B'A Business Studies

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B.A Business Studies

• Management of Change
• Lecture 8
• Intervention Strategies

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In this weeks session we will

• Use Benne Chins typology to identify
  alternative types of people change strategy
• Examine the underlying assumptions of each type
  of change strategy

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Change Management Four Basic Strategies (see
the Bennis, Benne and Chin reference)
Strategy Description Environmental-Adaptive
People oppose loss and disruption but they
adapt readily to new circumstances. Change
is based on building a new organisation and
gradually transferring people from the old
on one to the new
one. Rational-Empirical People are rational and
will follow their self- interest once it is
revealed to them. Change happens because the
participants
are persuaded by rational argument
that the
change is in their interests .
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Change Management Four Basic Strategies (see
the Bennis, Benne and Chin reference)
Strategy Description Power-Coercive People
are basically compliant and will generally
do what they are told or can be made to do.
Change is based on the exercise of authority
and the imposition of sanctions. Normative-Reeduc
ative People are social beings and will adhere to
cultural norms and values. Change is based
on redefining and reinterpreting
existing norms and values, and developing
commitments to new ones
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People Change Strategies

• Rational
• People are rational
• People are motivated by self interest
• The main obstacle to change is lack of
  skills/knowledge
• Change agents role is to demonstrate that change
  is in peoples interests to equip them with the
  required skills knowledge

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People Change Strategies

• Coercive
• People may not be open to reason
• The change may not be in their interests
• People will respond to the carrot and the stick
• Change agents should achieve aims through (often
  implicit) power of reward and punishment

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People Change Strategies

• Normative
• People may be rational but they may not subscribe
  to your rationale. Multiple rationalities exist
  within organisations.
• They are active in satisfying their needs not
  passively waiting for the change agent to guide
  them
• They are more than a collection of individuals
  their behaviour has a social character guided
  by Group Norms
• Therefore Change Agents are more likely to
  achieve their goals if they
• Actively involve people in the change effort
• Help groups to identify bring to the surface,
  norms, values feelings

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The Coping Cycle Ket De Vries Millar
Stage 1 Stage 2 Stage 3
Stage 4 Stage 5 Denial
Defence Discarding Adaptation
Internalisation
Performance
Self Esteem
Time
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Orgaisational DevelopmentFrench Bell

• A planned systematic process in which applied
  behavioural science principles are introduced
  into an ongoing organisation toward the goals of
  effecting organisational improvement, greater
  organisational competence and greater
  organisational effectiveness.