ENVS3034 Organizational Management

Session 17 Managing Change 3/3

Dr Stefano Miraglia

A framework for change

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Session

Date

10

12.01.2015

11

19.01.2015

12

26.01.2015

13

02.02.2015

14

09.02.2015

15

23.02.2015

16

09.03.2015

17

16.03.2015

18

23.03.2015

Content
Organization theories
Burnes (2009). Managing Change. Chapter 1

Organization theories
Burnes (2009). Managing Change. Chapter 2

Organization theories
Burnes (2009). Managing Change. Chapter 3

Organization theories
Burnes (2009). Managing Change. Chapter 4

Organization theories
Burnes (2009). Managing Change. Chapter 5

Managing change
Burnes (2009). Managing Change. Chapter 8

Managing change
Burnes (2009). Managing Change. Chapter 9

Managing change
Burnes (2009). Managing Change. Chapter 10

Examination review session

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

In this session

A proposed unifying framework

Based on: Burnes (2009) Managing Change - Chapter 10: A framework for change

More about the individual

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

In this session

A proposed unifying framework

Based on: Burnes (2009) Managing Change - Chapter 10: A framework for change

More about the individual

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Planned vs. Emergent approach?

A bit more complex than that

Even taken together,

the two approaches do not cover
the broad spectrum of changes
that organisations face

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Varieties of change

Punctuated/
Disruptive

Society
Continuous
Individual

Group

Organisation
Incremental

Organisations need to be continuously transforming themselves

through a series of large and small interlinked change projects
spanning different levels and functions
and having different timescales (Kotter 1996)

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Change continuum

Stable

Incremental

Planned

Environment

Magnitude of change

Approach

Turbulent

Transformational

Emergent

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Change continuum

Slow

Behaviour and Culture

Pace of change

Focus

Rapid

Structures and Processes

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

A framework for change

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

A framework for change

Large-scale change initiatives focusing

mainly on cultural change at the
level of the entire organisation or large
parts of it.
Emphasis on collaborative and
political dimensions of change

Emergent approach (e.g. Kanter

et als Long March)

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

A framework for change

Major changes in structures and

processes at the level of the entire
organisation (e.g. Kanter et als Bold
Stroke) - e.g. financial institutions
responding to the credit crunch.
Major and rapid reorganisations driven
by the centre and likely to generate
political struggle, given that major
structural changes are usually
accompanied by major shifts in the
distribution of power.

Therefore, the new structure will

be imposed from the top in a
directive or even coercive way.

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

A framework for change

How these changes are

managed will depend on the
culture of the organisation
(whether bureaucratic or
participative).
Relatively speedy changes
aimed at the individual and
group level to improve
performance of specific areas.

Relatively small-scale with few (if

any) implications for behaviour and
attitudes.

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

A framework for change

Because of the focus on behavioural

and attitudinal change, the process
may be relatively slow.

Relatively small-scale initiatives

for performance improvement
through attitudinal and
behavioural change at the
individual and group level.
Planned change likely to be the
more appropriate approach.

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

The sequencing of change?

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

In this session

A proposed unifying framework

Based on: Burnes (2009) Managing Change - Chapter 10: A framework for change

More about the individual

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Employees concerns with change

Will I be able to
cope with the
new demands?

Will I have the

competence to
perform
adequately?

Will I lose my
job, my work
identity, if I lose
my current role?

Will I lose my
formal and
informal work
relationships, e.g.
network of peers?

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Individual response to change

Consequences of
change
Organizational
history

Nature of
change

Type of
individual

Individual
history

Cameron & Green 2004 - Making sense of change management

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Emotional response

Change-Transition curve

Kubler-Ross, 1969; Adams et al., 1976.

Time

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Three phases of transition

William Bridges 2009 Managing transitions

Mark the
ending

ENDING
LOOSING
LETTING GO

Deal with the murmuring

Increase the felt need for change
Resist urge to rush ahead
Capitalize on creative, open, space

NEUTRAL
ZONE

Image of future
Purpose
Plan
My role

NEW
BEGINNING

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

How we make sense of change

Barger & Kirby (1995)

EXTROVERSION
(focused on
outside world)
SENSING
(literal, concrete)

THINKING
(logical, rational)

JUDGING
(orderly,
established)

Energy drawn from

How we gather information

How we make decisions

Attitude toward everyday life

See also Myers Briggs and Keirsey personality tests

INTROVERSION
(focused on
own mind)
INTUITION
(abstractions &
connections)
FEELING
(emotional,
subjective)
PERCEIVING
(flexible,
spontaneous)

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Individual attitude towards change (related to personality)

THOUGHTFUL REALISTS

THOUGHTFUL INNOVATORS

Want to understand WHY there is a need to change

Need evidence-based arguments,
to ensure that the current system
NEEDS to be changed.
ACTION-ORIENTED REALISTS

Need evidence-based arguments,

to see if the change fits in with the
bigger picture, the wider strategy.
ACTION-ORIENTED INNOVATORS

Happily get into change, are enthusiastic about it

Need a focus to their efforts how
does this improve effectiveness/
performance?

Need to see the change in the

bigger picture before becoming
convinced.

Green 2007 - Change management masterclass

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Personality types in the UK population

THOUGHTFUL REALISTS

THOUGHTFUL INNOVATORS

UK population: 39%

UK population: 9%

UK managers: 21%

UK managers: 20%

ACTION-ORIENTED REALISTS

ACTION-ORIENTED INNOVATORS

UK population: 37%

UK population: 15%

UK managers: 26%

UK managers: 33%

Green 2007 - Change management masterclass

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Stakeholder types in change

High power

BLOCKERS

SPONSORS

SLEEPERS

WILLING
WORKERS

Low power
Low commitment
Green 2007 - Change management masterclass

High commitment

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Stakeholder types in change

High power

BLOCKERS

SPONSORS

SLEEPERS

WILLING
WORKERS

Low power
Low commitment
Green 2007 - Change management masterclass

High commitment

ENVS3034 Organizational Management Session 17

Dr Stefano Miraglia

Leadership roles during change

Cameron & Green. 2004. Making sense of change management.

Sponsor
Controls decisions and resources
Needs to have clear vision of change
Identifies goals and outcomes

Local sponsor

Implementer
Implements change and
reports to sponsors (e.g.
with feedback on progress)
Listen, enquire, clarify
questions with sponsor

Avoids transmitting
cynicism

Advocate
Change agent/facilitator
No direct authority, helps sponsors and
implementers stay aligned
Data gatherer, educator, advisor, meeting
facilitator, coach

Has idea and needs

a sponsor to make it
happen. Is highly
motivated