October 4, 2023

Identify the need for change

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Chapter 11: The Future of Organizations and

the Future of Change

Chapter Overview

• This chapter presents an expanded summary model of organization change

• The future of organizational change and organizational change agents are discussed

• Two main routes exist to becoming a change agent: sophisticated technical specialist and strategic generalist routes

• Paradoxes related to change management are summarized

• Questions are raised about how to orient yourself to organizational change

The Change Path Model • Use Diagnostic

Models in Chs. 2 and 3 to Better Assessing the Context: • How to Change • What to Change

• Identify the need for change

• Articulate gap between current situation and desired future state and develop awareness of need for change

• Develop and disseminate powerful vision for change

Initial Organization Analysis Chapters 2 & 3

Awakening Chapter 4

The Change Path Model

Chapter 5 Navigating Change Through

Formal Structures and Systems

Mobilization Chapters 5 through 8

Chapter 6 Navigating

Organizational Politics and Culture

Chapter 7 Managing Recipients of Change and Influencing

Internal Stakeholders

Chapter 8 Becoming a Master

Change Agent

The Change Path Model

Acceleration Chapter 9

Institutionalization Chapter 10

• Planning and implementation that engages and empowers others

• Action planning tools • Communications planning • Managing the transition

and after-action review

• Tracking and measuring the change over time to assess progress, make modifications (as needed), and manage risk

The Change Path Model

Awakening Chapter 4

Mobilization Chapters 5 through 8

Acceleration Chapter 9

Institutionalization Chapter 10

Summary Checklist for Change

Following the Change Management Process:

• Chs. 2 and 3: Initial Organizational Analysis

• Unfreezing the system

• How to change?

• What to change?

• Understand the complexity, levels of analysis, and time dynamics of change

Summary Checklist for Change (cont.)

Awakening

• Ch.4: Building and Energizing the Need for Change

• Understanding the need for change

• Articulating the gap between the current mode of

operation and the desired future state and

developing awareness of the need for change

• Developing the powerful vision for change

Summary Checklist for Change (con’.)

Mobilization • Ch.5: Navigating Change Through Formal Systems

and Structures • Assessing their weaknesses and strengths • Leveraging them to gain approval • Leveraging them to gain acceptance • Creating more adaptive systems and structures

• Ch.6: Navigating Organizational Politics and Culture • Power dynamics • Perception of change and the change equation • Force field analysis • Stakeholder analysis

Summary Checklist for Change (cont.)

Mobilization

• Ch.7: Managing Recipients of Change and Influencing Internal Stakeholders

• Responses to change: +ve, ambivalence, and – ve

• Psychological contract • Stages of reaction to change • Impact of personality, experience on change

• Managing forward with recipients and internal stakeholders

Summary Checklist for Change (cont..)

Mobilization

• Ch.8: Becoming a Master Change Agent • Factors influencing change agent success

• Change leader characteristics

• Change leader development • Types of change leaders • External change agents • Effective change teams

Summary Checklist for Change (cont..)

Acceleration

• Ch.9: Action Planning and Implementation

• Implementation planning that engages and empowers others

• Action planning tools • Communications planning • Managing the transition and after-action

review

Summary Checklist for Change (cont..)

Institutionalization • Ch.10: Measuring Change—Designing

Effective Control Systems • Tracking and measuring the change over

time to assess progress, make modifications (as needed), and manage risk

• Institutionalizing the change through systems

The Impact of Organization Trends on Change and Change Agents

Organization Trends • Globalization—be big, or be specialized and excellent, or

be acquired, squeezed, or eliminated

• Virtual and networked organizations

• Loose/tight controls

• 24/7 response requirements

• Cost an quality focus, outsourcing and supply chain rationalization

• Crowd sourcing for capital, innovation, and talent

• Rise of big data, algorithms, and artificial intelligence

The Impact of Organization Trends on Change and Change Agents (cont..)

Organization Trends • Shortening product life cycles and increasing customer

expectations

• Influential online communities democratizing information access

• Increasing focus on integrated customer services and knowledge management

• Rapid technological change fundamentally alters industry structures, both in terms of the “what” and the “how”

• Changing demographic, social, and cultural environment

• Political changes are realigning alliances and the competitive environment

The Impact of Organization Trends on Change & Change Agents (cont..)

Impact on Organization Change • Strategic global perspective for both large firms & niche

firms • Knowledge of networks & emergent organizational forms

• Knowledge & risk management extends to virtual world & big data

• Web enabled communication, change related blogs, fast response capacity with a human face

• Negotiation & network development, quality, cost leadership and/or customer focus

• Creativity, innovation & deployment of resources

• Empowerment, teams, & process focus • AI, robotics, new materials, new processes & the IoT

The Impact of Organization Trends on Change and Change Agents (cont..)

Impact on Change Agents • Pattern finder • Vision framer • Organizational analyst and aligner • Mobilizer, empowerer, enabler, enactor • Disintegrator and integrator • Corporate gadfly and trend surfer • Generalist capacities: facilitation, influencing, negotiating, and

visioning skills; project management expertise • Specialist roles, related to technical expertise needed for

specific change initiatives • Capacity to develop and sustain the trust and confidence of

multiple stakeholders

Change Agents Need to Develop

1. A strong strategic and global perspective 2. Knowledge of networks and emergent organization forms 3. Skills in risk management and knowledge management 4. Understanding of the impact of Web-enabled communication,

use of social media in advancing external and internal change and fast response capacity

5. The ability to communicate globally while maintaining a human face

6. Perceptiveness of different cultures and norms and how they affect change

7. The capacity to create, deploy, and work with empowered teams with right mix of skills and abilities, operating with a vision focus • Boundaries come from vision and shared expectations

concerning performance and other understood standards and commitments

The Business of a Change Specialist

1. Mergers and acquisitions 2. Joint ventures and alliances 3. Organizational integration

specialists 4. Business stage specialists:

growth, maturity, decline, renewal

5. Large scale or disruptive change specialists

6. Crisis management specialists

7. Information technology system integrators

8. Organization structure specialists

9. Supply change integrators 10. Cross-cultural specialists by

specific cultures 11. Inter-organization specialists

including government or industry relations

12. Multi-party negotiation specialists … and the list goes on

Organizational Change Agent’s Skills

Increasingly complex change assignment of moderate scale

General Change Management Skills •Organizational and environment analysis •Leadership, visioning, negotiation, and other interpersonal communication and influence skills •Project management and implementation skills

Sophisticated knowledge of change leadership and general change management skills Strategic change assignments of high complexity &/or large scale

Solid technical understanding of more complex technical change being implemented

Technical/Domain-Specific Change Management Skills

• Technical knowledge of the specific change being implemented

• Knowledge of specific management change tools listed in Table 9.7 and Figure 9.4 of Chapter 9

Solid technical understanding of the simple change being implemented

Entry-level change assignments

Entry-level project management and change management skills

Change Paradoxes

Ø Managing complexity and ambiguity while

maintaining nimbleness and change momentum

Ø Managing the need to be simultaneously centralized decentralized

Ø Managing the need for both incremental (or

continuous) and radical (or discontinuous) change

Ø Encouraging participation and involvement but

recognizing the need for some degree of central

direction and control

Orienting Yourself to Organizational Change

1. Gain perspective and insight by recognizing the dynamism and complexity of your organization

2. Recognize that people’s perceptions are critical. The perception of benefits, costs, and risks determine a person’s reaction to change

3. Understand that your perception is only one of many

4. Gather people as you go

5. Pull people with a powerful change vision. Push people through argument and rewards when you need to, but gaining support through their hearts is often the better way

Orienting Yourself to Organizational Change (cont..)

6. Get active in pursuit of your vision. If you do something,

you will get responses and learn

7. Have a plan oriented around your change vision

8. Do things that are positive. Actions that suck energy are

difficult to sustain. Growing your energy as change agent

is important

9. To start meaningful change you need only a few believers.

To continue, you need to develop momentum until a critical

mass of key participants are on side

10. There are many routes to your goal. Find the ones with the

Critical Change Questions 1. What is the environment telling you prior to, during,

and following the implementation of change? a. what is the broader environment telling you about future

economic, social, and technological conditions and trends? b. what are your customers or clients telling you? c. what are your competitors doing and how are they reacting

to you? d. what are the partners within your network doing and how are

they responding to you? e. what do the people who will potentially be the leaders,

managers, and recipients of change want and need?

2. Why is change needed? Who sees this need?

3. What is your purpose and agenda? How does that purpose project to a worthwhile vision that goes to the heart of the matter?

Critical Change Questions (cont..)

4. How will you implement and manage the change? a. how will you resource the change? b. how will you select and work with your change team? c. how will you work with the broader organization? d. how will you monitor progress so that you can steer, alter

speed, and course, if necessary? e. how will you ensure that you act ethically and with integrity?

5. What have you learned about change and how can you remember it in the future? How can you pass on what you learned?

6. Once the change is completed, what comes next? The completion of one change simply serves as the start point for the next.

Summary

• We’ve challenged you to take time to read and think about change.

• Now it’s time to deploy those ideas and act

• Leading change will bring you many things—it will frustrate & invigorate, humble & empower, create doubt & fear while developing courage, fulfillment & joy…

• By leading change, you will change yourself and the lives of those around you!

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Identify the need for change

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