Components of the Congruence Model: For change leaders, an ability to analyze the organization’s external environment and see implications for action in the organization is a central change skill. In thinking about what to change, all inputs may be sources of opportunity and constraint. The inputs that are often not explicitly considered but which can influence the ability of an organization to bring about change include: History the choices of an organization as to how they have positioned themselves, how they – operate and what they want to do (contributes to the mission, culture, strategy and approaches). Resources the decisions about how they access, develop or deploy resources. – External environment political, economic, social, technological and ecological factors that – influence what and how a District School Board operates. Strategy For change leaders, the change strategy is a critical of their analysis. What are the purposes and objectives of the planned change in the context of the organizational strategy? Is it of the fine-tuning variety, to better align resources with the strategy, remove an obstacle and more efficiently deliver desired results, or does the change involve something more substantial, including changes to the strategy itself? Work of the Organization In change situations, change leaders should think through the necessary shifts in key tasks in order to carry out the change initiative. This will assist in developing a specific gap analysis and change plan. Formal Organization Change leaders need to understand how the formal systems and structures influence people’s behaviours and how structures can be used to facilitate change. Informal Organization
Components of the Congruence Model: For change leaders, an ability to analyze the organization’s external environment and see implications for action in the organization is a central change skill. In thinking about what to change, all inputs may be sources of opportunity and constraint. The inputs that are often not explicitly considered but which can influence the ability of an organization to bring about change include: History – the choices of an organization as to how they have positioned themselves, how they operate and what they want to do (contributes to the mission, culture, strategy and approaches). Resources – the decisions about how they access, develop or deploy resources. External environment – political, economic, social, technological and ecological factors that influence what and how a District School Board operates. Strategy For change leaders, the change strategy is a critical of their analysis. What are the purposes and objectives of the planned change in the context of the organizational strategy? Is it of the fine-tuning variety, to better align resources with the strategy, remove an obstacle and more efficiently deliver desired results, or does the change involve something more substantial, including changes to the strategy itself? Work of the Organization In change situations, change leaders should think through the necessary shifts in key tasks in order to carry out the change initiative. This will assist in developing a specific gap analysis and change plan. Formal Organization Change leaders need to understand how the formal systems and structures influence people’s behaviours and how structures can be used to facilitate change. Informal Organization