Chapter 3/5: Fashion Pressures: change occurring in response to latest management practices, example of

mimetic isomorphism when orgs imitate structures/practices of other orgs in the industry
Mandated Pressures: change occurring to comply with mandates to its physical environment, referred to as
coercive isomorphism because orgs forced to take on activities similar to other orgs because of outside
demands placed on them. Eg. Compliance with environmental requirements, illegal toxic dumping
Formal CI govt mandates, informal CI commitment of change getting support from other orgs
Geopolitical Pressures: form of immediate crises, or geographic changes having immediate impact on
businesses, eg. 9/11 to airlines, mergers and acquisitions
Market Decline Pressures: declining markets for products/services place orgs under pressure to stay relevant eg
blockbuster dying to Netflix
Hypercompetition Pressures: intensified rate of business pressures for rapid growth and change.
Reputation and credibility pressures: to maintain good reputation and credibility after a scandal
Type 1 error; when environment is stable but managers perceive it as turbulent and take unnecessary actions //
Type 2 error: when managers threatens survival if firm by failing to take action as they perceive their
environment as stable when it is objectively turbulent
Forces for Change: adaptability, cost containment, impatient capital markets, competitive advantage
Forces for Stability: Institutionalism, transaction costs, sustained advantage, predictability, establishment trust
Burkes 5 ways which org models can be useful: reducing situation to manageable number of
categories, help identify aspects of org activities needing attention, highlight connection of various org
properties, provide common language to discuss org characteristics, provide guide to action sequences
6 Box Org Model: describes result of combining data/theories/research into a working tool anyone can use
Purposes-what business are we in. Structure-how do we divide up the work. Rewards do all tasks have
incentives. Helpful mechanisms have we adequate coordinating technologies Relationships (how do we manage
conflict among people) 6. Leadership (does someone keep boxes in balance)
7-S Framework: org effectiveness from Structure-formal org design Strategy-org route to success Systemsvarious procedures which operate day-to-day, Staff-development of HR in org, Skills-attributes, areas like
customer service QA Superordinate-goals vision
Star-Model: argues org is most effective when 5 components are in alignment: Strategy, structure, process and
lateral capability, reward systems, people practices
Congruence model effectiveness of org is determined by consistency between various elements that comprise
the organization. Tasks,formal organizational arrangements (structure, processes, and methods), and informal
organization (implicit, unstated values, beliefs and behaviours).
The four transformational factors are external environment, mission and strategy, leadership, and org culture.
Pestel framework: 6 org environment factors: political ( e.g threat of terrorism), economic ( e.g unemployment
levels), social (e.g demographic changes), technological ( development of new products), environmental
(antipollution policies) legal ( antitrust law)
Scenario analysis
Scenario methodology: 1. brainstorm the range of environmental factors 2 identify which factors from this list
to be key drivers 3. Aggregating individual responses 4. using these key drivers as the core elements, construct
multiple scenarios. One useful approach is to construct three scenarios: most likely, optimistic and pessimistic
Gap analysis 1) where are we now? 2) where do we want to get to? 3) how can we get there?
Elements of strategy: Arenas: what business will we be in Vehicles: how will we get there Differentiators: how
will we win in marketplace Staging: speed of expansion?
The strategic inventory evaluation criteria:1 does your strategy fit with whats going on in the environment? 2
does your strategy exploit key resources 3 will differentiators be sustainable? 5 do you have enough resources
to pursue this strategy?
Cultural web: The paradigm- Rituals and routines- Stories told by org members - Symbols use that convey
aspects of the culture Control systems- through what they measure and reward
Force field analysis: Looks at the factors that can assist or hinder the implementation of change. The forces
pushing for change are driving forces; those working against change are restraining forces.
Ch4: Types of changes Distinguishing between first order and second order change
First order, incremental change involves adjustments in structures does not involve fundamental change in
strategy, core values, or corporate identity Second order, discontinuous change is transformational, radical and
fundamentally alters the organization at its core. Second-order change entails not developing but transforming
the nature of the organization
Fine tuning: occurs where incremental changes are made that anticipate changes to the external environment.
Reorientation: is an anticipatory, discontinuous change that involves frame bending; major modification of
org but by building on past strengths and history.

Recreation: second order change that is reactive and involves frame breaking; major upheaval where
organization breaks with past practices and directions.
First order, adaptive changes: Change as the taking of individual initiatives change as the development of local
routines second order: transformational change many organizational changes such as downsizing, restructuring
and reengineering are regarded as transformational, designed to alter nature of the organization Delayering : to
enhances information flows, speed of response, removal of expensive middle-management Decentralization: to
encourage cross functional teams Downscoping: increase strategic flexibility and enable greater focus
Outsourcing: removal of low value activities alliances: increase access of organization to external skills and
competencies Transformational types: 3 types of changes :Type 1: occurs when an organization moves from an
entrepreneurial to a professional management structure Type 2 transformation: involves the revitalization of
already established companies focuses on how to rebuild itself in order to operate more effectively Type 3:
involves a visionary change in which the organization fundamentally changes the business which it is involved in
Midrange organizational change: Midrange changes are important where companies seek to modify the
company without destroying employee loyalty and other positive company attributes.
change as punctuated equilibrium- Long periods of stability followed by short bursts of change and instability
change as robust transformation this alerts managers to the limitations of assuming that they should adapt
their organization and bring it into equilibrium with a new set of environmental conditions Unanticipated
environmental change can take three forms; Jolts: passing shocks that can temporarily disrupt organizations
but then eventually subside Step functions: where new conditions emerge that are permanent and require
organizations to move from one position to another in order to achieve a better fit with the environment
Oscillation- where cycles of discontinuity occur, including expansion and contraction of an organizations
market or operating environment Three common changes likely to face managers: downsizing, new
technology and mergers/acquisitions Downsizing Types:Retrenchment: done by centralizing or specializing a
firms operations to sustain or improve productivity. Brought by reengineering practices and removal of
unnecessary jobs Downscaling: constituted by permanent alterations to employment and tangible resource
capacity. Downscoping: when firm divests activities or markets in which it operates. Downsizing challenges:
employee retention minimizing political behaviour, loss of teamwork survivor syndrome cultural adjustment:
restructuring org through any means, especially after downsizing needs cultural change Types of M&A:
Excessive capacity: acquiring firms has opportunity to reduce excessive capacity and consolidate operations in
more mature industries Neighbouring market expansion: when a firm acquires operations in neighbouring
areas. Leveraging to create new industries: when the resources of two firms are pooled and reconstructed to
launch a new industry that the firms boundaries did not cover previously. Change challenges of mergers and
acquisitions: Cost savings: Cultural adjustment- Balancing change and continuity- Employee retention- keeping
important employees post-merger is a critical challenge Contingency planning- the ability to plan goals for the
future is needed, changes in Power structure Communication- 6. Positive reactions to change: Security: more
secure footing with employment prospects Money: may involve salary increases Authority: involve promotion
and allocation of decision making decisions Status/Prestige: change of title Responsibility, Better working
conditions, self-satisfaction, better personal contacts, less time and effort Symptoms for active resistance:
Being critical, finding fault, ridiculing, appealing to fear, using facts selectively, blaming, sabotaging,
manipulating Symptoms of passive resistance: Agreeing verbally but not following through, dragging of feet,
procrastination, standing by and allowing change to fail Why people resist change: Dislike of change Discomfort with
uncertainty-Perceived negative effects on interest-attachment to the established organization -Perceived breach of psychological contract -Lack of
conviction that change is needed-Lack of clarity to what is Expected-Belief that specific change being proposed is inappropriate Belief that timing is

6
methods to manage resistance: Education/communication Participation/involvement Facilitation support
Negotiation/agreement The 4 Resistance Cycle Scott and Jaffe model: Denial: Cant be happening, not
receptive to new information, minimizing necessary change in action Resistance: recognition that situation isnt
going away, stress levels increase, passive and active forms of resistance. Exploration: Reenergizing and
preparedness to explore possibilities involved Commitment: Attention is focused on the new course of action
Thought Self-Leadership (TSL): process of influencing or leading through the purposeful control on ones
thought Identify the beliefs and assumptions that constrain their ability to view change positively and replace
them with positive Self-talk recognize the negative self-talk to a positive change Mental imagery, imaging a
successful accomplishing before you do it enhances an individuals perception. These 3 processes makes up:
Thought patterns: habitual ways of thinking impacts a persons response to change to opportunity thinking:
framing new situation positively Tinkering: smaller scale change Kludging: larger scale change Pacing: ability to
mix major change initiative, ones most likely to be destabilizing and disruptive 5 fundamental touchstones:
Maintain clear focus, Embrace resistance, Respect those who resist: Relax: Dont push back if attacked, Join
with the resistance: listen for points of commonality (fears, interests) for common ground
wrong-Excessive change-Clash with Ethics-Reaction to the experience of previous change-Disagreement with the way change is managed

Chapter 9: Linking Vision & Change effective vision=focused enough to guide decision making but are flexible
enough to accommodate individual initiative and circumstance, refer to future/ideals; picture/image as a goal
Cognitive: focuses on outcomes and how to achieve them Affective: helps to motivate ppl to gain their
commitment Nutt and Backoff 4 features of effective vision: Possibility: should have innovative possibilities
for org. improvements, desirability: draws upon shared org.norms/values, actionability:ability of ppl to see in
the vision actions that they can take, articulation: imagery powerful enough to commun. a picture
Pendlebury,Grouard,Meston: 3 components Why is the change needed? (the prob): validate need for change;
aim of the change (solution): 1.must be seen as credible and directly address prob. 2.meaningful to all staff. 3.
Capable to being realize. The change actions will be taken: how will change actions be delivered/mobilized
Scott-Morgan et Al: Aspiration (picturing the future org.),inspiration(creating excitement), perspiration (what
needs to be done) (Levin) Vision stories: avoid me-too visions(gauge). Provide a picture of what ppl can
visualize (4 steps) 1.Becoming informed: help articulate vision->external impacts,trends, core beliefs 2.Visiting
the future:project team 5 years forward->reputation, opinions of what customers and competitor think of the
org, 3.Creating the story: subgroups write in narrative form (whats occurring in the marketplace, how are staff
providing services, whats the mood ppl are feeling. 4.Deploying the vision: story is discussed, examined and
refined->explain purpose, desired outcome. Present/discuss rationale, summarize, Ppls responses Nutt &
Backoff, 4 org. contexts in terms on their ability to produce visionary change, acceptance to need for change
(change susceptibility) vs resources on hand: 1. Rigid organization: little in the way of avail. Resources & lack of
accept. To change, 2.Bold org.: low resources but high acceptance to change, 3. Overmanaged org. high
resource availability but little acceptance to change. 4. Liberated org. visionary processes like to be most
success. Approaches to creating a vision: Holpp & Kelly: 1. Telling: Create vision, give staff. Involvement not
important. 2. Selling: has vision, sell to staff, CEO wants ppl to adopt, 3. Testing: seeks feedback, CEO checks
which parts of v should be spported.,4. Consulting: seeks development of vision though staff, CEO need help
dev, 5. Co-creating: creation of shared by org and CEO, CEO wants shared visions Nutt & Backoff: 1.Leaderdominated approach: similar to telling & selling, 2.pump-priming: testing & consulting. 3.Faciliation
approach: co-creating How vision can be acquired Holpp & Kelly: 3 approaches. 1. Intuitive:relies on use of
imagination and imagery to encourage participation. ->1) step: list 10 things want to achieve personally/profess.
& prioritize. 2)identify whats stopping them. 3) provide support 2. Analystical: defined in relation to org. Who
is served by org., What doe org do, Where does the org place most of its efforts, Why org focus on particular
work/goals, How org will operationalize these efforts 3. Benchmarking: focus on actions/standards used by org
competitors: What does comp do well, how can they beat org, quantitative/qualitative measures that show
when org beats comp, identify what/how itll feel like when achieved Why do visions fail? Too specific, vague,
unrealistic, blurred (no clear pic), rear view mirror (looking at the past), Issues relating to the role of vision in
OC: 1. whether vision initiates & drives change or emerges as change unfold: 2. whether vision helps or hinders
change. Helps: Enhancing perf., facilitating org. change, enable sound strategic planning, recruiting needed
talent, focusing on decision making. Creates stretch (feeling of incompetence but leverages resources by
flanking (exploit weakess), encircling (gaining more market), destabilizing (changing comp. rules that operate) 3.
whether vision is best understood as an attribute to leaders/organizations Chapter 10: Strategies for
communicating change: Communication process mix: content, voice, tone, message, audience, frequency,
consistency Directors: Make sure ppl understand what is going to hppn & required of them. Answer who, what,
why, how, when & value-proposition. If contingency perspective invled, then must modify behaviour, and info
given. No spray and pray (msge overload), no message distortion (incorrect message sent out) Navigator:
Similar to director, pay attention to identifying altntive interests (gender differences), power relationships,
actions that disrupt change. Tell and sell technique: communicate limited message hoping ppl can sort out the
significant/un Caretaker: Focus on why, identify and reply (reactive): identify key employee concerns and
address Coaching: Focus on ensuring ppl share sim. Values and what actions are appropriate. Focus getting
buy in to the change and positive emotions, underscore and explore: focus of developing core message
while actively listening to obstacles/misunderstanding Interpreter: whats going on through stories,
metaphors. rich communication Nurturer: reinforces the view that processes cant always be predicted
Nelson & Coxhead model: 3 problems: 1. Msg overload: too much info compared to indls response capability 2.
Msg distortion: meanings are misread; (un)intentional 3. Msg ambiguity: vision is not clear on how to achieve it
Components of a simple model on communication:1. Message verbal/nonverbal to trigger meaning, 2.
Feedback:response to sending if meaning was conveyed 3. Channel: medium through message was sent 4.
Sender/receiver: indls 5. Encoding.decoding: creation/transformation/decipher info. Affected by
emotions,values, beliefs. 6.Noise: other distraction that may interfere Avoid situation where ppl their change is
a threat/harmful: 1. Perspective taking: putting yourself on someones shoes. 2.threat-reducing behavior:
intentional, interpersonal interaction w staff, 3.reflection: self-evaluation of their actions to lessen neg.
emotions Withhold & Uphold: withhold info until necessary & spray and pray least successful. Contingency

Approaches to Communication Strategies Developmental/incremental=face-to-face communication Task

focused= formal (email, memos) Charismatic transformation: seek to gain emotional commitment,
personalized form of communication Turnarounds:org.crisis,formal top-down forces ppl to follow
Stage of change: 1 commanding: performance & results oriented 2 Logical: employ strategic actions, why
changes is needed/what actions 3. Inspirational: dev. Vision of future and encourage cohesiveness 4.supportive:
creating consensus 5 stages of change: 1. Planning: 2.enabling: 3. Launching: 4. Catalyzing: 5. Maintaining
Media richness: nonroutine, diffuclt management probs are best using media rich communication= face to face,
leaner forms, email etc so it doesnt lead to data glut * surplus meaning High media richness=face to face,
lowest=flyers 4 types of target change audiences: waking up, engaging, educating, reassuring
Chapter 7: Implementing change Richard Beckahrd: Organizational development (OD): planned, systematic
diagnosis of whole org., top of org commited to change,aims at imporv. Effectiveness, long-term,action
oriented, changing attitude/behaviour & groups=focus. Based on 3 core set values: humanistic (open,honesty),
democratic(social justice), developmental (growth) OD practioner: structure activities to help org. members
solve own probs. (problem identification, consultation, data gathering & diagnosis, feedback, joint action
planning, change actions, further data gathering), personality traits needed: intrapersonal, interpersonal,
general consulation, org. dev. Theory Kurt Lewin model: how change occurs: unfreezing how org operates,
changing org in spec. ways, refreezing changes Appreciative Inquiry 4-d: problem solving approach:
discover/appreciating the best of what is currently practiced, building on this to help create future,
designing/co-constructing through collective dialogue, sustaining org future Interpreter, sense making:
assumption: 1. Inertia 2.standardized change program: 4 drivers of change: animation, directions, paying
attention & updating, respectful, candid interaction. 3. Freeze, rebalance, unfreeze. 8 features of sensemaking
framework:identity construction,social,extracted cues,ongoing,retrospection,pausbility,enactment,projective
Chapter 8 Discontinuous change: static environment, dynamic: change is continuous; mobilize, catalyze, handle
emotions, handle power less vital,Madler:power1-4,motivate5-8,transition9-12
Ghosal & Barlett: Rationalization (streamling company operations), revitalization (leveraging resources and link
opportunies, regeneration (managing bus units operations)
Dunphy/Stace Contingecy model of change: developmental transitions, task-focused, charismatic, turnarunds,
taylorism. Huy contingency approach: commanding, eingineering,teaching, socializing
Ch 12 Sustaining change Once change is implemented it may not always be embedded in an organization. The
ability to make the change stick indicates the long term success of the change. Images of Managing
Change:Director: responsibility of change manager to design change process and direct people to comply such
that the change objective is achieved as planned Navigator: change mgr designs change process which best fits
conditions faced, recognize that modifications need to be made en route and final outcome may not be
originally envisaged Caretaker: to extent to which intended outcomes achieved, primarily result of
environmental factors not mgmt. interventionCoach: if intended outcome are achieved its b/c change manager
has been successful in helping org members develop within themselves the capabilities needed for success
Interpreter: change manager plays a central role in the development of an understanding of the meaning of
outcomes, in particular with regard to what is taken as a successful resolution of change
Nurturer: change process will have outcomes but in a continual uncertainty and largely out of the hands of
managers Actions for Sustaining Change: Redesigning roles: this is a common outcome of change and is a sign
of that the change is of considerable importance, Redesign Reward Systems: reward systems form part of the
culture and directly influencing core values of organization Link selection Decisions to Change objectives:
selection criteria are symbols of whether new ideas and change are being encouraged: eg whoever gets
appointed to key positions symbolize whether the organization is for real in regards to the change
Act consistently with advocated actions: this indicates the permanency of change through adopted practices
and priorities. Signals from management that we mean it Encourage age voluntary acts of initiative: new
practices that support the change should be encouraged Measure Progress: means of monitoring change and
provide achievable goals Celebrate en route: encourage all involved in change in short term wins in celebration
increases credibility Fine-Tune: change program should be open to recodifications which will improve change
outcomes Words of Caution: expected unanticipated outcomes, be alert to limitations of measurement, dont
declare victory too soon, beware of escalation of commitment, and recognize productive failure
Four Frames: Bolman and Deal Human Resource Frame: how will we manage the needs and motives
of the people as we implement the change
Political: who are the stakeholders who will be affected by our change, how will they be affected, what
will winning and losing look like
Symbolic: how will the change fit in our culture of who we are and how do we do things
Structural: how will we create a pattern of relationships to accomplish our change? What structures
need to be created for our change to be effective?