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TU/e MSc innovation management > 1JM100 - management of organizational change & innovation > Flashcards

1JM100 - management of organizational change & innovation Flashcards

1
Q

2 perspectives on change

A

process perspective = focus on the “how” of change (how to get from current state to future state)
state perspective = focus on the “what” of change (current vs. future state)

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2
Q

4 views of the change process

A

Teleological
Dialectical
Life cycle
Evolutionary

Teleological & Dialectical say change can be shaped at will
Life cycle & Evolutionary see change as a set process

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3
Q

which 2 kinds of sequences exist & what are critical junctures?

A

reactive sequences
self-reinforcing sequences

These sequences often cycle eachother

critical junctures = event that changes the course of the change process

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4
Q

4 drivers of self-reinforcing sequences

A

increasing returns
psychological commitment to past decisions
cognitive biases & interprative frames
path dependence

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5
Q

How to minimize the impact of reactive & self-reinforcing sequences?

A

step back & observe
identify critical junctures
explore alternative ways

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6
Q

Lewins 3 step change process

A

Unfreezing
Movement
Refreezing

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7
Q

7 key steps in the change process?

A
  • recognizing the need for change & starting the process
  • Diagnosing what needs to be changed
  • Planning & preparing for change
  • Implementing change & reviewing progress
  • Sustaining the change
  • Leading & managing the people issues
  • Learning
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8
Q

2 types of learning

A

Single loop learning

Double loop learning

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9
Q

What is a sustained change?

A

New ways of working and improved outcomes become the norm and where the thinking and attitudes behind them are fundamentally altered and systems surrounding them are transformed in support

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10
Q

In which 3 ways can you move the quasi-stationary equilibrium and bring about change?

A

Increasing driving forces (push strategy)
removing restraining forces (pull strategy*)
do both (mixed strategy)

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11
Q

which 2 paradigms on change exist?

A

𝐠𝐫𝐚𝐝𝐮𝐚𝐥𝐢𝐬𝐭 𝐩𝐚𝐫𝐚𝐝𝐢𝐠𝐦 = organizations adapt by continously & incrementally changing
𝐏𝐮𝐧𝐜𝐭𝐮𝐚𝐭𝐞𝐝 𝐞𝐪𝐮𝐢𝐥𝐢𝐛𝐫𝐢𝐮𝐦 𝐩𝐚𝐫𝐚𝐝𝐢𝐠𝐦 = organizations evolve trough the alteration of periods of equilibrium in which persistent ‘deep structures’ only allow limited incremental change & periods of revolution are altered

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12
Q

what 4 types of organizational change exist?

A

Reactive vs. proactive
incremental vs. transformational

𝐟𝐢𝐧𝐞 𝐭𝐮𝐧𝐢𝐧𝐠 (proactive & incremental)
𝐚𝐝𝐚𝐩𝐭𝐚𝐭𝐢𝐨𝐧 (reactive& incremental)
𝐫𝐞-𝐨𝐫𝐢𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 (proactive & transformational)
𝐫𝐞-𝐜𝐫𝐞𝐚𝐭𝐢𝐨𝐧 (reactive & transformational)

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13
Q

what is a PEST analysis?

A

tool to search the external environment for opportunities & treaths

𝐏𝐨𝐥𝐢𝐭𝐢𝐜𝐚𝐥; legislation, regulation & fiscal policies
𝐄𝐜𝐨𝐧𝐨𝐦𝐢𝐜; conjuncture, inflation, interest rates, material costs, disposable income
𝐒𝐨𝐜𝐢𝐚𝐥-𝐜𝐮𝐥𝐭𝐮𝐫𝐚𝐥; demographic trends, attitudes & ethics
𝐓𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥; competitor’s investments, new materials & processes

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14
Q

Describe the cycle of competitive behaviour

A

focus on innovation –> divergence of offerings –> convergence of offerings –> break point–> attention switched –> focus on efficiency

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15
Q

5 stages of development

A 
growth trough - crisis of
𝐜𝐫𝐞𝐚𝐭𝐢𝐯𝐢𝐭𝐲 - 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩      
𝐝𝐢𝐫𝐞𝐜𝐭𝐢𝐨𝐧 - 𝐚𝐮𝐭𝐨𝐧𝐨𝐦𝐲
𝐝𝐞𝐥𝐞𝐠𝐚𝐭𝐢𝐨𝐧 - 𝐜𝐨𝐧𝐭𝐫𝐨𝐥
𝐜𝐨𝐨𝐫𝐝𝐢𝐧𝐚𝐭𝐢𝐨𝐧 - 𝐫𝐞𝐝 𝐭𝐚𝐩𝐞
𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧
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15
Q

which 2 views about change agency exist?

A

𝐝𝐞𝐭𝐞𝐫𝐦𝐢𝐧𝐢𝐬𝐭𝐢𝐜 view = ability to influence change is limited as most things are outside one’s scope of effect
𝐯𝐨𝐥𝐮𝐧𝐭𝐚𝐫𝐢𝐬𝐭 = rejects powerless, basically anything can be influenced

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16
Q

Which 2 factors are central to one’s confidence that they are able to influence outcomes

A

𝐋𝐨𝐜𝐮𝐬 𝐨𝐟 𝐜𝐨𝐧𝐭𝐫𝐨𝐥 = degree to which people believe their own behaviour determines what happens to them

  • Internals= high = attribute outcomes to own efforts
  • externals= low= attribute outcomes to factors they don’t control

𝐥𝐞𝐚𝐫𝐧𝐞𝐝 𝐡𝐞𝐥𝐩𝐥𝐞𝐬𝐬𝐧𝐞𝐬𝐬= expectations about his ability to influence outcomes is learned
-motivational deficits= failure to take action-cognitive defecits= failure to learn its possible to affect what happens

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17
Q

name reasons to appoint an insider or outsider to manage the change

A

𝐢𝐧𝐬𝐢𝐝𝐞𝐫

  • insider has the time & expertise to manage the change
  • company does not have to resources to hire someone
  • confiddentiality & trust prohibit the use of an outsider
  • no suitable outside consultant can be identified

𝐨𝐮𝐭𝐬𝐢𝐝𝐞𝐫

  • no one on the inside has time & expertise to manage
  • all competent insiders have a conflict of interest that prohibits them to approach all stakeholders neutrally
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18
Q

Issues that can affect the quality of a change relationship

A
  • ability to build trust & confidence
  • ability to provide services valued by clients
  • friendliness & approachability
  • inferred motives
  • identifying the client
  • clarifying the issue
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19
Q

what are the 5 modes of intervening

A
  • advising
  • supportive approach
  • theorizing approach
  • challenging approach
  • information gathering
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20
Q

what are component & holistic models?

A

component models; focus on a particular set of organizational functioning
holistic models; look at the system as a whole

21
Q

5 steps in diagnosing the need for change?

A 
1-selecting a diagnostic model; internal vs. external, component vs. holistic etc
2- clarifying information requirements
3-information gathering
4-analysis
5-interpretation
22
Q

5 holistic models for diagnosis

A 
Kotters integrative model for organizational dynamics
McKinsey 7S model
Wiesbord's six box model
Burke-lewin causal model
Klosften's business platform model
23
Q

7 tasks leaders need to perform for a successful change implementation

A
  • 𝐒𝐞𝐧𝐬𝐞 𝐦𝐚𝐤𝐢𝐧𝐠
  • 𝐕𝐢𝐬𝐢𝐨𝐧𝐢𝐧𝐠
  • 𝐒𝐞𝐧𝐬𝐞 𝐠𝐢𝐯𝐢𝐧𝐠
  • 𝐀𝐥𝐢𝐠𝐧𝐢𝐧𝐠
  • 𝐄𝐧𝐚𝐛𝐥𝐢𝐧𝐠
  • 𝐒𝐮𝐩𝐩𝐨𝐫𝐭𝐢𝐧𝐠
  • 𝐌𝐚𝐢𝐧𝐭𝐚𝐢𝐧𝐢𝐧𝐠 𝐦𝐨𝐦𝐞𝐧𝐭𝐮𝐦 𝐚𝐧𝐝 𝐬𝐮𝐬𝐭𝐚𝐢𝐧𝐢𝐧𝐠 𝐭𝐡𝐞 𝐜𝐡𝐚𝐧𝐠𝐞
24
Q

what do both management & leadership involve?

A
  • Deciding what needs to be done
  • Developing the capacity to achieve it
  • Ensuring that it is done
25
Q

6 characteristics of a good vision

A
  • 𝐢𝐦𝐚𝐠𝐢𝐧𝐚𝐛𝐥𝐞; conveys a picture of the future state
  • 𝐝𝐞𝐬𝐢𝐫𝐚𝐛𝐥𝐞; appeals to the long term interests of all stakeholders
  • 𝐟𝐞𝐚𝐬𝐢𝐛𝐥𝐞; realistic & attainable goals
  • 𝐟𝐨𝐜𝐮𝐬𝐞𝐝; clear enough to provide guidance in decision making
  • 𝐟𝐥𝐞𝐱𝐢𝐛𝐥𝐞; general enough to allow alternative responses in changing conditions
  • 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐯𝐞; easy to communicate; explainable within 5 minutes
26
Q

which 3 factors make up the fragility of collective leadership

A
  • 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐜𝐨𝐮𝐩𝐥𝐢𝐧𝐠; internal harmony between leaders in the collective
  • 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐜𝐨𝐮𝐩𝐥𝐢𝐧𝐠; harmony between leaders and their constituents
  • 𝐞𝐧𝐯𝐢𝐫𝐨𝐧𝐦𝐞𝐧𝐭𝐚𝐥 𝐜𝐨𝐮𝐩𝐥𝐢𝐧𝐠; harmony between the collective leadership’s vision and powerful external stakeholders
27
Q

in which 7 ways can leaders increase their ability to influence others?

A
  • promoting their reputation for delivering sucesfull change
  • increasing other’s dependence on the leader (& make them aware they are)
  • increasing other’s sense of dependence
  • minimizing leader’s dependence on those you’re seeking to influence
  • building collaborative relationships
  • negotiating advantageous agreements
  • avoiding win-lose battles whenever possible
28
Q

what have 𝐫𝐞𝐬𝐨𝐮𝐫𝐜𝐞-𝐝𝐞𝐩𝐞𝐧𝐝𝐞𝐧𝐜𝐞, 𝐩𝐫𝐨𝐬𝐩𝐞𝐜𝐭 𝐭𝐡𝐞𝐨𝐫𝐲 & 𝐥𝐢𝐟𝐞𝐜𝐲𝐜𝐥𝐞 𝐦𝐨𝐝𝐞𝐥𝐬 added to stakeholder management?

A

𝐫𝐞𝐬𝐨𝐮𝐫𝐜𝐞-𝐝𝐞𝐩𝐞𝐧𝐝𝐞𝐧𝐜𝐞 𝐭𝐡𝐞𝐨𝐫𝐲 = pay more attention to important stakeholders (proactive vs. ignore)
𝐩𝐫𝐨𝐬𝐩𝐞𝐜𝐭 𝐭𝐡𝐞𝐨𝐫𝐲 = the way people react to situations depends on the way its framed
-in absence of treaths, follow risk averse strategy for all stakeholders
-in presence of treaths, follow risky strategy for relevant stakeholders
𝐥𝐢𝐟𝐞𝐜𝐲𝐜𝐥𝐞 𝐦𝐨𝐝𝐞𝐥𝐬 = throughout project, stakeholder importance changes

29
Q

what 4 factors to consider when developing a communication strategy?

A
  • 𝐃𝐢𝐫𝐞𝐜𝐭𝐢𝐨𝐧𝐚𝐥𝐢𝐭𝐲; bottom-up vs. top-down
  • 𝐑𝐨𝐥𝐞𝐬; what’s communicated is affected by the person who does it (co-worker vs CEO)
  • 𝐂𝐨𝐧𝐭𝐞𝐧𝐭; think of how others hear you + fairness
  • 𝐂𝐡𝐚𝐧𝐧𝐞𝐥; choose a good one
30
Q

organizational silence

A

widespread witholding of opinions & concerns

it originates from leader’s fear of negative feedback from subordiantes & senior’s implicit beliefs

31
Q

What 4 roles can organizational members have in a communication strategy?

A
  • 𝐢𝐬𝐨𝐥𝐚𝐭𝐞𝐬
  • 𝐛𝐨𝐮𝐧𝐝𝐚𝐫𝐲 𝐬𝐩𝐚𝐧𝐧𝐞𝐫𝐬
  • 𝐠𝐚𝐭𝐞𝐤𝐞𝐞𝐩𝐞𝐫𝐬
  • 𝐩𝐥𝐚𝐲𝐦𝐚𝐤𝐞𝐫𝐬
32
Q

which 4 types of justice/fairness exist, explain them

A
  • 𝐝𝐢𝐬𝐭𝐫𝐢𝐛𝐮𝐭𝐢𝐯𝐞 𝐣𝐮𝐬𝐭𝐢𝐜𝐞 = the equity of the outcomes
  • 𝐩𝐫𝐨𝐜𝐞𝐝𝐮𝐫𝐚𝐥 𝐣𝐮𝐬𝐭𝐢𝐜𝐞 = fair process
  • 𝐢𝐧𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐣𝐮𝐬𝐭𝐢𝐜𝐞 = fairness of info used in the decision
  • 𝐢𝐧𝐭𝐞𝐫𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥 𝐣𝐮𝐬𝐭𝐢𝐜𝐞 = how people are treated
33
Q

which 5 communication strategies exist?

A
  • 𝐬𝐩𝐫𝐚𝐲 & 𝐩𝐫𝐚𝐲
  • 𝐭𝐞𝐥𝐥 & 𝐬𝐞𝐥𝐥
  • 𝐮𝐧𝐝𝐞𝐫𝐬𝐜𝐨𝐫𝐞 & 𝐞𝐱𝐩𝐥𝐨𝐫𝐞
  • 𝐢𝐝𝐞𝐧𝐭𝐢𝐟𝐲 & 𝐫𝐞𝐩𝐥𝐲
  • 𝐰𝐢𝐭𝐡𝐨𝐥𝐝 & 𝐮𝐩𝐡𝐨𝐥𝐝
34
Q

Psychological contract

A

unwritten set of expectations between the organization’s members and those who represent the organization

35
Q

which 4 factors can negatively affect the readiness for change?

A
  • 𝐦𝐢𝐬𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 & 𝐥𝐚𝐜𝐤 𝐨𝐟 𝐭𝐫𝐮𝐬𝐭
  • 𝐥𝐨𝐰 𝐭𝐨𝐥𝐞𝐫𝐚𝐧𝐜𝐞 𝐟𝐨𝐫 𝐜𝐡𝐚𝐧𝐠𝐞
  • 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐚𝐬𝐬𝐞𝐬𝐬𝐦𝐞𝐧𝐭𝐬
  • 𝐩𝐚𝐫𝐨𝐜𝐡𝐢𝐚𝐥 𝐬𝐞𝐥𝐟 𝐢𝐧𝐭𝐞𝐫𝐞𝐬𝐭
36
Q

what 7 ways can be used to motivate people to change?

A
  • 𝐞𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧 & 𝐩𝐞𝐫𝐬𝐮𝐚𝐬𝐢𝐨𝐧
  • 𝐩𝐚𝐫𝐭𝐢𝐜𝐢𝐩𝐚𝐭𝐢𝐨𝐧 & 𝐢𝐧𝐯𝐨𝐥𝐯𝐞𝐦𝐞𝐧𝐭
  • 𝐟𝐚𝐜𝐢𝐥𝐢𝐭𝐚𝐭𝐢𝐨𝐧 & 𝐬𝐮𝐩𝐩𝐨𝐫𝐭
  • 𝐧𝐞𝐠𝐨𝐭𝐚𝐭𝐢𝐨𝐧
  • 𝐦𝐚𝐧𝐢𝐩𝐮𝐥𝐚𝐭𝐢𝐨𝐧 & 𝐜𝐨-𝐨𝐩𝐭𝐢𝐨𝐧
  • 𝐞𝐱𝐩𝐥𝐢𝐜𝐢𝐭 & 𝐢𝐦𝐩𝐥𝐢𝐜𝐢𝐭 𝐜𝐨𝐞𝐫𝐜𝐢𝐨𝐧
  • 𝐠𝐨𝐚𝐥 𝐬𝐞𝐭𝐭𝐢𝐧𝐠
37
Q

explain the following; ‘assumptive world’, ‘personal transitions’ and the 3 phases of a personal transition

A

the only world of which we are aware, it includes everything we know & affects our interpretations

it is changed under radical change. Quick, impactfull and lasting changes are seen as personal transitions
these transitions go from: end–>neutral zone–>beginning

38
Q

what are the 7 stages of psychological reaction to change?

A
  • 𝐚𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬; little warning of changes creates a shock. Unwanted & unexpected change= greater immobilization / “worry work”
  • 𝐝𝐞𝐧𝐢𝐚𝐥; denying/trivializing the change or focusing on other trivial but immediate matters (resistance at it’s highest)
  • 𝐝𝐞𝐩𝐫𝐞𝐬𝐬𝐢𝐨𝐧; reality hits, acknowledgement of need for change (feeling of losing control, giving up, leaving)
  • 𝐥𝐞𝐭𝐭𝐢𝐧𝐠 𝐠𝐨/𝐚𝐜𝐜𝐞𝐩𝐭𝐚𝐧𝐜𝐞; accepting reality & letting go of the past, can feel as a loss (only way is up!)
  • 𝐭𝐞𝐬𝐭𝐢𝐧𝐠; new ways of behaving are tested via trail & error (frustration happens)
  • 𝐜𝐨𝐧𝐬𝐨𝐥𝐢𝐝𝐚𝐭𝐢𝐨𝐧; out of testing comes a new way of behaving (parallel with testing stage)
  • 𝐢𝐧𝐭𝐞𝐫𝐧𝐚𝐥𝐢𝐳𝐚𝐭𝐢𝐨𝐧; the new behaviour is accepted as the new normal & happens subconsciously

there’s no set pattern as people; experience it more intense, take longer, fall back, get stuck.
multiple transitions can influence each other, as a get-away or overruling another

39
Q

which (2+1) approaches to managing change exist?

A
  • 𝐞𝐜𝐨𝐧𝐨𝐦𝐢𝐜 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬; focus on economic value trough top-down results driven action using technical solutions (bad for commitment)
  • 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐝𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬; focus on bottom-up creating capabilities required to sustain CA & high performance (slow)
  • 𝐜𝐨𝐦𝐛𝐢𝐧𝐞𝐝 𝐞𝐜𝐨𝐧𝐨𝐦𝐢𝐜-𝐎𝐃 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬; implement both simultaneously (vision –>management of stakeholders–>socio-technical approach)
40
Q

3 aspects to managers favoring top-down driven results

A

the importance given to shareholder interests
the assumption that technical systems determine performance
the assumption that there is little to be gained from dialogue with employees

41
Q

what are 5 features of combined OD-economic leadership?

A
  • leadership
  • focus
  • process
  • reward systems
  • use of consultants
42
Q

what are the 8 possible change strategies? (cube)

A

based on a spectrum of;
𝐭𝐲𝐩𝐞 𝐨𝐟 𝐜𝐡𝐚𝐧𝐠𝐞; incremental vs. radical
𝐭𝐢𝐦𝐞 𝐚𝐯𝐚𝐢𝐥𝐚𝐛𝐥𝐞 𝐟𝐨𝐫 𝐜𝐡𝐚𝐧𝐠𝐞; time vs. no time
𝐬𝐮𝐩𝐩𝐨𝐫𝐭 𝐟𝐨𝐫 𝐜𝐡𝐚𝐧𝐠𝐞; high vs. low

  • 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐯𝐞 𝐞𝐯𝐨𝐥𝐮𝐭𝐢𝐨𝐧 (incremental, time, high)
  • 𝐜𝐡𝐚𝐫𝐢𝐬𝐦𝐚𝐭𝐢𝐜 𝐞𝐯𝐨𝐥𝐮𝐭𝐢𝐨𝐧 (incremental, no time, high)
  • 𝐝𝐢𝐜𝐭𝐚𝐭𝐨𝐫𝐢𝐚𝐥 𝐞𝐯𝐨𝐥𝐮𝐭𝐢𝐨𝐧 (incremental, no time, low)
  • 𝐟𝐨𝐫𝐜𝐞𝐝 𝐞𝐯𝐨𝐥𝐮𝐭𝐢𝐨𝐧 (incremental, time, low)
  • 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐯𝐞 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 (radical, time, high)
  • 𝐜𝐡𝐚𝐫𝐢𝐬𝐦𝐚𝐭𝐢𝐜 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 (radical, no time, high)
  • 𝐝𝐢𝐜𝐭𝐚𝐭𝐨𝐫𝐢𝐚𝐥 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 (radical, no time, low)
  • 𝐟𝐨𝐫𝐜𝐞𝐝 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 (radical, time, low)
43
Q

9 key points plans need to attend to

A
  • 𝐚𝐩𝐩𝐨𝐢𝐧𝐭𝐢𝐧𝐠 𝐚 𝐭𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧 𝐦𝐚𝐧𝐚𝐠𝐞𝐫; internal/external/1(+)/PJ/business owner
  • 𝐬𝐩𝐞𝐜𝐢𝐟𝐲𝐢𝐧𝐠 𝐜𝐡𝐚𝐧𝐠𝐞 𝐨𝐛𝐣𝐞𝐜𝐭𝐢𝐯𝐞𝐬; blueprint vs. incremental planning
  • 𝐢𝐝𝐞𝐧𝐭𝐢𝐟𝐲𝐢𝐧𝐠 𝐰𝐡𝐚𝐭 𝐧𝐞𝐞𝐝𝐬 𝐭𝐨 𝐛𝐞 𝐝𝐨𝐧𝐞; ashikawa
  • 𝐝𝐞𝐯𝐞𝐥𝐨𝐩𝐢𝐧𝐠 𝐭𝐡𝐞 𝐢𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 𝐩𝐥𝐚𝐧; appeal vs. likelihood change will occur
  • 𝐮𝐬𝐢𝐧𝐠 𝐦𝐮𝐥𝐭𝐢𝐩𝐥𝐞,𝐞 & 𝐜𝐨𝐧𝐬𝐢𝐬𝐭𝐞𝐧𝐭 𝐥𝐞𝐯𝐞𝐫𝐚𝐠𝐞 𝐩𝐨𝐢𝐧𝐭𝐬; open systems theory
  • 𝐬𝐜𝐡𝐞𝐝𝐮𝐥𝐢𝐧𝐠 𝐚𝐜𝐭𝐢𝐯𝐢𝐭𝐢𝐞𝐬; critical path analysis
  • 𝐩𝐫𝐨𝐯𝐢𝐝𝐞 𝐫𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐧𝐞𝐞𝐝𝐞𝐝 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐭𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧; always aa cost
  • 𝐫𝐞𝐰𝐚𝐫𝐝 𝐭𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧 𝐛𝐞𝐡𝐚𝐯𝐢𝐨𝐮𝐫𝐬;watch current reward systems
  • 𝐝𝐞𝐯𝐞𝐥𝐨𝐩 𝐟𝐞𝐞𝐝𝐛𝐚𝐜𝐤 𝐦𝐞𝐜𝐡𝐚𝐧𝐢𝐬𝐦𝐬; new systems
44
Q

7 charachteristics of effective plans

A
  • 𝐩𝐮𝐫𝐩𝐨𝐬𝐞𝐟𝐮𝐥; linked to goal
  • 𝐭𝐚𝐬𝐤 𝐬𝐩𝐞𝐜𝐢𝐟𝐢𝐜; clear activities
  • 𝐢𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞𝐝; activities are linked
  • 𝐭𝐞𝐦𝐩𝐨𝐫𝐚𝐥; time labeled
  • 𝐚𝐝𝐚𝐩𝐭𝐚𝐛𝐥𝐞; contingency plans
  • 𝐚𝐠𝐫𝐞𝐞𝐝; by all stakeholders
  • 𝐜𝐨𝐬𝐭-𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞; to avoid waste
45
Q

4 scenarios regarding participants perceptions of the appeal & the likelihood change will occur

A

appeal; high vs. low
likelihood change will occur; high vs. low

High appeal & likely to occur= expedite
low appeal & likely to occur= reframe
High appeal & not likely to occur= encourage & empower
low appeal & not likely to occur= revitalize or retrench

46
Q

a classification of interventions based on who does what (5)

A
47
Q

typology of interventions based on focal issues (4)

A

human process
technology/structural
human resource
strategic issues

48
Q

rhetorical crafting

A

ability to use symbloic language to give emotional power to messages

49
Q

what 3 factors affect implementation?

A

attributes of the innovation
attributes of the organization
the needs & values of potential users

TU/e MSc innovation management (9 decks)

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