of the change. I.e. whether the believes are in line of the introduced change.
What happens to change initiative that do not evaluate the readiness?
The reason so many change initiatives meet resistance is because organisations have not evaluated their readiness or created the situation to create readiness.
Factors include effective leadership, a good relationship between managers and employees, organisational commitment, a positive communication climate, a coherent change strategy that is alligned with the organisations cultural values and communicated to and debated with those involved.
Factors include effective leadership, a good relationship between managers and employees, organisational commitment, a positive communication climate, a coherent change strategy that is alligned with the organisations cultural values and communicated to and debated with those involved.
Explain the concept of change agent by Kurt Lewin? (Lewin-OD)
The blueprint for the behavior and attributes of change agents who, in turn are buttressed and supported by a host of tools and techniques for analysing organisations and managing change.
The Lewin-OD sees change agent as playing a mainly neutral-facilitating role and working with a transparent ethical agenda to help those involved to identify the options and make their own choices. Trust and choice are crucial in creating the environment for change.
The Lewin-OD sees change agent as playing a mainly neutral-facilitating role and working with a transparent ethical agenda to help those involved to identify the options and make their own choices. Trust and choice are crucial in creating the environment for change.
Change agent and readiness?
Essential task for the change agent.
The organizational readiness needs to be assest at the macro, meso and mirco levels. Factors such as: Well-supported strategy plans, environment of trust, favourable group norms, and training programs and appraisal procedures which promotes flexibility among staff can help the readiness of change.
The organizational readiness needs to be assest at the macro, meso and mirco levels. Factors such as: Well-supported strategy plans, environment of trust, favourable group norms, and training programs and appraisal procedures which promotes flexibility among staff can help the readiness of change.
How does a change agent assesses the readiness of an organization?
By mapping out the field in which the change takes place, I.e. They examine the readiness for change not just of those who are the target of the change but of the entire system.
Seeking and identifing factors at the individual, group and organisational levels which will either hinder or promote change, such as sensitivity to pressure for change, dissatisfaction with the status quo, the degree of trust and shared believes between employees and managers, and the availibilty of resources necessary to support change.
This includes the knowledge, skills and availability of substantial management time.
Seeking and identifing factors at the individual, group and organisational levels which will either hinder or promote change, such as sensitivity to pressure for change, dissatisfaction with the status quo, the degree of trust and shared believes between employees and managers, and the availibilty of resources necessary to support change.
This includes the knowledge, skills and availability of substantial management time.
The modern Change agent is more like ?
Integrated into a managers task.
newer perspectives on the role of the change agent see change as an open-ended, complex, continuous and political process, and a normal part of everyday life in organisations. Consequently , it must be seen as an increasingly important part of every managers role rather then a specialist activity driven by an expert.
newer perspectives on the role of the change agent see change as an open-ended, complex, continuous and political process, and a normal part of everyday life in organisations. Consequently , it must be seen as an increasingly important part of every managers role rather then a specialist activity driven by an expert.
What do the few studies about change agents effectiveness show?
They support the "public performance" of rationally considered and logically phased and visibly participative change with 'Backstage activity ' in the recruitment and maintenance of support and in seeking an blocking resistance... 'Backstaging' is concerned with the exercise of power skills', with 'Intervening in political and cultural systems', with influencing and negotiating ad selling, and with 'managing meaning'
Buchanan and boddy suggests a model of the expertise of the change agent which skills and competence?
Model (BEGIN) Listing diagnostics skills required to identify, in effect, the organisations readiness for change and plan the change initiative accordingly.
Diagnostical skills:
15 competence : Five clusters : Goals, Roles, Communication, Negotiation and Managing up
Diagnostical skills:
- The ability to categorise the nature of the organisation on a spectrum of rigid to organic, and to determine whether and where it is moving along this scale and how this will impact the nature of the change initiative.
- Understanding of critical events in the organisation in the past and how these will affect expectations of and attitudes towards change.
15 competence : Five clusters : Goals, Roles, Communication, Negotiation and Managing up
What is the Theory of Weick and Quinn about language?
That a change agent becomes one of managing language, dialogue, and identitY... AND... that the most powerfull change interventions occur at the level of everyday converstations.
these change agent bring around change through a combination of five forms of language or speech acts:
The change agent as an active manager of the change process with their own agenda, which they seek to promote or impose bu managing and shaping the perceptions of those concerned.
these change agent bring around change through a combination of five forms of language or speech acts:
- Assertives or claims,
- directives or requests,
- commisives or promises,
- expressive that convey affective states;
- and declarations that announce a new operational reality .
The change agent as an active manager of the change process with their own agenda, which they seek to promote or impose bu managing and shaping the perceptions of those concerned.
What do Buchanan and Boddy mean with creative abilitiy of the change agent?
To undertake the 'social construction of the proces of change'
Expertise does not simply involve the mechanical deployment of diagnostic tools, competences and stereotyped solutions, but involves also the innovative and opportunistic exploitation of other dimensions of the organizational context.
Expertise does not simply involve the mechanical deployment of diagnostic tools, competences and stereotyped solutions, but involves also the innovative and opportunistic exploitation of other dimensions of the organizational context.
What is the theory of Lichtenstein concerning change agents?
A change agent works in a logical framework that produces rational actions in the first stages of an intervention effort. However, at a critical threshold it is non-linear logic and spontaneous felt action - grace, magic and miracle - that actually supports organizational (and personal) transformation.
Schuyt en Schuijt theory ?
The crux is to reduce the clients uncertainty by using so called ( magic) like rituals and symbols to guide clients thru the change proces.
Three models of change?
1. The incremental model of change
2. The punctuated equilibrium model of organisational transformation
3. The continuous transformation model of change
2. The punctuated equilibrium model of organisational transformation
3. The continuous transformation model of change
Explain the incremental model of change?
This view sees change as being a process whereby individual parts of an organisation deal incrementally and separately with one problem and one goal at a time.
Change will take place through successive, limited and negotiated shifts.
western companies can benefit from incremental as it avoids stagnation and brutality associated with rapid corporate transformation.
Change will take place through successive, limited and negotiated shifts.
western companies can benefit from incremental as it avoids stagnation and brutality associated with rapid corporate transformation.
Explain punctuated equilibrium model of organisational transformation?
Organizations evolving through relatively long periods of stability ( equilibrium period), in their basic patterns of activity that are punctuated by relatively short bursts of fundamental change. Revolutionary periods substantively disrupt established activity patterns and install the basis for new equilibrium periods.
Explain the continuous improvement transformation?
Change is a pattern of endless modifications in work processes and social practices. It is driven by organizational instability and alert reactions to daily contingencies. Numerous small accommodations accumulate and amplify. Especially for companies in fast-moving sectors.
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