Managing Strategic Change
expectations
& objectives
resource
capability
environmental
forces
STRATEGY
opportunities &
threats
strengths &
weaknesses
SHARED BELIEFS & ASSUMPTIONS
STRATEGY
Environmental
forces
Organisational
capabilities
PERFORMANCE
THE CULTURAL WEB OF AN ORGANISATION
•
STORIES
RITUALS &
ROUTINES
SYMBOLS
SHARED BELIEFS
AND
ASSUMPTIONS
CONTROL
SYSTEMS
POWER
STRUCTURES
ORGANISATIONAL
POWER
Managing Strategic Change
Managing
Transitions
Effectively
Internal &
External
Pressures
for Change
Creating
Risk Taking
Learning
Dealing with
Organisational
Cultures
Managing
Organisational
Politics
Rebuilding
Self-Esteem &
Performance
Achieving
Organisational
Change &
Learning
The Transition Curve
SENSE OF WELL BEING
PERFORMANCE
INTEGRATION
DENIAL
EMOTIONAL TURMOIL
SHOCK
- FEAR
- ANGER
- GUILT
- GRIEF
TIME
SEARCH FOR
MEANING
NEW IDEAS &
STRATEGIES
ACCEPTANCE
LETTING GO OF
THE PAST
A Model for Managing Change
Planning Phase
• Generate need
• Determine
future states
• Address
organisational
power & political
dynamics
Managing Phase
• Disengage from past
(and communicate
what will not change)
• Organise transition
management team(s)
• Involve
organisational
members
• Use multiple levers
• Provide feedback
• Create symbols &
language
EVALUATION
Stabilizing Phase
• Utilise reward
system
• Deploy
guardians of the
new way
A Model of Organisational Performance & Change:
The TRANSFORMATIONAL Factors
EXTERNAL ENVIRONMENT
MISSION &
STRATEGY
LEADERSHIP
ORGANISATIONAL
CULTURE
INDIVIDUAL & ORGANISATIONAL
PERFORMANCE
Eleven Qualities of a Successful Manager
Command of basic facts
Relevant professional understanding
Basic knowledge &
information
Continuing sensitivity to events
Analytical, problem-solving,
decision/judgement-making skills
Social skills & abilities
Skills &
attributes
THE
SUCCESSFUL
MANAGER
Emotional resilience
Proactivity inclination to respond
purposefully to events
Creativity
Mental agility
“Meta
Qualities”
Balanced learning habits & skills
Self-knowledge
Pedler, Burgoyne & Boydell
Force field Analysis
FORCES FOR CHANGE
STABILITY
FORCES AGAINST CHANGE
Resistance to Change
Individual Resistance
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Habit
Security
Economic status
Fear of the unknown
Selective information processing
Resistance to Change
Organisational Resistance
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Structural resistance
Limited focus of change
Group inertia
Threat to expertise
Threat to established power relationships
Threat to established resource allocations
Overcoming Resistance
to Change
• Information through education and
communication
• Involvement and participation
• Support and facilitation – e.g. counselling
training
• Negotiation
• Co-option and manipulation
• Coercion
• Piloting
Six Rules for Managing
Change Effectively
• Work hard at establishing the need for change
• Don’t only think out the change, think through it
• Initiate change through informal discussion to
get feedback and participation
• Positively encourage those concerned to give
their objections
• Be prepared to change yourself
• Monitor the change and reinforce it
Ten Organisational Prerequisites for
Transformational Change
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Commitment from top leaders
Written description of the changed organisation
Deconstruct the status quo
Identify and mobilise the critical mass for support
Need to take a medium to long term perspective
Be aware of resistance to change and honour it
Develop awareness and education of those affected
A passion for change, experimentation and learning is
essential from the top
• Need to put money where your mouth is!
• Maintain open flows of information and
communication