Organizational Change An Action Oriented Toolkit 3rd Edition Tupper F. Cawsey, Gene Deszca, Cynthia A. Ingols - Solutions

A responsibility chart. That is, who will do what, where, when, and how? LO.1
A transition plan including a communications plan. How will the transition be managed? Who will make the innumerable decisions required to handle the details? Who will provide information to those affected? As well, how will the change be communicated to organizational members? LO.1
The chapter defines organizational change as “planned alteration of organizational components to improve the effectiveness of organizations.” LO.1
The orientation of this book is to assist change managers or potential change leaders to be more effective in their change activities. LO.1
The social, demographic, technological, political, and economic forces pushing the need for change are outlined. LO.1
Four types of organizational change are discussed: tuning, adapting, reorienting, and re-creating. LO.1
Four change roles found in organizations are described: change initiators, change implementers, change facilitators, and change recipients and stakeholders. The terms change leader and change agent are used interchangeably and could mean any of the four roles. LO.1
The difficulties in creating successful change are highlighted, and then some of the characteristics of successful change leaders are described. LO.1
Managers are action oriented and assume other rational people will see the inherent wisdom in the proposed change and will learn the needed new behaviors. Or managers assume that they will be able to replace recalcitrant employees. LO.1
Managers assume they have the power and influence to enact the desired changes, and they underestimate the power and influence of other stakeholders. LO.1
Managers look at the transition period activities as a cost, not an investment that increases the prospects for success and mitigates failure risks. LO.1
Managers are unable to accurately estimate the resources and commitment needed to facilitate the integration of the human dimension with other aspects of the change (e.g., systems, structures, technologies). LO.1
Managers are unaware that their own behavior, and that of other key managers, may be sending out conflicting messages to employees and eventually customers. LO.1
Managers find managing human processes unsettling (even threatening) because of the potential emotionality and the difficulties they present with respect to prediction and quantification. LO.1
Managers simply lack the capacity (attitudes, skills, and abilities) to manage complex changes that involve people. When those managing the change get defensive, the minds of others tend to close rather than open. LO.1
Managers' critical judgment is impaired due to factors related to overconfidence and/or groupthink. LO.1
The first model is a basic step model, that is, the leader takes an organization through step 1 before step 2; this is Lewin’s three-stage model. LO.1
Kotter’s eight stages of organizational change provide a highly structured, finish-one-stage-before-the-next-stage approach to change. LO.1
The third model is Gentile’s Giving Voice to Values methodology, which supports individuals taking effective ethical action when a situation so demands. LO.1
The fourth model is Duck’s five-stage model that focuses on people and the range of their emotional responses to change. LO.1
Fifth, there is a modified version of Beckhard and Harris’s change-management model that concentrates on process issues. LO.1
We end this chapter with The Change Path, our four-stage model that concentrates on process issues and is used as a guiding framework throughout the book. The four stages of this model are: Awakening, Mobilization, Acceleration, and Institutionalization. LO.1
E stablish a sense of urgency: In older, well-established organizations a sense of complacency may have set in. Leaders need to illustrate the threats to the system and move enough organizational members from a sense of invulnerability to vulnerability. LO.1
C reate a guiding coalition: Select a significant number of people (10 to 50) who have titles and lead divisions and departments, have the respect of their colleagues, and relevant knowledge. This group should be aligned and know that change is needed. LO.1
Develop a vision and strategy: People need an overarching dream of an inspiring future. From this vision comes the implementation plans and steps. LO.1
C ommunicate the change vision: Capture the hearts and minds of most employees by communicating through multiple channels and multiple times the vision for change. LO.1
E mpower employees for broad-based action: Large numbers of employees need to embrace the vision and then organizational structures, human resources systems, and a myriad of other internal organizational mechanisms need to support, rather than block, the change. LO.1
G enerate short-term wins: Large-scale organizational change may take three to five years and yet employees need to see evidence of successful change within to 18 months (p. 11). Highlight short-term gains to keep employees motivated. LO.1
C onsolidate gains and produce more change: Since it takes years for organizational change to become a part of an organization’s DNA, many leaders stop too soon. Keep pressing forward until the change seeps into the deepest recesses of an organization. LO.1
Anchor new approaches in the culture: Make sure that the change is embedded in the organization’s cultural norms and values. LO.1
Identify a need for change and confirm the problems or opportunities that incite the need for change through collection of data. LO.1
Articulate the gap in performance between the present and the envisioned future state and spread awareness of the data and the gap throughout the organization. LO.1
Develop a powerful vision for change. LO.1
Disseminate the vision for the change and why it's needed through multiple communication channels. LO.1
Make sense of the desired change through formal systems and structures and leverage those systems to reach the change vision (Chapter 5). LO.1
Assess power and cultural dynamics at play and put them to work to better understand the dynamics and build coalitions and support to realize the change (Chapter 6). LO.1
Communicate the need for change organization-wide and manage change recipients and various stakeholders as they react to and move the change forward (Chapter 7). LO.1
Leverage change agent personality, knowledge, skills and abilities, and related assets (e.g., reputation and relationships) for the benefit of the change vision and its implementation (Chapter 8). LO.1
Continue to systematically reach out to engage and empower others in support, planning, and implementation of the change. Help them develop needed new knowledge, skills, abilities, and ways of thinking that will support the change. LO.1
Use appropriate tools and techniques to build momentum, accelerate and consolidate progress. LO.1
Manage the transition, celebrate small wins and the achievement of milestones along the larger, more difficult path of change. LO.1
Track the change periodically and through multiple balanced measures to help assess what is needed, gauge progress toward the goal and to make modifications as needed and mitigate risk. LO.1
Develop and deploy new structures, systems, processes and knowledge, skills and abilities, as needed, to bring life to the change and new stability to the transformed organization. LO.1
Nadler and Tushman’s Congruence Model balances the complexity needed for organizational analysis, and the simplicity needed for action planning and communication, and provides the over-arching structure for this book; LO.1
Sterman’s Systems Dynamics Model views the nonlinear and interactive nature of organizations; LO.1
Quinn’s Competing Values Model provides a framework that bridges individual and organizational levels of analysis; LO.1
Greiner’s Phases of Organizational Growth Model highlights organizational changes that will—inevitably—occur over time in organizations, from their infancy to maturity; this model is particularly useful for entrepreneurs who sometimes need to be reminded that change needs to occur, even in
Stacey’s Complexity Theory is introduced to highlight the interactive, time-dependent nature of organizations and their evolutionary processes. LO.1
What outputs are being achieved? Are these the desired outputs? LO.1
When you evaluate your organization’s outputs at the individual, group, and organizational levels, what issues should the organization address? LO.1
Are there any aspects of how your organization works that you have difficulty understanding? If so, identify the resources you would need to access to help with this analysis. LO.1
Use your answers to fill in the visual model. LO.1
Identify a need for change and confirm the problems or opportunities that incite the need for change through collection of data. LO.1
Articulate the gap in performance between the present and the envisioned future state, and spread awareness of the data and the gap throughout the organization. LO.1
Develop a powerful vision for change. LO.1
Disseminate the vision for the change and why it's needed through multiple communication channels. LO.1
Make sense of the desired change through formal systems and structures, and leverage those systems to reach the change vision (Chapter 5). LO.1
Assess power and cultural dynamics at play, and put them to work to better understand the dynamics and build coalitions and support to realize the change (Chapter 6). LO.1
Communicate the need for change organization-wide and manage change recipients and various stakeholders as they react to and move the change forward (Chapter 7). LO.1
Leverage change agent personality, knowledge, skills and abilities, and related assets (e.g., reputation and relationships) for the benefit of the change vision and its implementation (Chapter 8). LO.1
Continue to systematically reach out to engage and empower others in support, planning, and implementation of the change. Help them develop needed new knowledge, skills, abilities, and ways of thinking that will support the change. LO.1
Use appropriate tools and techniques to build momentum, accelerate and consolidate progress. LO.1
Manage the transition, celebrating small wins and the achievement of milestones along the larger, more difficult path of change. LO.1
Track the change periodically and through multiple balanced measures to help assess what is needed, gauge progress toward the goal, and to make modifications as needed and mitigate risk. LO.1
Develop and deploy new structures, systems, processes and knowledge, skills, and abilities, as needed, to bring life to the change and new stability to the transformed organization. LO.1
What do you see as the need for change and the important dimensions and issues that underpin it? How much confidence do you have in your assessment and why should others have confidence in that assessment? Is the appraisal of the need for change a solid organizational and environmental assessment,
Have you investigated the perspectives of internal and external stakeholders? Do you know who has a stake in the matter and do you understand their perspectives on the need for change? Have you talked only to like-minded individuals? LO.1
Can the different perspectives be integrated in ways that offer the possibility for a collaborative solution? How can you avoid a divisive “we/they” dispute? LO.1
Have you developed and communicated the message concerning the need for change in ways that have the potential to move the organization to a higher state of readiness for and willingness to change? Or have your deliberations left change recipients feeling pressured and coerced into doing something
Trustworthy leadership—the ability of senior leaders to earn the trust of others and credibly show others how to meet their collective goals LO.1
Trusting followers—the ability of nonexecutives to constructively dissent or willingly follow the new path LO.1
Capable champions—the ability of the organization to attract and retain capable champions LO.1
Involved middle management—the ability of middle managers to effectively link senior managers with the rest of the organization LO.1
Innovative culture—the ability of the organization to establish norms of innovation and encourage innovative activity LO.1
Accountable culture—the ability of the organization to carefully steward resources and successfully meet predetermined deadlines LO.1
Effective communications—the ability of the organization to effectively communicate vertically, horizontally, and with customers LO.1
Systems thinking—the ability of the organization to focus on root causes and recognize interdependencies within and outside the organization’s boundaries.44 LO.1
Has the organization had generally positive experiences with change? LO.1
Has the organization had recent failure experiences with change? LO.1
What is the mood of the organization: upbeat and positive? LO.1
What is the mood of the organization: negative and cynical? LO.1
Does the organization appear to be resting on its laurels? LO.1
Are senior managers directly involved in sponsoring the change? LO.1
Is there a clear picture of the future? LO.1
Is executive success dependent on the change occurring? LO.1
Has management ever demonstrated a lack of support? LO.1
Are senior leaders in the organization trusted? LO.1
Are senior leaders able to credibly show others how to achieve their collective goals? LO.1
Is the organization able to attract and retain capable and respected change champions? LO.1
Are middle managers able to effectively link senior managers with the rest of the organization? LO.1
Are senior leaders likely to view the proposed change as generally appropriate for the organization? LO.1
Will the proposed change be viewed as needed by the senior leaders? Openness to Change LO.1
Does the organization have scanning mechanisms to monitor the environment? LO.1
Is there a culture of scanning and paying attention to those scans? LO.1
Does the organization have the ability to focus on root causes and recognize interdependencies both inside and outside the organization's boundaries? LO.1
Does "turf" protection exist in the organization? LO.1
Are the senior managers hidebound or locked into the use of past strategies, approaches, and solutions? LO.1
Are employees able to constructively voice their concerns or support? LO.1
Is conflict dealt with openly, with a focus on resolution? LO.1
Is conflict suppressed and smoothed over? LO.1

Showing 300 - 400 of 750

Organizational Change An Action Oriented Toolkit 3rd Edition Tupper F. Cawsey, Gene Deszca, Cynthia A. Ingols - Solutions

Step by Step Answers