How to make Change fail
14 important questions on How to make Change fail
How to make Change Fail (Table 10.1)
- Most Expensive way
- Demotivate group
- Distort the Vision
- Don't buy-in
- Talk about past
- Lie
- Political game
- Team up with others
How to make Change Fail (Table 10.1 part 2)
- Commit without support
- Don't recognize the power of the team
- Divert attention
- Don't follow the process
- Negatives
- No communication
- Silos
- Too many policies and procedures
Why Transformation Efforts Fail (Table 10.2)
No Coalition- management create a combined action
No Vision- no clear picture of the future
Poor Communication - Important message in words, not action
Obstacles not removed - obstacles must be confronted and removed.
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Why Transformation Efforts Fail (Table 10.2 part 2)
Premature victory- mistake to declare victory when the job is not complete.
No anchoring - change must have been seen to work
Lewin's Change Module (Kurt Lewin 1951)
Unfreezing - Establishing the motive for change.
Moving - Change to move to the desired state.
Refreezing - Prevent people from drifiting bact to old ways.
Lewin's Change Model for the Change manger
2nd - Put change in place.
3rd - Redesign roles, systems, and procedures so they don't go back to old ways.
Figure 10.1 The Classic Change Curve by David Schneider and Charles Goldwasser
Dashed lines represent what is effective change mangement: Less tramatic visit to the valley and greater results as they meet completion.
Can't avoid the valley of despair all change requires some loss. Let employees mourn the loss of the business as they do with personal experiences.
Table 10.6 Kotter’s Eight-Stage Model of Transformational Change (p. 328)
- Establish a sense of urgency- Examine and Identify the crisis and opportunities.
- Form a guiding and powerful coalition- Power group working together as a team.
- Create a Vision - Direct the change effort and stratiegies to achieve the vision.
- Communicate the Vision - Model new behaviors and communicate vision.
- Table 10.6 Kotter’s Eight-Stage Model of Transformational Change (p. 328) part 2
- Plan for and create short wins - reward employees involved in the improvements.
- Consolidate gains, produce more change- Change policies that don't fit vision maintain momentum create new projects.
- Institutionalize new approaches- link new behaviors with corporate success.
- Figure 10.3 Determinants of Organizational Change (p. 332)
Context of Change- Internal (HR, Admin, Technology, Products, History and Culture)
Substance of change (Scale of change, Defining Characteristics, Perceived Centrality, Organization Time Frames)
Politics of Change- External Politicaly Activity (conflict, negotiation, resistance at various levels inside and outsid the organization during the process of change) Internal political activiity.
Figure 10.4 The Stace-Dunphy Contingency Approach to Change Implementation (p. 338)
Argues that participative strategies are time consuming as they expose conflicting views that are difficult to reconcile.
Rapid and strategic change requires dictatorial transformation approach.
- Figure 10.4 The Stace-Dunphy Contingency Approach to Change Implementation (p. 338) Part 1
Style of Change: Partipative Evolution
Collaborative- consultative modes / this is used when the organization needs minor adjustment/ where time is avaliable/ group favors change.
- Figure 10.4 The Stace-Dunphy Contingency Approach to Change Implementation (p. 338) Part 2
Style of change: Forced evolution
Directive-coercive modes- Used when minor adjustments are required, where time is available, whe interest groups oppose change.
- Figure 10.4 The Stace-Dunphy Contingency Approach to Change Implementation (p. 338) Part 4
Style of Change: Dictatorial Transformation
Directive- coercive modes/ uses when major adjustments are necessary, where there is not time for participatation, where therir is no support for strategic change, necessary for survival.
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