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Organization Change is: A planned alteration of organizational components to improve the effectiveness of the organization. Components include: mission and vision, strategy, goals, structure, processes & systems, technology & people Enhanced effectiveness increases our ability to generate value for those they serve
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Leading Change for Organization Renewal
Gene Deszca
School of Business and Economics
Wilfrid Laurier University,
Waterloo, Ontario, Canada
Agenda • The basic change model
• Barriers to successful change
• Five ways we limit ourselves
• HOW to change
• WHAT to change
• You as change agent
Organization Change is:
A planned alteration of organizational components to improve the effectiveness of the organization.
• Components include: mission and vision, strategy, goals, structure, processes & systems, technology & people
• Enhanced effectiveness increases our ability to generate value for those they serve
The Basic Change Model – K. Lewin
UNFREEZE
CHANGE
REFREEZE
Re-gel??
Your Experience With Change Management
• So it’s easy??
• Does it work this way?
• What gets in the way?
Barriers to Recognizing the Need for Change
• Past successes
• Existing culture
• Current vision
• Leadership practices
• Embedded systems and processes
The above can lead to active inertia, groupthink,and other impediments to critical judgment and action
Barriers to Successful Change
• Thesis:
• We have seen the enemy and the enemy is us!
• In too many situations, our perceptions, attitudes and beliefs block us from successful organization change.
Five Ways We Limit Ourselves
1. Flawed analysis
• Need to deal with both the How and What of change
• Need both an “inside out” and “outside in” focus
2. Lack of self awareness - blind spots
Five Ways We Limit Ourselves
3. Failure to integrate head, heart and hand approaches to change
• Head factors - the cognitive elements – persuasion of need for change based on logical arguments
• Heart factors are affective elements – persuasion based on emotion to build buy-in and commitment
• Hand factors are action elements – the engagement of people in change through their active involvement
Five Ways We Limit Ourselves
4. We assume that money is the tool of choice for motivating people• Money may work but it brings the body but not the
soul. Better to create a powerful, compelling vision
5. We confuse ambivalence for resistance. We get defensive and we view resistance as "bad”• We assume those with different ideas are wrong
• Ambivalence and Resistance contains information that we need to understand and tap into.
Back to The Change Models
The How of Change – Beckhard and Harris
Why Change?Determining the need for changeDetermining the degree of choice aboutwhether to change
Defining the desiredfuture state
Describing thepresent state
Getting from here to there:
Assessing the present in termsof the future to determine thework to be done
Managing during thetransition state
Change Management: The How of Change
Back to The Change Models
The What of Change – Nadler and Tushman
Organizational Congruence Model
INPUT INPUT
ENVIRONMENTENVIRONMENT(P.E.S.T.)(P.E.S.T.)
RESOURCESRESOURCES
HISTORY/HISTORY/CULTURECULTURE
OUTPUTOUTPUT
SYSTEMSSYSTEMSLEVELLEVEL
UNIT/GROUPUNIT/GROUPLEVELLEVEL
INDIVIDUALINDIVIDUALLEVELLEVEL
INFORMAL STRUCTURE & PROCESS
PEOPLE
FORMAL STRUCTURE
SSTTRRAATTEEGGYY
WORK
TRANFORMATION PROCESSTRANFORMATION PROCESS
Organizational Congruence Model
INPUT INPUT
ENVIRONMENTENVIRONMENT(P.E.S.T.)(P.E.S.T.)
RESOURCESRESOURCES
HISTORY/HISTORY/CULTURECULTURE
OUTPUTOUTPUT
SYSTEMSSYSTEMSLEVELLEVEL
UNIT/GROUPUNIT/GROUPLEVELLEVEL
INDIVIDUALINDIVIDUALLEVELLEVEL
INFORMAL STRUCTURE & PROCESS
PEOPLE
FORMAL STRUCTURE
SSTTRRAATTEEGGYY
WORK
TRANFORMATION PROCESSTRANFORMATION PROCESS
What’s Required to be a
Successful Change Leader?
1. Keen capacity to assess and anticipate the external environment• Develop diverse networks for ideas, information & support
2. Rich understanding of organizational systems & processes, power structures & stakeholder networks
3. Excellent communication skills• Capacity to frame vision
4. Driving passion for action, yet patient and persistent• Well developed sense of timing and tactics• Ability to assess and manage risk
Characteristics Of A Change Leader (cont.)
5. Tolerance for ambiguity and risk taking
6. Emotional maturity and courage• Willingness to hire & listen to employees who will stand
up and tell you what they really think
7. Self confidence and optimism
8. Honest and trustworthy, able to inspire confidence
9. Deep understanding of themselves & their impact
10. Curiosity and a strong desire to learn
