Organizational Change Theory – Literature Review

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Organizational Change Theory Literature Review

EDET 780 Sparks, Spring 2008

Kotter and Schlesinger (1979)

Reasons for resistance to change Parochial self-interest how change will effect their own interests rather than

seeing the effects on the business and its success

Misunderstanding communication problems leading to inadequate information

Low tolerance of change employees who believe stability is security

Different assessments of the situation not everyone will be on board about

needing to change and if problems exist

Six approaches to deal with resistance to change

Education and communication informing is perhaps the best and easiest way to

get buy-in to the change effort

Participation and involvement when others have stake in the change, they need

to be part of the dialogue

Facilitation and support fear and anxiety may exist and need to be addressed

during the transition period

Negotiation and agreement change may mean less for some and this can be

overcome by offering incentives

Manipulation and co-option co-op with those resistant to change. Bring them

into the setting but not with any real power

Explicit and implicit coercion force can be used when the timing of the situation

is critical. Those resisting may be transferred, lose jobs, be dismissed or passed

over for promotion

Icek Ajzen (1988, 1991)

Theory of Panned Behavior how to change the behavior of people

Three considerations of the theory of planned behavior

Behavioral beliefs there are beliefs about the likely consequences of the

behavior

Normative beliefs beliefs about the normative expectations of others

Control beliefs believing in the persistence of factors that may facilitate orimpede the performance of others

*The three considerations (circumstance, projects, programs) are crucial whn thebehavior of people needs to be changed

*The resistance can be overcome when intentions are strong and well formed,expectations are realistic and specific plans for intervention implementation have been


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developed. Therefore, focusing on the attitudes can effect change.

Andrew Pettigrew and Richard Whipp (1991) Managing Change for Competitive

Success

What are the three dimensions of strategic change?

Content (objective, purpose and goals) WHAT

Process (implementation) HOW

Context (the internal and external environment) WHERE

*The emphasis is on the continuous interplay between these change dimensions. Theydescribe change as an, iterative, cumulative and reformulation-in-use process. The

successful change is a result of the interplay of what, how and where.

Five Change Factors

Environmental assessment open learning systems looking at the internal and

external environments

Human resources as assets and liabilities seeing employees as valuable andtrustworthy and letting them know this

Linking strategic and operational change Time scale is important and combining

activities may lead to new strategic changes

Leading the change Leadership must move the organization ahead and creat the

right climate for change

Overall coherence change strategy must be consistent with clear goals,

consonant with its environment and provide a competive edge and be feasible

Star Model by Gailbraith

Five Points of the Star

Strategy determines direction

Structure determines the location of decision-making power

People selection and development of the right people

Process determines the flow of information

Rewards provide motivation and incentives for desired behavior

Richard Beckhard and Reuben Harris (1987) The Change Model (change formula or

change equation)

Dissatisfaction x Vision x First Steps > Resistance to Change

Dissatisfaction with the present situation

Vision of what is possible in the future

Achievable first steps towards reaching this vision


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Wilfried Kruger The Change Management Iceberg

*Essence of change in organizations is dealing with barriers

At the top of the iceberg is cost, quality and time focus of management

Below the surface is the heart of the issues and barriers

Management of perception and beliefs

Power and political management

QuickTime and aTIFF (Uncompressed) decompressor

are needed to see this picture.

Prosci (1998) The ADKAR Model

Awareness of the need to change

Desire to participate and support change

Knowledge of how to change and what the change looks like

Ability to implement the change on a day-to-day basis


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Reinforcement to keep the change in place

John Kotter (1990) A Force for Change: How Leadership Differs from Management

Eight reasons why many change processes dont succeed

Allowing too much complexity Failing to build a sustainable coalition

Not understanding the need for a clear vision

Failing to clearly communicate the vision

Permitting roadblocks against the vision

Not planning for short term results and not realize them

Declaring victory too soon

Fail to anchor changes in corporate culture

The change phase model

Establish a sense of urgency Create a solution

Develop a clear vision

Share the vision

Empower people to clear obstacles

Secure short-term wins

Consolidate and keep moving

Anchor the change

*according to Kotter, it is crucial to follow the eight phases of change in the exact

sequence

The Cultures of Work Organizations Harrison Trice and Janice Beyer (1993)

Eight considerations to keep in mind when changing organization cultures

Capitalize on propitious moments make sure people perceive the need for

change

Combine caution with optimism both at the individual and organizational level

Change many elements but maintain some continuity identify the principles that

will remain constent

Recognize the importance of implementationo Adoption

o Implementation

o Institutionalization

Select, modify, and create appropriate cultural forums employ symbols, rituals,

languages, stories, myths, metaphors, rites and ceremonies

Modify socialization tactics people learn the corporate culture through


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socialization at the outset of their employment

Find and cultivate innovative leadership leader must have loads of self-

confidence, strong convictions, dominant personality and verbal skills

Entrepreneurial Government. Explanation of Principles of Reinvention Osborne andGaebler (1992)

Ten Principles of Reinvention

Catalytic steering rather than rowing

Community-owned empowering rather than serving

Competitive inject competition into service delivery

Mission-driven transforming rule-driven organizations

Results-oriented Funding outcomes, not inputs

Customer-driven Meeting the needs of the customer not the bureaucracy

Enterprising Earning rather than spending

Anticipatory Prevention rather than cure

Decentralized From hierarchy towards participation and teamwork

Market-oriented Leveraging change through the market

Documents

Organizational Change Theory – Literature Review