STRATEGIC CHANGE

MANAGEMENT IN MIFCO
 ACTION RESEARCH MODEL

Problem Identification
Joint diagnosis

Consultation with a
behavioral scientist Joint action planning

Data gathering & Action

preliminary diagnosis

Data gathering after

Feedback to Client action
 Positive Model
Initiate the Inquiry

Inquire into Best Practices

Discover Themes

Envision a Preferred Future

Design and Deliver Ways to

Create the Future
COMPARISON OF
PLANNED CHANGE MODELS
• Similarities
• Change preceded by diagnosis or preparation
• Apply behavioral science knowledge
• Stress involvement of organization members
• Recognize the role of a consultant

• Differences
• General vs. Specific activities
• Centrality of consultant role
• Problem-solving vs. Social constructionism
 General Model of Planned Change

Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalizing
Contracting Change Change
PROCESSES FOR PLANNED ORGANIZATION
CHANGE

• Process model
• Planned organization change requires a systematic process of movement from
one condition to another
• Unfreezing
• Process by which people become aware of the need for change

• Change
• Movement from the old way of doing things to a new way

• Refreezing
• Process of making new behaviors relatively permanent and resistant to further change
PROCESS OF ORGANIZATIONAL CHANGE
PROCESSES FOR PLANNED ORGANIZATION
CHANGE

• The continuous change process model

• Change agent: a person responsible for managing a change effort
• Assists management with problem recognition/definition
• Can be involved in generating/evaluating potential action plans
• Can be from inside or outside of the organization
• Implements the change
• Measures, evaluates, controls the desired results
• Transition management
• Process of systematically planning, organizing, and implementing change
ISSUES RELATING TO STRATEGIC CHANGE IN
MIFCO
• The resistance to change paradox
• Organizations invite change when change offers competitive advantage
• Organizations resist change when change threatens the organization’s structure and control
systems
• Organizations must balance stability (permanence) with the need to react to external shifts
(change)
• Resistance can warn of the need to reexamine the need for change
RESISTANCE TO CHANGE:
SOURCES OF RESISTANCE TO CHANGE

• Organizational sources
• Overdetermination
• Narrow focus of change
• Group inertia
• Threatened expertise
• Threatened power
• Resource allocation changes
RESISTANCE TO CHANGE:
SOURCES OF RESISTANCE TO CHANGE

• Individual sources
• Habit
• Security
• Economic factors
• Fear of the unknown
• Lack of awareness
• Social factors
MANAGING SUCCESSFUL ORGANIZATION
CHANGE AND DEVELOPMENT

• Keys to managing change in organizations

• Consider international issues
• Take a holistic view
• Start small
• Secure top management support
• Encourage participation by those affected by the change
• Foster open communication
• Reward those who contribute to change
DIFFERENT TYPES OF
PLANNED CHANGE

• Magnitude of change
• Incremental
• Quantum

• Degree of organization
• Over organized
• Underorganized

• Domestic vs. International settings

STRATEGIC INTERVENTIONS

• Transformational change
• Integrated strategic change
• Organization design
• Culture change

• Continuous change
• Mergers and acquisitions
• Alliances and networks
STRATEGIC INTERVENTIONS

• Transorganizational change
• Self-designing organizations
• Organization learning and knowledge management
• Built to change organizations
 CHANGE MANAGEMENT
ACTIVITIES
Motivating Change

Creating Vision
Effective
Developing Change
Political Support Management

Managing the
Transition

Sustaining Momentum
MOTIVATING CHANGE

• Creating readiness for change

• Sensitize the organization to pressures for change
• Identify gaps between actual and desired states
• Convey credible positive expectations for change
• Overcoming resistance to change
• Provide empathy and support
• Communicate
• Involve members in planning and decision making