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Click to edit Master subtitle style

 The British Airways SwipeCard DebacleGroup-6

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Key Issues

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Organization Development

Coach image of implementing change

Aimed at

ü Incremental

ü Developmental

ü First order change

Emphasis on core set of values

ü Humanistic values

ü Democratic values

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Organization Development

Characteristics of OD approach

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Key Issues

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OD change interventionprocess

Kurt Lewin Change Process

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Action research changeprocess

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Recommendation

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Criticisms of OD

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Criticisms of OD

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Appreciative Inquiry

Works on the model what's workingbest & build on this knowledge tohelp develop & design what might beachieved in future

Its 4 steps are:

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SENSE MAKING

Assumption of Inertia

Standardized change program is

neededü Animation

ü Direction

ü Paying attention and updatingü Respectful

Unfreezing

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KEY ISSUES

Extracted cues of sense making

Ongoing sense making

Enactment

Projective sense making

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RECOMMENDATIONS

Identify appropriate cues and matchthem to intended change programs

Understanding that ongoing sensemaking stabilizes a situation

Correct timing of enactment

Understanding the implication of thechange

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Change Management:Definition

Structured approach to shifting or transitioning

Individuals

 Teams

OrganizationsMovement from a current state to a desired future

state.

Organizational process aimed at helping

employees to accept and embrace changes in theircurrent business environment

A method of reducing or managing resistance tochange

Key Features:

Ch

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Change Management:Approaches

Pendlebury, Grouard & Meston (1998): Ten Keys

Omission likely to lead to transformational failure

Keys to be implemented simultaneously

Degree to which keys are applied are important

Nadler (1998): 12 Action Steps

Capable of being adapted at every level of organization

Manage three core elements: Power, Motivate People & Transition

Kanter, Stein and Jick (1992): Ten Commandments

 Taffinder (1998): Transformation Trajectory

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Key Issues

Employees against the introduction of electronic clocking in systems due tolack of awareness

Not part of the big picture: “Future Sizeand Shape”

Unilateral decision, taken and

implemented without properconsultation from affected parties

“Respect Deficit”

Overall dissatisfaction with mana ement

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Application to Case: Kotter’s 8 StepModel

Adopt a See-Feel-Change Approach to grab theattention of employees towards a need for change

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Contingency Approaches

According to contingency theorists,style of change will depend upon thescale of change and the receptivity of 

organizational members for engagingin the change

Style of change

Collaborative

Consultative

Directive

Coercive

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Dunphy/Stace ContingencyModel of Change

Developmental Transitions: ConstantChange, Style of leadership isConsultative

 Task Focused Transition: Directive

Charismatic Transformation: RadicalChange, Consultative

 Turnarounds: Frame Breaking,Coercive/directive

 Taylorism: Fine-tuning, Paternalistic

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Contingency Approach- HUY

Commanding: Abrupt change

Engineering : Medium term change

 Teaching: Gradual, longer change

Socializing: Long term, Participativeexperiential learning

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Problems with ContingencyApproach

Fitting an organizational changeprogram to the type of changerequired is not practical

 They are ambiguous and requiregreater choice and decisions

Specific set of change action stepsare not considered

Different style s at different situations

 There can be things universal for all

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Key Issues

It was seen as a “prelude to a radicalshake-up”

Lack of adequate consultationPotential Changes in the working

patterns of women juggling withchildcare should have scheduled in avery sensitive way

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Recommendations

 The change should be Charismatic :Paradigm shift but less directive andmore consultative

It should be engineering interventionrather than commanding changeintervention

According to the scale of action andthe style of leadership, specific se of change steps should be formulated

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Processual Approach

According to Pettigrew

“Change is best understood as a

complex interplay between content,process and context”

By context we mean, externalcontext( economic, political andcompetitive environment) as well asinternal context( strategy, structure,culture and power relations)

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Stages to engage in themanagement of Change

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Lessons for British Airways

Change strategies need to adapt inlight of the reactions and politics theycreate.

Change takes time and is unlikely toentail continual development

Communication needs to occur incontext, sensitive to competingnarratives and political processes

 Training programs need to be aligned

with the desired change

SIX BOX MODEL( for internal

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SIX BOX MODEL( for internalalignment)

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Change Management Model

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THANK YOU

 Thank You