Organizational Change Description Idea in Key Beliefs Assumptions about organizational change Limitation Machines Routine operations, Hierarchical Change can only be done by those in position of Unstable structure and job Role specific authority situations roles, and efficient Objective oriented There will be resistance, and this needs to be managed working inside and Tightly controlled Change viewed as highly disruptive between functional areas Change must be well planned and well controlled Organism Different environments Flow of information is key to organization’s Changes are made in response to changes in external Organization is not favor different species of success environment and it can be designed and worked really an adaptive organizations Important to maximize the fit between towards unit at the mercy Stable Rigid individual, team, and organizational needs Individuals need to be psychologically aware of need for of its environment bureaucratic Humans have tendency to revert change to adapt Fluid Looser Organisms evolve to adapt Participation and psychological support are necessary strategies for success Political Recognizes the important You can’t stay out of politics, you’re already in it Change must be supported by a powerful person Office becomes a Systems role that power-play, Building support for your approach is essential if Important to understand political map, and understand political war zone competing interest and you want anything to happen winners and losers of this change conflict have in Coalitions between individuals are more Positive strategies include creating new coalition and organizational life important than work teams renegotiating issues Allocation of resources causes politics Flux and Organization is part of the Order emerges naturally out of chaos Change cannot be managed. It emerges No action plan or Transformation ebb and flow of the Organizations have a natural capacity to Tensions and conflicts are an important feature of process flow whole environment emerging change diagram or agenda Key tensions are important in the emergence of Managers are enablers, enable people to exchange to follow new ways of things views and focus on significant differences See Notes for Models to Organizational Change Bridges Managing the Transition – Ending Neutral Zone New Beginning Ending what used to be People feel disoriented, motivation anxiety People feel they can embark on something new ↓, ↑ Identify who is losing what, expect a reaction and Magnify the plagues Communicate the purpose behind the change acknowledge the losses openly Mark the ending Paint a picture of the new look and feel Repeat information what is changing Deal with the murmuring Lay out a step by step plan to get there
Organizational Change Description Idea in Key Beliefs Assumptions about organizational change Limitation Machines Routine operations, structure and job roles, and efficient working inside and between functional areas Hierarchical Role specific Objective oriented Tightly controlled Change can only be done by those in position of authority There will be resistance, and this needs to be managed Change viewed as highly disruptive Change must be well planned and well controlled Unstable situations Organism Different environments favor different species of organizations Stable Rigid bureaucratic Fluid Looser Flow of information is key to organization’s success Important to maximize the fit between individual, team, and organizational needs Humans have tendency to revert Organisms evolve to adapt Changes are made in response to changes in external environment and it can be designed and worked towards Individuals need to be psychologically aware of need for change to adapt Participation and psychological support are necessary strategies for success Organization is not really an adaptive unit at the mercy of its environment Political Systems Recognizes the important role that power-play, competing interest and conflict have in organizational life You can’t stay out of politics, you’re already in it Building support for your approach is essential if you want anything to happen Coalitions between individuals are more important than work teams Allocation of resources causes politics Change must be supported by a powerful person Important to understand political map, and understand winners and losers of this change Positive strategies include creating new coalition and renegotiating issues Office becomes a political war zone Flux and Transformation Organization is part of the ebb and flow of the whole environment Order emerges naturally out of chaos Organizations have a natural capacity to Key tensions are important in the emergence of new ways of things Change cannot be managed. It emerges Tensions and conflicts are an important feature of emerging change Managers are enablers, enable people to exchange views and focus on significant differences No action plan or process flow diagram or agenda to follow See Notes for Models to Organizational Change Bridges – Managing the Transition Ending Neutral Zone New Beginning Ending what used to be Identify who is losing what, expect a reaction and acknowledge the losses openly Repeat information what is changing People feel disoriented, motivation ↓, anxiety ↑ Magnify the plagues Mark the ending Deal with the murmuring People feel they can embark on something new Communicate the purpose behind the change Paint a picture of the new look and feel Lay out a step by step plan to get there