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Chapter 2 Images of Managing Change
• Understand the importance of organizational images and mental models.
• Identify different images of managing and of change outcomes.
• Outline six different images of managing change.
• Identify the theoretical underpinnings of these six change management images.
• Understand the practical implications of the six images and how to use them.
Learning Objectives
Images of Managing Change
Controlling…◦Top-down view of management◦Fayol’s theory of management:
planning, organizing, commanding, coordinating and controlling.
Shaping…◦Participative style of management◦Improving the capabilities of people
within the organization
Images of ManagingChange
Images of Change Outcomes
Images of Change Managers:- Director- Coach- Navigator- Interpreter- Caretaker- Nurturer
Three Core Uses of the Images
Images of Change Outcomes
Intended Change:◦Change is a result of planned action
Partially Intended Change:◦Change may need to be re-modified
after it is initially implementedUnintended Change:
◦Forces beyond the control of the change manager
Images of ManagingChange
Images of Change Outcomes
Images of Change Managers:- Director- Coach- Navigator- Interpreter- Caretaker- Nurturer
Three Core Uses of the Images
Images of Managing
Controlling . . . (activities)
Shaping . . .(capabilities)
Images of Change
Outcomes
Intended DIRECTOR COACH
PartiallyIntended
NAVIGATOR INTERPRETER
Unintended CARETAKER NURTURER
Images of ManagingChange
Images of Change Outcomes
Images of Change Managers:- Director- Coach- Navigator- Interpreter- Caretaker- Nurturer
Three Core Uses of the Images
Images of Change Managers
Images of ManagingChange
Images of Change Outcomes
Images of Change Managers:- Director- Coach- Navigator- Interpreter- Caretaker- Nurturer
Three Core Uses of the Images
Director Based on an
image of management as control and of change outcomes as being achievable.
Supported by the n-step models and contingency theory.
Coach Relies upon building
in the right set of values, skills and “drills” that are deemed to be the best ones to be drawn upon in order to achieve desired organizational outcomes.
Related to OD approaches.
Images of Change Managers
Images of ManagingChange
Images of Change Outcomes
Images of Change Managers:- Director- Coach- Navigator- Interpreter- Caretaker- Nurturer
Three Core Uses of the Images
Navigator Control is the heart of
management action, although a variety of external factors mean that managers may achieve some intended change outcomes and others will occur over which they have little control.
Supported by the contextualist and processual theories of change.
Interpreter The manager
creates meaning for other organizational members, helping them to make sense of various organizational events and actions.
Supported by the sense-making theory of organizational change
Images of Change Managers
Images of Change ManagersImages of ManagingChange
Images of Change Outcomes
Images of Change Managers:- Director- Coach- Navigator- Interpreter- Caretaker- Nurturer
Three Core Uses of the Images
Caretaker The manager’s control
is severely impeded by a variety of internal and external forces beyond their scope. The caretaker shepherds their organizations along as best they can.
Supported by life-cycle, population-ecology and institutional theories.
Nurturer Even small changes may
have a large impact on organizations and managers are not able to control the outcome of these changes but may nurture their organizations. This facilitates organizational qualities that enable positive self-organizing to occur.
Related to chaos and Confucian/ Taoist theories.
Three Core Uses of the Images
These six images of change managers have three core uses:1) They highlight a variety of assumptions
that change managers make about change and increase the awareness of different interpretations of change.
2) They draw attention to the dominant images of change within an organization.
3) They highlight a range of perspectives available to change managers.
Images of ManagingChange
Images of Change Outcomes
Images of Change Managers:- Director- Coach- Navigator- Interpreter- Caretaker- Nurturer
Three Core Uses of the Images
Table 2.5Chapter Reflections for the Practicing Change Manager
Chapter 3 Why Organizations Change
Why Change?
Change is a risky activity – many organizational changes fail or do not realize their intended outcomes. This raises the question: why is change so prevalent?
Pressure to change comes from:◦External, environmental pressures◦Internal, organizational pressures
Why Change?
External Pressures- Fashion- Mandated- Geopolitical- Market decline- Hyper-
competition- Reputation &
credibility
Role of the Environment
Internal Pressures- Growth- Integration &
collaboration- Identity- New broom- Power &
political
Environmental Pressures
Pressure Examples Description
Fashionpressures
Boeing Co.
Neo-institutionalism: mimetic isomorphism. Managers imitate practices associated with successful organizations
Mandated pressures
Chevron Texaco
Neo-institutionalism: coercive isomorphism. An organization changes through formally or informally mandated requirements.
Geopolitical pressures
3M
Macroeconomic changes (or crises) place pressure on organizations to
change the way they operate.
Why Change?
External Pressures- Fashion- Mandated- Geopolitical- Market decline- Hyper-
competition- Reputation &
credibility
Role of the Environment
Internal Pressures- Growth- Integration &
collaboration- Identity- New broom- Power &
political
Environmental Pressures
Pressure Examples Description
Market decline
pressures
AOL Time Warner
When current markets begin to decline there is pressure to find newer, more viable markets.
Hyper-competition pressures
Gateway
The highly intensified rate of business – including shortened product life cycles and rapid responses by competitors – produces pressure for change at the organizational level.
Reputation and credibility
pressures
Walt Disney Company
In light of recent corporate governance scandals, the pressure to maintain a good reputation and high level of credibility has increased.
Why Change?
External Pressures- Fashion- Mandated- Geopolitical- Market decline- Hyper-
competition- Reputation &
credibility
Role of the Environment
Internal Pressures- Growth- Integration &
collaboration- Identity- New broom- Power &
political
Debate: Role of the Environment
Organizational learning vs. threat-rigidity◦ whether external pressures facilitate or inhibit the process of change.
Environment as an objective entity vs. environment as a cognitive construction◦ The former treats the environment as an objective entity to which
managers must respond. The latter emphasizes the centrality of managers’ interpretations of environmental conditions as the key determinant of behavior.
Forces for change vs. forces for stability: ◦ External forces can vary; they either promote change or promote stability.
Bridging (adapting) vs buffering (shielding):◦ These represent either strategies that can maintain effectiveness by
adapting parts of the organization to changes happening in the outside environment (bridging) or focusing on efficiency by avoiding change through shielding parts of it from the effects of the environment (buffering).
Why Change?
External Pressures- Fashion- Mandated- Geopolitical- Market decline- Hyper-
competition- Reputation &
credibility
Role of the Environment
Internal Pressures- Growth- Integration &
collaboration- Identity- New broom- Power &
political
Internal Pressures
Pressure Examples Description
Growth pressures
Microsoft
Existing systems and processes in an organization may no longer be applicable when the size of the organization increases.
Integration and
collaboration pressures
EDS
Integration and creating economies of scale can lead to pressure for change in organizations.
Identity pressures
ForteHotel
A common organizational identity and the unified commitment of staff in different areas/departments of an organization can be difficult to manage and may encourage change.
Why Change?
External Pressures- Fashion- Mandated- Geopolitical- Market decline- Hyper-
competition- Reputation &
credibility
Role of the Environment
Internal Pressures- Growth- Integration &
collaboration- Identity- New broom- Power &
political
Internal Pressures
Pressure Examples Description
New broom
pressures
Bank of America
Change at the senior management level – particularly of CEO - can often be a catalyst for significant changes in an organization.
Power and political
pressures
Morgan Stanley
Power relationships and politicking can change internal processes and decision making.
Why Change?
External Pressures- Fashion- Mandated- Geopolitical- Market decline- Hyper-
competition- Reputation &
credibility
Role of the Environment
Internal Pressures- Growth- Integration &
collaboration- Identity- New broom- Power &
political
Exercise 3.2Public Change Rationales
More on the why of change…
• Life cycle theories: linear and irreversible sequence of prescribed change• Organizations go through different stages: birth,
youth, midlife, maturity,…. When reached maturity, revitalization is needed.
• Teleological theories: recurrent and discontinuous sequence of goal setting, implementation, and adaptation
• Dialectic theories: recurrent and discontinuous sequence of confrontation, conflict, and synthesis
• Evolutionary theories: recurrent, cumulative and probabilistic sequence of variation, selection, and retention
Theories of Organizational Change
• globalization: Deregulation, opening of national economies
• Unpredictable and Rapidly changing markets
• Service and knowledge base business• profitability based on machine power to
profitability based on intelligence and skills
Economic Pressures
• Flexible working arrangements• Women in management• Educated workforce/society• Demographics• Immigrations• People more independent, questioning• Lack of loyalty between the workers and
companies
Social Pressures
• Information and Communication Technology• High performance work systems• Integrated information systems• Access to information• Global networking• New media
• Shortening product life cycles• High quality
Technological Pressures
SD Elements:Social
1. Employee Well-Being2. Quality of Life3. Business Ethics
Economic4. Shareholder Value Creation5. Economic Development
Environmental 6. Environmental Impact Minimization7. Natural Resource Protection
Sustainable Development Pressures
• Challenging old assumptions• Understanding the new rules of competition• Capturing the potential of new paradigms
by rethinking business processes• Constant innovation • Improving continually as part of normal
functioning• Transforming while keeping purpose and
direction
Continuous learning
Organizational Self-renewal
• continual new and unfamiliar problems cannot be broken down and distributed among the existing specialists roles
• continual adjustment and redefinition of individual tasks is needed
• Interactions and communication may occur at any level as required by the process
• organization charts are not always useful
Organic type of organizations, adopted to unstable conditions
• Industrial mindset:• Invalidity of the internal reality of
human consciousness• Scarcity of resources• Separate parts• Discrete events
• emerging mindset:• Consciousness is causative• Abundance• Relationships and Wholeness• Continuous Process
parts are connected and they are connected to the whole,change is a continuous process, andthe internal and external dynamics are both important.
Emerging Mindset