MHR 650 Study Guide - Final Guide: List Of Knot Terminology, Distributed Leadership, Change Management

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Published on 26 Jun 2019
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MHR650 Class 1:
Targets of Change:
- People and culture
- Work processes and tasks
- Technology
- Structure
Managing Change:
- Complex process that deserves careful attention
- The large range of factors that influence outcomes means that desired outcomes are not
guaranteed
Tension and Paradox:
- Transformational Change, or Swear the Small Stuff?
o Where to start: Sweeping radical changes or gradual process of incremental
initiatives?
o Sweating the small stuff -- An enabling strategy which:
Gets people involved
Establishes a reputation for getting things done
Creating a platform for further developments
- Organizational Capabilities or Personal Skills?
o Need to understand organizational capabilities to understand the change drivers
and barriers
- Rapid Change or the “Acceleration Trip”
o Pace of changesocial, political, economic and technological
o Rapid change can cause problems; can people keep up?
- Change Leader or Distributed Leadership?
o Change is not a solo performance, rather a team work in most organizations
Organizational Change:
- Planned Change: Change that is an intentional and goal-oriented activity
- Unplanned Change: Change that is imposed on the organization and is often unforeseen
Assumption about Change:
- Over 70% of all change initiatives fail to achieve their results because:
o Organizations don’t change, people do
o People don’t resist change they resist pain associated with change
Cant expect someone else to do something that we would be unwilling to
do ourselves
o Its not about getting it “right” rather its about understanding the nature and
process of change
Your 15% solution: Part of the whole within your control
o Managing Change is NOT the same thing as project management or change
management
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Leading people through change requires more GANTT charts, meetings
and memos
o Managing requires a road map to give you a sense of direction
o Managing change requires us to constantly shift and adapt between asking and
answering “what” and “how”
Hardest truth:
1) Change is hard: its hard to manage, lead, and hard to go through
2) Change is expensive
3) Change takes time
- 70% of all change initiatives fail outright or are abandoned due to failure to achieve
expected results (A.K.A 70% failure rate)
Barriers to Change:
1) Failure to see
2) Failure to move
3) Failure to finish
Addressing the Barriers to Change:
1) Framing the Scope of Change
2) Creating a compelling vision
3) Managing the transition
- Shallow Changes: Structural such as: restructuring, adding new technologies, etc
- Deep Change: Transformational and most difficult to manage
- Strategic Change: Has organizational rather than local impact
- Sustainable Change: Has deep impact addresses second order issues
- Developmental Change: Improvement to what is already being done
- Transitional Change: Replaces what exists with something entirely different to move to
a new “state”
- Transformational Change: Radical shift of behaviour, culture, and mindset
Managing Change Rules:
1) Organizations don’t change… people do
2) It isn’t the change that do you in, it’s the transition
3) Change begins with an ending
- Bridges Model:
o After the ending zone is the neutral zone
o The last phase in transition is the beginning
The Status Quo Lewin’s Force Field:
- Top Reasons for resisting Change:
o Fear of unknown
o Lack of good info
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o Fear of loss
o No sense of urgency
o Lack of resources
o Bad timing
o Habit
Facilitating Change Schein/Lewin:
- In order to move you need to:
o Unfreeze: Individuals are encouraged to discard old behaviours
Application: Eliminates rewards for current behaviour
o Moving: New attitudes, values and behaviours are substituted for old ones
Application: Initiates new options and explains their rationale
o Refreeze: New attitudes, values and behaviours are established in new status quo
Application: Culture and reward system encourage new behaviours
John Kotter Determining Organizational Readiness:
1) Sense of urgency
2) Powerful guiding coalition for change
3) Vision
4) Wide and frequent communication
5) Obstacles need to be removed and people empowered to act
6) Planning needs to incorporate short term wins to involve people in successful change
7) Don’t declare victory to soon
8) Anchor change in organization’s culture
Class 2:
Why Change:
- Change is a risky activity: many organizational changes fail or do not realize their
intended outcomes
- Pressure to change comes from:
o External environmental pressures
o Internal organizational pressures
Images of Managing Change:
- Director: Change is pressure and controllable by managers ability to direct the
organizations response
- Navigator: Multiple pressures managers will need to take into account
- Caretaker: Managers have little control or choice in the organizations actions
- Coach: Pressures for change are constant and result in need to develop to enhance
organizations outcomes
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