Personal Change Tools (100 points) Organizational change is a process that can be complex

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Personal Change Tools (100 points) Organizational change is a process that can be complex. Change efforts are not easily carried out but can be successful through the use of various resources and tools. As explored within the Interactive Lecture, change often starts with knowing what to change, continues through how to change, and then concludes with when to change. It is important to remember that the same change processes that guide organizations can also be used in one’s personal life. For this Critical Thinking Assignment, address the components below: 1. Think about a major change that you experienced within the past five years. Explain details about this change, specifically focusing on the reason for the change and the importance of the change in your life. 2. Explain which change model (i.e., Nadler and Tushman’s Congruence Model, Sterman’s Systems Dynamics Model, Quinn’s Competing Values Model, Greiner’s Model of Organizational Growth, or Stacey’s Complexity Theory) most applied to your change experience. Provide details about why you selected this model and why it was the best choice as compared to the other models. 3. Analyze the steps associated with the model and how these steps were followed during your time of change. 4. Looking back on the change process and experience, what improvements would you make to ensure enhanced change-related success? Why? Your well-written paper should meet the following requirements: • • • • • Be 5 pages in length (Double space), which does not include the title page and reference pages, which are never a part of the content minimum requirements. Use University academic writing standards and APA style 7th edition. Support your submission with course material concepts, principles, and theories from the textbook and at least 4 reference three of them scholarly, peer-reviewed journal articles. It is strongly encouraged that you use your own words with ZERO plagiarism in the content. Sperate heading or subtitle for each part to be easy to follow you answer. Chapter 3: What to Change in an Organization: Frameworks Chapter Overview • Change leaders must understand both the HOW and the WHAT of change. The focus here is on WHAT needs to change • Open systems organizational frameworks are valuable assessment tools of what needs to change. Nadler and Tushman’s Congruence Model is explored in detail • The non-linear and interactive nature of organizations is explored to make sense of their complexity • Quinn’s competing values model is used to create a bridge between individual and organizational levels of analysis • Organizational change over time is discussed Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 2 The Change Path Model • Awakening Chapter 4 Use Diagnostic Frameworks in Ch.3 to better understand: • How to Change & • What to Change Mobilization Chapters 5 through 8 Acceleration Chapter 9 Institutionalization Chapter 10 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 3 Open Systems Perspective • Organizations exchange information, material & energy with their environment. They are not isolated • A system is the product of its interrelated and interdependent parts • It represents a complex web of interrelationships, not a chain of linear cause–effect relationships Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 4 Dynamic Complexity because Systems are: •Constantly changing •Self-organizing •Tightly coupled •Adaptive •Governed by feedback •Characterized by trade-offs •Nonlinear •Counterintuitive •History-dependent •Policy resistant Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 5 Open Systems Perspective (cont.) • A system seeks equilibrium and one at equilibrium will only change if energy is applied • Individuals within a system may have views of the system’s function and purpose that differ greatly from those of others • Things that occur within and/or to open systems should not be viewed in isolation. See them as interconnected, interdependent components of a complex system Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 6 Nadler & Tushman’s Organizational Congruence Model Transformation Process Output Input Informal Organization Environment (PESTEL) Strategy Resources History / Culture Work Formal Organization People Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. Systems Unit Individual 7 Nadler & Tushman’s Organizational Congruence Model Environmental Transformation Process Pressures for Change Output Informal Organization Input Systems Environment (PESTEL) Strategy Work Formal Organization Unit Resources History / Culture People Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. Individual 8 Analyzing Organizations Using Nadler and Tushman’s Model 1.Use the congruence model to describe your organization or an organization you are familiar with. Categorize the key components (environment, strategy, tasks, etc.). What outputs are desired? Are they achieved? 2. Is the strategy in line with organization’s environmental inputs? Are the transformation processes aligned well with the strategy? How do they interact to produce the outputs? 3.When you evaluate your organization’s outputs, are there things your organization should address? 4. Are there aspects of how your organization works that you have difficulty understanding? If so, what resources could you access to help with this analysis? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 9 Linear Event View of the World Goal Gap / Problem Decision / Action Results Situation Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 10 Issues & Problems with the Linear View • Time delays and lag effects related to variables and outcomes you are trying to manage (e.g., inventory stocks and flows, customer satisfaction and purchase decisions) • Complexity makes cause–effect relationships difficult to predict and track • Attribution Errors and False Learning often result from the above Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 11 A Feedback Model Decisions Decisions Environment Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 12 But Feedback Models are Messier Decisions Goals Environment Side Effects Goals of Others Action of Others Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 13 Quinn’s Competing Values Framework Flexibility Internally Focused Externally Focused Control Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 14 Quinn’s Competing Values Framework (cont.) Flexibility Human Resources View Open Systems View Internally Focused Externally Focused Internal Processes View Rational Economic View Control Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 15 Quinn’s Competing Values Framework (cont.) Flexibility Human Resources View • How to work with individuals and groups • Teamwork and HR dept. • Mentor and group facilitator roles Open Systems View • How to use power and manage change • The challenge of change • Innovator and broker roles Internally Focused Externally Focused Internal Processes View • How to understand & control the work unit • Consolation and continuity • Internal monitor and coordinator roles Rational Economic View • How to stimulate individual and collective achievement • Maximization of output • Producer and director roles Control Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 16 Greiner’s Five Phases of Organizational Growth Size of organization PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 5: Crisis of ? LARGE Evolution stages Revolution stages 4: Crisis of RED TAPE 5: Growth through COLLABORATION 3: Crisis of CONTROL 2: Crisis of AUTONOMY 4: Growth through COORDINATION 3: Growth through DELEGATION 1: Crisis of LEADERSHIP 2: Growth through DIRECTION SMALL 1: Growth through CREATIVITY YOUNG Age of Organization Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. MATURE 17 Stacy’s Complexity Theory and Organizational Change • Organizations are webs of nonlinear feedback loops that are connected with individuals and organizations through similar webs • These feedback systems operate in stable and unstable states of equilibrium, even to the point at which chaos ensues • Organizations are inherently paradoxes, pulled by forces of stability and instability Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 18 Stacy’s Complexity Theory and Organizational Change (cont.) • If organizations give into forces of stability, they become ossified and change impaired • If organizations succumb to forces of instability, they will disintegrate • Success is when organizations exist between frozen stability and chaos Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 19 Stacy’s Complexity Theory and Organizational Change (cont.) • Short-term dynamics (or noise) are characterized by irregular cycles and discontinuous trends, but long-term trends are identifiable • A successful organization faces an unknowable specific future because things can and do happen • Agents can’t control the long-term future—they can only act in relation to the short term • Long-term development is a spontaneous, self-organizing process that may give rise to new strategic directions • It is through this process that managers create and come to know the environments and long-term futures of their organizations Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 20 Summary • When assessing organizations, think of them as open systems— webs of interconnected and interdependent relationships that interact with the environment • Change often originates in the external environment. • Change upsets the internal equilibrium in an organization and thus may be resisted. • Both evolutionary and revolutionary change is needed for organizational growth • We need to understand the WHY and WHAT of change. • Models in this chapter have focused on the WHAT of change • Change is not clean and linear—it is messy Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 21 1 Organizational Change Fourth Edition 2 This book is dedicated to Tupper Cawsey, our dear and wonderful friend, colleague, and extraordinary educator. He passed away, but his positive impact continues to reverberate in those he touched. Thank you, Tupper. Gene and Cynthia 3 4 Organizational Change An Action-Oriented Toolkit Fourth Edition Gene Deszca Wilfrid Laurier University Cynthia Ingols Simmons University Tupper F. Cawsey Wilfrid Laurier University Los Angeles London New Delhi Singapore Washington DC 5 Melbourne 6 FOR INFORMATION: SAGE Publications, Inc. 2455 Teller Road Thousand Oaks, California 91320 E-mail: order@sagepub.com SAGE Publications India Pvt. Ltd. B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044 India SAGE Publications Ltd. 1 Oliver’s Yard 55 City Road London EC1Y 1SP United Kingdom SAGE Publications Asia-Pacific Pte. Ltd. 18 Cross Street #10-10/11/12 China Square Central Singapore 048423 Copyright © 2020 by SAGE Publications, Inc. All rights reserved. Except as permitted by U.S. copyright law, no part of this work may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without permission in writing from the publisher. 7 All third party trademarks referenced or depicted herein are included solely for the purpose of illustration and are the property of their respective owners. Reference to these trademarks in no way indicates any relationship with, or endorsement by, the trademark owner. Printed in the United States of America Library of Congress Cataloging-in-Publication Data Names: Deszca, Gene, author. | Ingols, Cynthia, author. | Cawsey, T. F., author/ Title: Organizational change : an action-oriented toolkit / Gene Deszca, Wilfrid Laurier University, Canada, Cynthia Ingols - Simmons College, USA, Tupper F. Cawsey - Wilfrid Laurier University, Canada. Other titles: Organisational change Description: Fourth Edition. | Thousand Oaks : SAGE Publications, [2019] | Revised edition of Organizational change, [2016] | Includes bibliographical references and index. Identifiers: LCCN 2019013498 | ISBN 9781544351407 (paperback) Subjects: LCSH: Organizational change. Classification: LCC HD58.8 .C39 2019 | DDC 658.4/06—dc23 LC record available at https://lccn.loc.gov/2019013498 Acquisitions Editor: Maggie Stanley Editorial Assistant: Janeane Calderon Production Editor: Gagan Mahindra Copy Editor: Lynne Curry Typesetter: C&M Digitals (P) Ltd. Proofreader: Rae-Ann Goodwin Indexer: Mary Mortensen Cover Designer: Candice Harman Marketing Manager: Sarah Panella 8 9 Brief Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Preface Acknowledgments Chapter 1 • Changing Organizations in Our Complex World Chapter 2 • How to Lead Organizational Change: Frameworks Chapter 3 • What to Change in an Organization: Frameworks Chapter 4 • Building and Energizing the Need for Change Chapter 5 • Navigating Change through Formal Structures and Systems Chapter 6 • Navigating Organizational Politics and Culture Chapter 7 • Managing Recipients of Change and Influencing Internal Stakeholders Chapter 8 • Becoming a Master Change Agent Chapter 9 • Action Planning and Implementation Chapter 10 • Get and Use Data Throughout the Change Process Chapter 11 • The Future of Organizations and the Future of Change Notes Index About the Authors 10 11 Detailed Contents Preface Acknowledgments Chapter 1 • Changing Organizations in Our Complex World Defining Organizational Change The Orientation of This Book Environmental Forces Driving Change Today The Implications of Worldwide Trends for Change Management Four Types of Organizational Change Planned Changes Don’t Always Produce the Intended Results Organizational Change Roles Change Initiators Change Implementers Change Facilitators Common Challenges for Managerial Roles Change Recipients The Requirements for Becoming a Successful Change Leader Summary Key Terms End-of-Chapter Exercises Chapter 2 • How to Lead Organizational Change: Frameworks Differentiating How to Change from What to Change The Processes of Organizational Change (1) Stage Theory of Change: Lewin Unfreeze Change Refreeze: or more appropriately Re-gell (2) Stage Model of Organizational Change: Kotter Kotter’s Eight-Stage Process (3) Giving Voice to Values: Gentile GVV and Organizational Change (4) Emotional Transitions Through Change: Duck Duck’s Five-Stage Change Curve (5) Managing the Change Process: Beckhard and Harris 12 (6) The Change Path Model: Deszca and Ingols Application of the Change Path Model Awakening: Why Change? Mobilization: Activating the Gap Analysis Acceleration: Getting from Here to There Institutionalization: Using Data to Help Make the Change Stick Summary Key Terms End-of-Chapter Exercises ? Case Study: “Not an Option to Even Consider:” Contending With the Pressures to Compromise by Heather Bodman and Cynthia Ingols Chapter 3 • What to Change in an Organization: Frameworks Open Systems Approach to Organizational Analysis (1) Nadler and Tushman’s Congruence Model History and Environment Strategy The Transformation Process Work The Formal Organization The Informal Organization People Outputs An Example Using Nadler and Tushman’s Congruence Model Evaluating Nadler and Tushman’s Congruence Model (2) Sterman’s Systems Dynamics Model (3) Quinn’s Competing Values Model (4) Greiner’s Model of Organizational Growth (5) Stacey’s Complexity Theory Summary Key Terms End-of-Chapter Exercises ? Case Study: Sarah’s Snacks by Paul Myers Chapter 4 • Building and Energizing the Need for Change Understanding the Need for Change Seek Out and Make Sense of External Data 13 Seek Out and Make Sense of the Perspectives of Stakeholders Seek Out and Make Sense of Internal Data Seek Out and Assess Your Personal Concerns and Perspectives Assessing the Readiness for Change Heightening Awareness of the Need for Change Factors That Block People from Recognizing the Need for Change Developing a Powerful Vision for Change The Difference Between an Organizational Vision and a Change Vision Examples of Visions for Change IBM—Diversity 3.0 Tata’s Nano: From Vision to Failed Project Change Vision for the “Survive to 5” Program Change Vision for “Reading Rainbow” Change Vision for a Large South African Winemaker Change Vision for the Procurement System in a Midsize Manufacturing Firm Summary Key Terms A Checklist for Change: Creating the Readiness for Change End-of-Chapter Exercises ? Case Study: Leading Change: The Pharmacy Team by Jess Coppla Chapter 5 • Navigating Change through Formal Structures and Systems Making Sense of Formal Structures and Systems Impact of Uncertainty and Complexity on Formal Structures and Systems Formal Structures and Systems From an Information Perspective Aligning Systems and Structures With the Environment Structural Changes to Handle Increased Uncertainty Making Formal Structural Choices Using Structures and Systems to Influence the Approval and Implementation of Change 14 Using Formal Structures and Systems to Advance Change Using Systems and Structures to Obtain Formal Approval of a Change Project Using Systems to Enhance the Prospects for Approval Ways to Approach the Approval Process Aligning Strategically, Starting Small, and “Morphing” Tactics The Interaction of Structures and Systems with Change During Implementation Using Structures and Systems to Facilitate the Acceptance of Change Summary Key Terms Checklist: Change Initiative Approval End-of-Chapter Exercises ? Case Study: Beck Consulting Corporation by Cynthia Ingols and Lisa Brem Chapter 6 • Navigating Organizational Politics and Culture Power Dynamics in Organizations Individual Power Departmental Power Organizational Culture and Change How to Analyze a Culture Tips for Change Agents to Assess a Culture Tools to Assess the Need for Change Identifying the Organizational Dynamics at Play Summary Key Terms Checklist: Stakeholder Analysis End-of-Chapter Exercises ? Case Study: Patrick’s Problem by Stacy BlakeBeard Chapter 7 • Managing Recipients of Change and Influencing Internal Stakeholders Stakeholders Respond Variably to Change Initiatives Not Everyone Sees Change as Negative Responding to Various Feelings in Stakeholders 15 Positive Feelings in Stakeholders: Channeling Their Energy Ambivalent Feelings in Stakeholders: They Can Be Useful Negative Reactions to Change by Stakeholders: These Too Can Be Useful Make the Change of the Psychological Contract Explicit and Transparent Predictable Stages in the Reaction to Change Stakeholders’ Personalities Influence Their Reactions to Change Prior Experience Impacts a Person’s and Organizati...