Managing Organizational Change: A Multiple Perspectives Approach Book

Preface     xi
Introduction: Stories of Change     1
Stories of Change     2
A Hewlett-Packard Change Story: Managing a Merger     2
An IBM Change Story: Transformational Change from Below and Above     3
A Kodak Change Story: Provoking Reactions     5
A McDonald's Change Story: Responding to Pressure     6
Drawing out the Change Issues and Where They Are Found in the Chapters That Follow     8
Images of Managing Change...Chapter Two     8
Why Organizations Change...Chapter Three     10
What Changes in Organizations... Chapter Four     11
Diagnosis for Change...Chapter Five     11
Resistance to Change...Chapter Six     11
Implementing Change...Chapters Seven and Eight     12
Linking Vision and Change... Chapter Nine     12
Strategies and Skills for Communicating Change...Chapters Ten and Eleven     13
Consolidating Change...Chapter Twelve     13
Bringing It All Together: A Roadmap of the Book     14
A Note on Chapter Formats     16
Conclusion     16
Bibliography     17
Notes     20
Images of Managing Change     23
Images of Managing Change: Where They ComeFrom     24
Images of Managing     24
Images of Change Outcomes     25
Six Images of Managing Change     26
Change Manager as Director     27
Change Manager as Navigator     27
Change Manager as Caretaker     28
Change Manager as Coach     30
Change Manager as Interpreter     31
Change Manager as Nurturer     32
Using the Six-Images Framework     34
Three Key Uses of the Six-Images Framework     35
Conclusion     38
Supplemental Reading     39
Case Study: Green Mountain Resort (Dis)solves the Turnover Problem     40
Bibliography     42
Notes     46
Why Organizations Change     49
Environmental Pressures for Change     50
Fashion Pressures     52
Mandated Pressures     53
Geopolitical Pressures     55
Market Decline Pressures     56
Hypercompetition Pressures     57
Reputation and Credibility Pressures     59
Why Organizations May Not Change in the Face of External Environmental Pressures     60
Organizational Learning versus Threat-Rigidity      61
Environment as Objective Entity versus Environment as Cognitive Construction     62
Forces for Change versus Forces for Stability     63
Bridging (Adapting) versus Buffering (Shielding)     63
Organizational Pressures for Change     65
Growth Pressures     65
Integration and Collaboration Pressures     66
Identity Pressures     67
New Broom Pressures     67
Power and Political Pressures     69
Conclusion     70
Supplemental Reading     71
Case Study: Chipping Away at Intel     72
Bibliography     74
Notes     80
What Changes in Organizations     85
Types of Changes     86
Distinguishing between First-Order and Second-Order Changes     86
First-Order, Adaptive Changes     87
Second-Order, Transformational Change     89
Beyond Either First-Order or Second-Order Change     93
Rethinking Linear, Equilibrium Assumptions about Change     96
Implications for Change Managers     97
Types of Changes: Lessons from the Front Line     99
Downsizing     99
Technological Change     101
Mergers and Acquisitions      103
Revisiting Downsizing, Technological Change, and Mergers and Acquisitions: How Fast?     106
Conclusion     107
Supplemental Reading     108
Case Study: Nestle     109
Bibliography     110
Notes     115
Diagnosis for Change     121
Models: Why Bother?     122
Modeling Organizations     123
The Six-Box Organizational Model     123
The 7-S Framework     124
The Star Model     124
The Congruence Model     126
The Burke-Litwin Model     128
The Four-Frame Model     128
Diagnosis by Image     130
Component Analysis     130
The PESTEL Framework     130
Scenario Analysis     131
Gap Analysis     132
The Elements of Strategy     132
The Strategic Inventory     133
Newsflash Exercise     135
Cultural Web     135
Structural Dilemmas     140
The Boundaryless Organization     140
Diagnosing Readiness to Change     141
Stakeholder Analysis     146
Force-Field Analysis      151
Conclusion     152
Supplemental Reading     152
Case Study: Boeing     153
Bibliography     155
Notes     157
Resistance to Change     159
Support for Change     159
Signs of Resistance to Change     161
Why Do People Resist Change?     162
Dislike of Change     162
Discomfort with Uncertainty     163
Perceived Negative Effect on Interests     163
Attachment to the Established Organizational Culture/Identity     163
Perceived Breach of Psychological Contract     165
Lack of Conviction That Change Is Needed     165
Lack of Clarity as to What Is Expected     165
Belief That the Specific Change Being Proposed Is Inappropriate     165
Belief That the Timing Is Wrong     166
Excessive Change     166
Cumulative Effect of Other Changes in One's Life     166
Perceived Clash with Ethics     166
Reaction to the Experience of Previous Changes     167
Disagreement with the Way the Change Is Being Managed     168
Managers as Change Resistors     169
Managing Resistance     172
A "Situational" Approach      172
The Resistance Cycle, aka "Let Nature Take Its Course"     172
"Creative Counters" to Expressions of Resistance     174
Thought Self-Leadership     174
Tinkering, Kludging, and Pacing     176
The "Power of Resistance"     177
Conclusion     181
Supplemental Reading     182
Case Study: Problems at Perrier     183
Bibliography     184
Notes     188
Implementing Change: Organization Development, Appreciative Inquiry, Positive Organizational Scholarship, and Sense-Making Approaches     191
Coach Image of Implementing Change: The Organization Development (OD), Appreciative Inquiry (AI), and Positive Organizational Scholarship (POS) Approaches     192
Traditional OD Approach: Fundamental Values     192
The OD Practitioner     194
Criticisms of OD     195
Current Relevance of OD's Traditional Values     196
Are OD Values Universal?     197
Engaging in Large-Scale Change     198
Appreciative Inquiry: From Problem Solving to (Building on) What Works Well     199
The Emergence of Positive Organizational Scholarship (POS)     202
Interpreter Image of Implementing Change: Sense-Making Approaches      204
Conclusion     209
Supplemental Reading     210
Case Study: Change at DuPont     211
Bibliography     213
Notes     216
Implementing Change: Change Management, Contingency, and Processual Approaches     219
Director Image of Managing Change: Change Management and Contingency Approaches     220
Change Management Approaches     220
Is Change Management Supplanting OD?     224
OD-Change Management Debates     227
Contingency Approaches     229
Why Contingency Approaches Are Not Dominant     232
Navigator Images of Managing Change: Processual Approaches     233
What Does Managing Change Mean from a Processual Approach?     234
Conclusion     236
Supplemental Reading     237
Case Study: The British Airways Swipe Card Debacle     239
Bibliography     241
Notes     245
Linking Vision and Change     249
Content of Meaningful Visions     253
Vision Attributes     253
Beyond Bumper Sticker Visions? Visions as Stories     257
Relationship of Vision to Mission and Goals     258
Relationship of Vision to Market Strategy      258
How Context Affects Vision     259
Processes by Which Visions Emerge     260
Crafting the Vision     260
Questions That Help to Develop a Vision     261
Connecting the Vision to the Organization's Inner Voice     265
When Visions Fail     265
Adaptability of the Vision over Time     266
Presence of Competing Visions     268
Linking Vision to Change: Three Debates     268
Does Vision Drive Change or Emerge during Change?     269
Does Vision Help or Hinder Change?     270
Is Vision an Attribute of Heroic Leaders or of Heroic Organizations?     273
Conclusion     277
Supplemental Reading     279
Case Study: Role of Vision at Mentor Graphics     280
Bibliography     281
Notes     285
Strategies for Communicating Change     291
The Communication Process     292
Modeling the Communication Process     292
Influence of Language, Power, Gender, and Emotion     295
Strategies for Communicating Change     299
Can You Communicate Too Much?     299
Getting the Word out or Getting Buy-in?     301
Beyond Spray and Pray      304
Contingency Approaches to Communication Strategies     305
Communication Media     308
Media Richness     308
Who Is Responsible for Communicating the Change?     310
Tag Teams     310
Conclusion     312
Supplemental Reading     313
Case Study: Cheryl Ways and Agilent Technology's Layoffs     314
Bibliography     316
Notes     319
Skills for Communicating Change     323
Communication Skills for Engaging Others in the Change Process     326
Listening as a Communication Skill     326
Telling Stories     327
Selling Change Upward     328
Toxic Handlers     330
Change Conversation Skills     331
Talking in Stages     331
Talking Coherently     333
Aligning Your Language with the Desired Change     334
Creating a Common Change Language     336
Communicating Change with the Outside World     339
Selling Internal Changes to External Stakeholders     339
Crisis Management and Corporate Reputation     340
Conclusion     343
Supplemental Reading     344
Case Study: Tyco      345
Bibliography     347
Notes     349
Sustaining Change     355
Sustained Change: What Are Its Signs?     355
Actions to Sustain Change     359
Redesign Roles     360
Redesign Reward System     360
Link Selection Decisions to Change Objectives     360
Act Consistently with Advocated Actions     360
Encourage "Voluntary Acts of Initiative"     362
Measure Progress     363
Celebrate "En Route"     365
Fine-Tune     366
Some Words of Caution     367
Expect Some Unanticipated Outcomes     367
Be Alert to Measurement Limitations     368
Don't "Declare Victory" Too Soon     368
Beware Escalation of Commitment     369
Recognize "Productive Failure"     370
Conclusion     373
Supplemental Reading     374
Case Study: The Challenger and Columbia Shuttle Disasters     375
Bibliography     379
Notes     382
Index     385