Chapter 8 Implementing Change:

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Chapter 8 Implementing Change

• Change Management, Contingency,
• Processual Approaches

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Change Management Approach

• Change Management Approach
• Kotters Eight-Step Model
• Other n-step models
• N-step model issues
• Change Management vs Organization Development
• Contingency Approaches
• Processual Approach

• Focuses on strategic, intentional and usually
  large-scale change
• Entails following a variety of steps the exact
  steps vary depending upon the model used
• Belief that achieving organizational change is
  possible through a coordinated and planned
  approach
• Claims to be appropriate for all types of change

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Kotters Eight-Step Model

• Change Management Approach
• Kotters Eight-Step Model
• Other n-step models
• N-step model issues
• Change Management vs Organization Development
• Contingency Approaches
• Processual Approach

• Kotters eight-step model is one of the best
  known
• Establish the need for urgency
• Ensure there is a powerful change group to guide
  the change
• Develop a vision
• Communicate the vision
• Empower the staff
• Ensure there are short-term wins
• Consolidate gains
• Embed the change in the culture

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Other N-Step Models

• Change Management Approach
• Kotters Eight-Step Model
• Other n-step models
• N-step model issues
• Change Management vs Organization Development
• Contingency Approaches
• Processual Approach

• Ten commandements (Kanter, Stein and Jick 1992)
• Ten Keys (Pendlebury, Grouard, and Meston 1998)
• 12 Action Steps (Nadler 1998)
• Transformation Trajectory (Taffinfer 1998)
• Nine-Phase Change Process Model (Anderson
  Anderson 2001)
• Step-by-Step Change Model (Kirkpatrick 2001)
• 12 Step Framework (Mento, Jones and Dirndorfer
  2002)
• RANDs Six Steps (Light 2005)
• Integrated Model (Leppitt 2006)

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N-Step Model Issues

• Change Management Approach
• Kotters Eight-Step Model
• Other n-step models
• N-step model issues
• Change Management vs Organization Development
• Contingency Approaches
• Processual Approach

• The sequences of steps
• The number of steps
• The timing of steps
• The resourcing of steps
• The involvement in each step
• Managing multiple steps
• Revisiting different steps
• Are all steps needed for particular changes?
• Cyclical or linear

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Change Management vs. OD

• Change Management Approach
• Kotters Eight-Step Model
• Other n-step models
• N-step model issues
• Change Management vs Organization Development
• Contingency Approaches
• Processual Approach

• There is a debate between proponents of OD and
  proponents of change management
• OD is criticized for giving attention only to
  human development, and not to technology,
  operations, and strategy
• Change management is criticized for
• having a focus on the concerns of management
  rather than on those of the organization as a
  whole
• being the product of management consultancy firms

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Contingency Approaches

• Change Management Approach
• Kotters Eight-Step Model
• Other n-step models
• N-step model issues
• Change Management vs Organization Development
• Contingency Approaches
• Processual Approach

• Contingency approaches challenge the view that
  there is one best way
• The style of change or the path of change will
  vary, depending upon the circumstances,
  including
• the scale of the change
• the receptivity to change of organizational
  members
• the style of change management
• the time period
• the performance of the organization

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Contingency Approaches

• Change Management Approach
• Kotters Eight-Step Model
• Other n-step models
• N-step model issues
• Change Management vs Organization Development
• Contingency Approaches
• Processual Approach

• Huys Contingency Approach categorizes change
  into 4 ideal types
• The commanding intervention
• Short-term and rapid
• senior executives
• Downsizing, outsourcing, divesting
• The engineering intervention
• Medium-term and relatively fast
• Analysts
• Changing work design and operational systems
• The teaching intervention
• Long-term and gradual
• Consultants
• Work practices and behaviours
• The socializing intervention
• Long-term and gradual
• Participative experiential learning,
  self-monitoring
• Democratic organizational practices

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Contingency Approaches

• Change Management Approach
• Kotters Eight-Step Model
• Other n-step models
• N-step model issues
• Change Management vs Organization Development
• Contingency Approaches
• Processual Approach

• Contingency approaches remain less common than
  change management approaches. Suggested reasons
  include
• Achieving fit may be difficult due to differing
  perceptions of the conditions in which the fit is
  sought
• Contingency approaches require greater analysis
  and decisions by managers the prescriptiveness
  of change management models may be attractive to
  managers
• Contingency approaches focus on leadership style
  rather than a specific set of actions
• The use of different change styles at different
  times may raises questions in the minds of staff
  as to the credibility of senior management.
• There is a question about what is contingent to
  managing change

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Processual Approach

• Change Management Approach
• Kotters Eight-Step Model
• Other n-step models
• N-step model issues
• Change Management vs Organization Development
• Contingency Approaches
• Processual Approach

• It sees change as a continuous process rather
  than a series of linear events within a given
  period of time
• It sees the outcome of change as occurring
  through a complex interplay of different interest
  groups, goals, and politics.
• This approach alerts the change manager to the
  range of influences which they will confront and
  the way in which these will lead to only certain
  change outcomes being achieved
• This approach is often used to provide a detailed
  analysis and understanding of change
  retrospectively.

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Learning more about one chagne management model
the Kotters model First, know the theorist

• Kotter has worked more any other theorist on the
  definition of leadership and how it actually
  differs from management.
• Management is more a set of tools while
  leadership is an art which can not be precisely
  codified.
• Comes to a definition of leadership that
  privileges its dimension of being an agent of
  change.
• Believes that institutionalizing a leadership
  culture is the ultimate act of leadership.

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John Kotter on Leadership Management
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Norfolk Southern Case Study 
When Katie Frazier first joined Norfolk
Southerns Atlanta terminal, she felt it was
running well but still felt more could be done to
improve operations. She was also concerned about
safety issues. As she got comfortable in her new
job, she was wracking her brain, struggling with
 how to help the company take its safety and
operations standards from just good enough to a
higher level. One day, while in  a local
bookstores business section, she noticed a book
with penguins on the cover. Penguins had always
been her favorite animal, but she wondered what
such a book was doing surrounded by books on
management! The book, needless to say, was Our
Iceberg Is Melting. Once she started reading it,
she thought to herself, wow, this is really
helpful. She noticed that behaviors in her
company sometimes mirrored the penguins
behaviors, for example,  people would see a
complex problem, and then either ignore it or
wait for someone else to fix it. Katie thought
that if she could get other people in the company
to read the book, it might be a big help in
giving people perspective on the bigger
picture.Katie, being one of the few relatively
young workers around, faced an enormous challenge
in getting her older co-workers to buy in to the
notion that penguins could help the organization.
There were many skeptics. She showed the book to
her manager, a former Marine. He told her that
 the book was something his granddaughter might
read, not something he would value as a business
leader.  Katie persevered and insisted that he
read it. After her manager actually did, he
quickly began to realize the same lessons could
apply at Norfolk Southern.  He gave Katie
approval to start applying the learnings.
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Step 1) Katie started by trying to create a sense
of urgency around a willingness to raise safety
and operational standards. Through evaluation of
these problems, not only by Katie but also by the
broader leadership team, people began to feel
that urgency was more than just the latest fad.
That process of raising the urgency level inside
the Atlanta terminal of Norfolk Southern took
about 2 months from start to finish.
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Step 2) After sufficient urgency was raised, a
guiding coalition formed made up of a few
conductors, engineers supervisors. Katies fear
was that the group was too homogenous she
actually wanted to include a few of the companys
more skeptical employees to get their feedback
and help strengthen the groups decision making.
The Guiding Coalition began meeting regularly and
called themselves The Iceberg Group. This group
started out small, but eventually grew to have
about 9 people, changing over time, from
different parts of the organization, meeting
regularly to see how to implement the rest of the
8 Steps.
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Step 3) The vision that the group created was
designed to change everyones mentality and
attitude about safety. Injuries could not be
treated as an acceptable risk at a railroad
they had to be reduced in order to get the
railroads efficiency up and costs down.  
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• Step 4) Communicating this vision was a constant
  battle, since most of a railroads employees are
  on the move at any given time. Furthermore, most
  of the crew members did not have access to modern
  communications like e-mail.
• As a result, the vision was communicated through
  a vehicle called job briefings, where the days
  weather track conditions were discussed for
  crews about to go out on to the tracks. These
  briefings happen 3 times a day, at the beginning
  of every shift. The Iceberg Group started
  communicating the change vision at job briefings,
  around the clock, for two weeks straight. Over
  time, every crew member was touched by the vision
  multiple times, right at their point of highest
  awareness before going out to work on the
  trains.

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Step 5)The largest barrier Katie felt she needed
to overcome were related to the concept of
raising the bar on safety standards how can you
make people really care about the highest
possible safety standards, when current standards
are already high? The way to do it, she said, was
to make it personal get to the heart and not
just the mind. They forced  people to think about
their families and how they would feel about an
injury to their loved ones. Over time, the
message began to sink in and people started to
change their behavior.  This created a high level
of engagement with the crew.
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Step 6) The Iceberg Group set a goal for a short
term win six months injury free and
communicated it broadly. Since the inception of
the Iceberg Groups work, with the exception of a
small muscle pull, the Atlanta terminal has gone
almost 9 months injury free.   Other outcomes
resulted as well, for example, because the
terminal became so proficient, theyve never had
to reduce the number of shifts running, even as
other companies have cut back. With injuries down
about 97 over last year, the Atlanta terminal
has had fewer missed days of work, fewer
injury-related costs and more productive workers,
enabling it to gain a critical advantage over the
competition.
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Step 78) Even with this success, the Atlanta
terminal isnt content to let up. As they
continue to move through the 8 Step process, they
hope to make the change permanent by anchoring
these new changes into the culture. The Iceberg
Group continues to meet, looking for other ways
in which they can help the company improve its
operations, and hopefully, spread the Iceberg
philosophy to other divisions of the company