Change Management
CHANGE MANAGEMENT MID TERM NOTES
CHAPTER 1- Patterns of change and their implications for change management
Theories Relating to Patterns of Change:
1. Gradualist Paradigm o Posits that an organization changes and develops through a continuous process of incremental adjustment (ideal)
• Accumulate over time to ensure that the organization is always aligns with its external environment 2. Punctuated Equilibrium o Most organizations experience change as a discontinuous process often referred to as a pattern of punctuated equilibrium o Involves long periods of low intensity incremental changes punctuated by shots bursts of high intensity discontinuous change o Dominant pattern of change because a number of factors act to limit the degree of change that occurs in the periods of low intensity change
(Looks like the above graph but steps under the arrow)
IMPORTANT- Factors That Can Limit Change (inertia)
1. A Fear of Change o They prefer the status quo to an uncertain future o They anticipate that the cost of changing might outweigh the benefits
2. Persistent ‘deep structures’ (strategy) o Are fundamental choices that determine an organizations pattern of activity o Football Analogy- the rules of the game represent deep structures (taken for granted and difficult to change) o Act as forces for inertia that work to maintain the status quo o Forces for inertia are strongest when a group, department or organization is part of a network of tightly coupled mutual dependencies
3. Pressure to deliver short term results o Directs managers attention towards improving internal alignment in order to increase efficiency o Diverts their attention away from external alignment
** All three factors combine to inhibit change and promote strategic drift **
** The organization does not change fast enough or in the ways that will ensure that it remains aligned with its external environment**
The Trigger for Discontinuous Change o Eventually this
CHAPTER 1- Patterns of change and their implications for change management
Theories Relating to Patterns of Change:
1. Gradualist Paradigm o Posits that an organization changes and develops through a continuous process of incremental adjustment (ideal)
• Accumulate over time to ensure that the organization is always aligns with its external environment 2. Punctuated Equilibrium o Most organizations experience change as a discontinuous process often referred to as a pattern of punctuated equilibrium o Involves long periods of low intensity incremental changes punctuated by shots bursts of high intensity discontinuous change o Dominant pattern of change because a number of factors act to limit the degree of change that occurs in the periods of low intensity change
(Looks like the above graph but steps under the arrow)
IMPORTANT- Factors That Can Limit Change (inertia)
1. A Fear of Change o They prefer the status quo to an uncertain future o They anticipate that the cost of changing might outweigh the benefits
2. Persistent ‘deep structures’ (strategy) o Are fundamental choices that determine an organizations pattern of activity o Football Analogy- the rules of the game represent deep structures (taken for granted and difficult to change) o Act as forces for inertia that work to maintain the status quo o Forces for inertia are strongest when a group, department or organization is part of a network of tightly coupled mutual dependencies
3. Pressure to deliver short term results o Directs managers attention towards improving internal alignment in order to increase efficiency o Diverts their attention away from external alignment
** All three factors combine to inhibit change and promote strategic drift **
** The organization does not change fast enough or in the ways that will ensure that it remains aligned with its external environment**
The Trigger for Discontinuous Change o Eventually this