Planned Change

Planned Change

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  PLANNED CHANGE Internal FactorsDriving Change ◆ Structure sole trader - partnership - limited company ◆ Growth organic - merger - acquisition ◆ Culture top down - flat ◆ Focus production - customer ◆ Scope markets - products - services External Factors Driving Change ◆ Competition ◆ Technology ◆ Economics ◆ Society ◆ Politics ◆ Legislation
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  PLANNED CHANGE Solve systemproblems and be acceptable to system members The key to the process is to involve system members at each step ◆ Diagnose ◆ Analyze ◆ Plan ◆ Implement
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  CHANGE PROCESS Here isa 4 step method for planned change 1. Diagnose System People 2. Analyze Possibilities Limitations 4. Implement Evaluate Replan 3. Plan Initiate Maintain
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  PLANNED CHANGE 4 strategicground rules When planning change, assess the likelihood that it will ◆ Advance corporate goals ◆ Be acceptable to system members ◆ Provide a basis for timely action ◆ Yield greater benefits and entail fewer costs
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  FORCE FIELD ANALYSIS Abody is at rest when the sum of forces operating on it is zero
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  Reduces tension Change ispermanent Increases tension Change is temporary CHANGE STRATEGIES Reduce restraining forces Augment driving forces
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  FORCES FOR CHANGE Forces Self Others Environment
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  Types of work-related behaviour A powerful diagnostictool Possible problems Readiness Capability Motives & Goals Potential USING FORCE FIELD ANALYSIS
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  PLANNED CHANGE PROCESS Scout EnterDiagnose Plan Act Terminate Evaluate
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  SCOUT The client islooking for a solution to his problem The consultant observes the features of the client system ◆ Resources ◆ Limitations ◆ Norms and values ◆ Subsystems ◆ Relationships with other systems ◆ Attitude to change ◆ Motivation to change
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  ENTER Success requires supportof legitimate power within the system How is the entry point perceived within the organization ? ◆ Contract Sharing expectations and defining contributions ◆ Process impacts on initial contract Problem, resources, impact on other parts of system
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  DIAGNOSE ◆ Identify Subparts ofsystem where problem is located ◆ Define Goals of client system in organizational context ◆ Client resources Readiness to change Commitment to solution Internal resources ◆ Consultant’s tools Interviews, questionnaires, observation, data
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  PLAN 1 The entrycontract may need to be revised to include all system members likely to be impacted by the change ◆ Define objectives to be achieved by change ◆ Generate options ◆ Simulate consequences of each option ◆ Select the best one
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  PLAN 2 The interventionplan has 2 dimensions : the sources of power used to implement the change and the organizational subsystems it will impact . ◆ People ◆ Authority ◆ Information ◆ Task ◆ Policy and Culture ◆ Environment
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  ACT Training, installation ofnew procedures & systems, change in organizational structure, architecture, spatial relationships, divestment, outsourcing, layoff programs… ◆ Positive resistance Ensures planned change is carefully thought through Planned change can fail due to unforeseen consequences ◆ Negative resistance Imposed change generates hostility System members should be involved at all stages
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  EVALUATE System members shouldknow on what dimensions they are being evaluated ◆ Interim task goals ◆ Final objectives The client should monitor progress and assess results This determines the next step ◆ Move on to termination stage ◆ Return to planning stage ◆ Return to entry stage
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  TERMINATE Conditions should bedefined in the entry contract and be open to renegotiation during the process ◆ Consultant’s contact with client system ends ◆ Planned change process continues Variables determining termination ◆ Problem solved or not ◆ Need for help on other problems ◆ Client system’s degree of independence