BA 4226 Managing Organizational Change Diagnosis for change

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BA 4226Managing Organizational
ChangeDiagnosis for change

• Instructor Çagri Topal

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Diagnostic tools and images

• Director evaluating relationships between
  different change variables
• Navigator mapping the environment
• Caretaker obtaining some insights about the
  environment
• Coach developing the competencies needed
• Interpreter understanding different perspectives
  and frameworks of stakeholders
• Nurturer not using such tools

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Models

• Implicit
• Providing insights based on experience
• Based on limited experience
• Not known to others
• Explicit
• Transforming complexity into simplicity
• Identifying most important activities
• Constituting a common language
• Providing guidance for change

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Six-box organizational model (w)

• Purposes
• Structure
• Rewards
• Helpful mechanisms
• Relationships
• Leadership

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7-S framework (w)

• Structure
• Strategy
• Systems
• Style
• Staff
• Skills
• Superordinate goals

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Star model (w)

• Strategy
• Structure
• Processes and lateral capability
• Rewards systems
• People practices

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Congruence model (w)

• Task
• Individuals
• Formal organizational arrangements
• Informal organization

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Burke-Litwin model (w)

• Environment
• Mission and strategy
• Leadership
• Organizational culture
• Structure
• Management practices
• Systems (policies and procedures)
• Work unit climate
• Task requirements and individual skills/abilities
• Motivation
• Individual needs and values
• Individual and organizational performance

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Four-frame model (w)

• Structural frame
• Human resource frame
• Political frame
• Symbolic frame

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Diagnosis by image (w)

• Describing the organization with an image
• Discussing the details of the image

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PESTEL framework (c)

• External environment
• Political factors
• Economic factors
• Social factors
• Technological factors
• Environmental factors
• Legal factors

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Scenario analysis (c)

• Creating future scenarios
• Developing different assumptions
• Determining change needs in each scenario

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Gap analysis (c)

• Where are we now?
• Where do we want to get to?
• How can we get there?

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Elements of strategy (c)

• Arenas
• Vehicles
• Differentiators
• Staging
• Economic logic

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Strategic inventory (c)

• Identifying managers assumptions and beliefs
  about the environment
• Identifying inconsistencies between managers
  assumptions and actual environmental variables

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Newsflash exercise (c)

• Gathering the specific views of managers on
  change
• Avoiding categorization of managers views

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Cultural web (c)

• Paradigm
• Rituals and routines
• Stories
• Symbols
• Control systems
• Power structures
• Organizational structure

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Structural dilemmas (c)

• Differentiation vs. integration
• Gap vs. overlap
• Underuse vs. overload
• Lack of clarity vs. lack of creativity
• Excessive autonomy vs. excessive interdependence
• Too loose vs. too tight

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Boundaryless organization (c)

• Factors
• Speed
• Flexibility
• Integration
• Innovation
• Boundaries
• Vertical
• Horizontal
• External
• Geographic

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Stakeholder analysis (r)

• Identify stakeholders
• Assess each stakeholders capacity
• Check each stakeholders track record
• Assess each stakeholders interest
• Identify interested and influential stakeholders
• Find out each stakeholders role

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Force-field analysis (r)

• Define the problem
• Determine the restraining forces
• Determine the driving forces
• Identify possible outcomes