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business
managing organizational change
Managing Organizational Change A Multiple Perspectives Approach 3rd Edition Ian Palmer, Richard Dunford, David Buchanan - Solutions
What is the customers’ experience?
What contributions have been made to the community?
What do employees tell friends and family about working here?
What new business ventures have been developed?
Describe the actors, events, actions, and consequences What are the key messages and themes?
What’s happening in the marketplace?
How are staff providing services and interacting with customers?
What is the mood—what are people experiencing and feeling?
Explain the business case for change and the desired outcomes Explain what is not negotiable—values, operating principles Collect responses—what needs clarification, elaboration, explanation?
Who is served by the organization?
What does the organization do?
What quantitative and qualitative measures would indicate that we had achieved this?
What will it be like, and how will it feel, when those standards have been achieved?
A focus on purpose goes beyond asking questions about whether a business is operating profitably or whether an action is legal—it engages a soulsearching focus on questions at a core level, such as: What is a business’s sense of purpose (shared identity and goals)? How and why did a particular
Were they presented with an organizational vision for this change, and if so:What was the vision?What effect did this have on them?Were they involved in developing the vision?To what extent did the vision motivate them to engage in the change?How central was the vision to implementing the change?
If your interviewees were not given an organizational vision for this change, ask them:Would a vision have helped them to understand and become involved in the change?How important is vision to achieving organizational change?
When you have completed your interviews, consider the responses that you have documented.What general conclusions emerge regarding the relationship between vision and organizational change? What have you learned from this exercise?
Of the reasons discussed in this chapter concerning why visions fail, which are applicable to Mentor Graphics?
What is your assessment of the vision content and the process through which it was introduced in the Mentor Graphics context? What lessons emerge from your assessment?
Based on what happened at Mentor Graphics, what are the implications for the three debates discussed in this chapter: whether vision drives change or emerges during change; whether vision helps or hinders change; and whether vision is an attribute of heroic leaders or heroic organizations?
What criteria do you use in order to decide whether a particular vision or vision statement is likely to be useful in your organization? What other criteria might you wish to take into account?
What is your preference: a short vision statement or a longer vision story? Why? How do you use vision statements or stories?
How do you distinguish vision from mission, planning, and goals? Are these important distinctions? In your organization, how aligned is vision with these other factors? Are there competing visions in your organization? How are these resolved?
What is your experience: are visions more likely to “take” in some organizations or cultural contexts compared with others? Why is this the case? What criteria can you develop to help assess when you should use vision to assist in organizational change?
What process have you used, or seen in use, to craft an effective vision? Do you have a personal preference toward an intuitive or an analytical approach to vision development? Why?
Is there an “inner voice” in your organization?What are the “bread-and-butter” issues? Are there“undiscussable” issues in your organization?
What is your judgement: When do visions fail, and when does their effectiveness fade? Can visions be revitalized? How?
What is your position: Does vision drive change?Does vision help change? Does vision need visionary leaders?
Did your organization have a strategy for initially announcing the change?
What strategy was used to communicate information during the change process? Was one or more of the strategies from figure 7.2 used? Was this strategy adopted consistently, and for all members across the organization?
On a scale from 1 (ineffective) to 5 (very effective), how would you rate the communication strategy overall?
With hindsight, what changes would you have made to improve the effectiveness of the change communication strategy?
To what extent will those recommendations apply to future changes in this organization?To what extent will that depend on the further changes that are proposed?
What do you think you need to know about the restructuring?
From whom would you like to get this information?Why?
Would you prefer to receive this information in person or in a group setting?
What for you would be the best channel (e.g., management briefing, email, video) for receiving this information? Why?
As a change manager, how will you use your answers to these questions to help design a communication strategy?
Listen to the language being used. What different types of languages in use can you observe, such as commanding, respectful, demonstrating concern, displaying condescension?
Do individuals tend to use one type of language in their interactions?
To what extent does the talk convey information about power and gender differences?For example, who takes credit, who exudes confidence, who asks more questions?
What conclusions can you draw from your analysis about the way language constructs and reinforces differences within the organization?
As a change manager, how will your awareness of these differences influence your future interactions with staff?
Are you open, or defensive? What are your normal behaviors? Where are your preferences?What do you need to change? How would this improve your relationships and personal effectiveness?
In what ways could social media applications contribute to the mission of your organization?
How could social media change or strengthen the culture of your organization, with regard to widening collaboration and becoming more agile and responsive?
To what extent will your current organization silos and hierarchies inhibit the communication and collaboration opportunities opened up by social media? Or, will social media help you to break down those silos and hierarchies, and encourage more“horizontal working”?
How should your organization balance the need for management control with the desire to open up conversations more widely across the organization in order to encourage experimentation with social media?
In your assessment, would your organization benefit or suffer from working in a “perpetually beta” state of mind, constantly experimenting, learning—and improving—from the mistakes?
In what ways does your personal use of language reinforce power and gender differences in your organization? What effect do you think this has in terms of how your change messages are received? What modifications to your approach would help you to communicate change more effectively?
Do you see yourself as a reporter of change information? Or are you a sense-maker, helping staff to understand change actions, and seeking input from them?
To what extent do you focus on getting the word out, rather than seeking staff buy-in? Do you tend to use the same communication methods, or do you adopt different approaches depending upon the type of change? Do you “spray and pray” information or “underscore and explore”?
Are you more comfortable using “rich” communication media (face-to-face), or “leaner” media(email)? Do you adopt different forms of communication depending on the type or stage of change? With which communication media have you had the most success, and why?
Does your organization have a strategy for using social media? If so, how would you assess the effectiveness of this approach, and what recommendations would you make in order to strengthen the benefits of using social media tools? If not, how would you advise your organization in developing a
Who does most of the talking? Who asks most of the questions?
Begin change initiatives with a systematic inquiry into organizational members’ memories of past changes.
Do not tell people to leave their past behind.That is not going to happen. The power and credibility of past experiences cannot be erased to order. Attempts to suppress those experiences may mean that they “go underground,” but they will remain influential.
If past experiences are impediments to change, their influence will only be challenged if those involved are directly and fully engaged with current proposals, in ways that enable them to learn that the change experience this time can be different—and positive.
How will this change benefit individual staff, the team, customers/clients?
How will current problems and frustrations be addressed?
How does this relate to the interests and priorities of staff?
How will those involved gain recognition for their efforts?
How will performance be improved?
How could efficiency gains be used to make further improvements?
When did you first become aware of resistance?
What form did the resistance take?
What were your first thoughts (anger, betrayal, confusion, relief)?
What made you decide that you had to do something?
What actions did you take?
What was the impact in (a) the short term and (b) the long term?
If you could “rewind the tape,” what would you do differently?
Who is resisting this change and why?
What behaviors are used to demonstrate that resistance?
What role do emotions play, on both sides of this argument?
What tactics and behaviors do Billy Beane and Peter Brand use to overcome resistance to their new approach?
What lessons can you take from this experience concerning the nature of resistance and methods for overcoming resistance to change?
What symptoms of resistance to change have you observed? Have you observed both active and passive forms? Have you as a recipient resisted change? Have you experienced resistance while responsible for initiating and managing a change?
Which of the various causes of resistance to change do you believe to be the most common?What are the “top three” causes in your experience?
As a change manager, which of the various reasons for resisting change do you believe to be the most difficult to deal with? What are your“top three” in this regard?
When senior managers resist change at the strategic level, they are in a position to cause more damage than employees resisting changes at an operational level. Have you worked in an organization where you believe that there was management resistance to change? As a manager, what action would you
Which particular approaches to the management of resistance attract you? Why do you make this choice? Do you think those approaches are more effective, or do your choices relate to your views about how people should be managed?
From your experience as a change manager, what are the three main pieces of advice that you would give to someone new in this role concerning diagnosing and managing resistance?
Arenas: What business will we be in????????? Which product categories????????? Which market segments????????? Which geographic areas????????? Which core technologies????????? Which value-creation stages?
Vehicles: How will we get there????????? Internal development????????? Joint ventures????????? Licensing/franchising????????? Acquisitions?
Differentiators: How will we win in the marketplace????????? Image????????? Customization????????? Price????????? Styling????????? Product reliability?
describe the Staging????????? Speed of expansion????????? Sequence of initiatives?
Economic Logic???????? Lowest costs through scale advantage????????? Lowest costs through scope and replication advantage????????? Premium prices due to unmatchable service????????? Premium prices due to proprietary product features?
Does your strategy fit with what’s going on in the environment????????? Is there a healthy profit potential where you’re headed????????? Does strategy align with the key success factors of your chosen environment?
Does your strategy exploit your key resources????????? With your particular mix of resources, does this strategy give you a good head start on your competitors????????? Can you pursue this strategy more economically than competitors?
Will your envisaged differentiators be sustainable????????? Will competitors have difficulty matching you????????? If not, does your strategy explicitly include a ceaseless regimen of innovation and opportunity creation?
Are the elements of your strategy internally consistent????????? Have you made choices of arenas, vehicles, differentiators, staging, and economic logic????????? Do they all fit and mutually reinforce each other?
Do you have enough resources to pursue this strategy????????? Do you have the money, managerial time and talent, and other capabilities to do all that you envision????????? Are you sure you’re not spreading your resources too thinly, only to be left with a collection of weak positions?
Is your strategy implementable????????? Will your key constituencies allow you to pursue this strategy????????? Can your organization make it through the transition????????? Are you and your management team able and willing to lead the required changes?
Where are we now?
Where do we want to get to?
What do we need to do in order to get there?
What are the boundaries of our industry? What is our served market? What products or services do we provide?
Who are the customers? Who are the noncustomers? What is the difference between them?
Who are our competitors? Who are the noncompetitors? What makes one firm a competitor and the other not?
What key competencies are required to compete in this industry? Where is the value added?
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