change organizational An Action-Oriented Toolkit tsage Tupper F. Cawsey Cynthia Ingols Gene Deszca Wilfrid Laurier University

Transcription

1 organizational change An Action-Oriented Toolkit Tupper F. Cawsey Wilfrid Laurier University Gene Deszca Wilfrid Laurier University Cynthia Ingols Simmons College tsage Los Angeles London New Delhi Singapore Washington DC

2 Detailed Contents Preface to the Second Edition Acknowledgments xiii xv Chapter 1: Changing Organizations in Our Complex World 1 Defining Organizational Change 2 The Orientation of This Book 4 Environmental Forces Driving Change Today 5 The Implications of Worldwide Trends for Change Management 13 Four Types of Organizational Change 14 Planned Changes Don't Always Produce the Intended Results 18 Organization Change Roles 20 Change Initiators 20 Change Implemented 21 Change Facilitators ' 21 Change Recipients 22 The Requirements for Becoming a Successful Change Leader 23 Critical Questions When Considering Organization Change 24 The Outline of This Book 25. Summary 26 Glossary of Terms 27 End-of-Chapter Exercises 29 Appendix 1.1: The Roots of Organization Change 31 Appendix 1.2: A Summary Checklist for Change 33 Chapter 2: Change Frameworks for Organizational Diagnosis: "HOW" to Change 39 Differentiating How to Change From What to Change 41 How to Change: The Processes 43 Beckhard and Harris's Change-Management Process 46 Application of the Beckhard and Harris Model 49 Why Change? 49 Gap Analysis of the Hotel 49 Getting From Here to There 50

3 Summary 51 Glossary of Terms 51 End-of-Chapter Exercises 53 Appendix 2.1: Models of Change 54 Appendix 2.2: Application of Lewin's Model of Change 56 Chapter 3: Change Frameworks for Organizational Diagnosis: '"WHAT" to Change? 61 A Systems Approach to Organization Analysis 65 The Nadler and Tushman Congruence Model for Organizational Analysis 66 The External Environment, History, and Resources of the Organization 67 The Strategy 67 The Tasks 67 The Designed Structure and Systems 67 The Informal Organization 68 People 68 The Outputs 69 An Example Using the Nadler and Tushman Congruence Model 71 Evaluating the Nadler and Tushman Congruence Model 74 Dynamic Organizational Systems Sterman's Systems Dynamics Model 75 Individual Versus Organizational Analysis 78 Levels of Organizational Systems: Quinn's Competing Values Model 78 Organizational Change Over Time 81 Greiner's Model of Organizational Growth 81 Organizations as Complex Entities 83 Complexity Theory 83 Summary 86 Glossary of Terms 87 End-of-Chapter Exercise 88 Appendix 3.1: Other Models of Organizational Analysis 89 Chapter 4: Building and Energizing the Need for Change 97 Developing a Knowledge for the Need for Change 101 Seek Out and Make Sense of External Data 102 Seek Out and Make Sense of the Perspectives of Stakeholders 103 Seek Out and Make Sense of Internal Data 105 Seek Out and Assess Your Personal Concerns and Perspectives 105 The Organization's Readiness for Change 107 Creating Awareness of the Need for Change 109 Factors That Block People From Recognizing the Need for Change 116

4 Creating a Powerful Vision for Change 120 The Difference Between an Organizational Vision and a Change Vision 125 Summary. 129 Glossary of Terms 129 End-of-Chapter Exercises 132 Appendix 4.1: A Checklist for Change 136 Appendix 4.2: Examples of Organizational Change Visions 137 Chapter 5: Navigating Change Through Formal Structures and Systems 145 Making Sense of Organizational Structures and Systems 148 Impact of Uncertainty and Complexity on Formal Structures and Systems 149 Formal Structures and Systems From an Information Perspective 150 Putting the Structural Concepts to Work 153 Aligning Systems and Structures With the Environment 153 Structural Changes to Handle Increased Uncertainty 154 Making Formal Structure and System Choices 156 Using Structures and Systems to Influence the Approval and Implementation of Change 158 Using Formal Structures and Systems to Advance Change 158 Using Systems and Structures to Obtain Formal Approval of a Change Project 160 Using Systems to Enhance the Prospects for Approval 161 Ways Around the Approval Process 163 Aligning Strategically, Starting Small; and "Morphing" Tactics 166 The Interaction of Structures and Systems With Change During Implementation 167 Using Structures and Systems to Facilitate the Acceptance of Change 169 Developing Adaptive Systems and Structures 171 'Summary 173 Glossary of Terms 173 End'of-Chapter Exercises 175 Chapter 6: Navigating the Informal Organization: Power and Culture 181 Power Dynamics in Organizations 185 Understanding the Perceptions of Change 189 Identifying the Organizational Dynamics at Play 191 The Stakeholder Map 196 Summary 201 Glossary of Terms 201 End-of-Chapter Exercises 203

5 Chapter 7: Managing Recipients of Change and Influencing Internal Stakeholders 211 Stakeholders Respond Variably to Change Initiatives 213 Responding to Positive Feelings in Stakeholders: Channeling Their Energy 218 Ambivalent Feelings in Stakeholders: They Can Be Useful 218 Negative Reactions to Change by Stakeholders: These Too Can Be Useful 220 Make the Change of the Psychological Contract Explicit and Transparent 223 Predictable Stages in the Reaction to Change 224 Stakeholders' Personalities Influence Their Reactions to Change 227 Prior Experience Impacts a Person's and Organization's Perspective on Change 228 Coworkers Influence Stakeholders' Views 231 Feelings About Change Leaders Make a Difference 231 Integrity is One Antidote to Skepticism and Cynicism v 233 Avoiding Coercion but Pushing Hard: The Sweet Spot? 234 Creating Consistent Signals From Systems and Processes 235 Steps to Minimize the Negative Effects of Change 236 Engagement 236 Timeliness 236 Two-Way Communication 236 Make Continuous Improvement the Norm 238 Encourage People to be Change Agents and Avoid the Recipient Trap 239 Summary 239 Glossary of Terms 240 End-of-Chapter Exercises 242 Chapter 8: Becoming a Master Change Agent 257 Factors That Influence Change Agent Success 261 The Interplay of Personal Attributes, Situation, and Vision 261 Change Leaders and Their Essential Characteristics ' 263 Developing Into a Change Leader 267 Intention, Education, Self-Discipline, and Experience 267 What Does Reflection Mean? 268 Developmental Stages of Change Leaders 269 Four Types of Change Leaders 270 External Change Agents/Consultants 275 Provide Subject-Matter Expertise 275 Bring Fresh Perspectives Through Exposure to Ideas That Have Worked Elsewhere 276 Provide Independent, Trustworthy Support 276 Change Teams 278 Organizing the Change Team 280

6 Change From the Middle Everyone Needs to be a Change Agent 283 Rules of Thumb for Change Agents 284 Summary 286 Glossary of Terms 286 End-of-Chapter Exercises 288 Chapter 9: Action Planning and Implementation 299 Without a "Do It" Orientation, Things Won't Happen 301 Prelude to Action: Selecting the Correct Path 303 Plan the Work 306 Engage Others in Action Planning 307 Ensure Alignment in Your Action Planning 308 Action Planning Tools To-Do Lists Responsibility Charting Contingency Planning Surveys and Survey Feedback Project Planning and Critical Path Methods Force Field and Stakeholder Analysis Leverage Analysis Other Change-Management Tools 317 Working the Plan Ethically and Adaptively 318 Developing a Communication Plan 319 Timing and Focus of Communications 319 Key Principles in Communicating for Change 322 Influence Strategies ' 323 Transition Management 326 Summary 328 Glossary of Terms 328 End-of-Chapter Exercises 332 Appendix 9.1: A Comparison of Four Models of Change 335 Appendix 9.2: Rigby's List of the Best Tools for the Job 337 Chapter 10: Measuring Change: Designing Effective Control Systems 343 Using Control Processes to Facilitate Change 346 Selecting and Deploying Measures 349 Focus on Key Factors 349 Use Measures That Lead to Challenging but Achievable Goals 350 Use Measures and Controls That are Perceived as Fair and Appropriate 350 Avoid Sending Mixed Signals 350 Ensure Accurate Data 351 Match the Precision of the Measure With the Ability to Measure 351 Control Systems and Change Management 352

7 Controls During Design and Early Stages of the Change Project 353 Controls in the Middle of the Change Project 355 Controls Toward the End of the Change Project 356 Other Measurement Tools 356 Strategy Maps 356 The Balanced Scorecard 358 Risk Exposure Calculator 361 The DICE Model 363 Summary 364 Glossary of Terms 364 End-of-Chapter Exercises 366 Chapter 11: Summary Thoughts on Organizational Change 375 A Summary Organizational Change Model 376 The Future of Organizations and Organizational Change Processes 383 Becoming an Organizational Change Agent 387 Paradoxes in Organization Change 388 Orienting Yourself to Organization Change 389 Revisiting the Critical Questions 390 End-of-Chapter Exercise 392 Appendix 11.1: A Summary Checklist for Change 395 Case Studies 397 Case Study 1: Radio Station WEAA: Leading In A Challenging Situation 399 Case Study 2: FOX Relocation Management Corp. 409 Case Study 3: Travelink Solutions 425 Case Study 4: Ellen Zane Leading Change at Tufts/NEMC 439 Index 471 About the Authors 491