4 - Topdown radical Change

Question 1

Radical OC as Strategic Choice

• What is it?
• What does it comprise of?
• What does it emphesize in realizing change?

Answer 1

• TM decides, the others execute
• Strategic change comprised of
  > recognition and definition of a problem or opportunity
  > search for alternative courses of action
  > Gathering and analysing data about alternatives
  > Evaluation of alternatives
  > Selection and implementation of preferred alternative
• Emphasize on Formal analysis and Strategic decision making in realizing change

Question 2

C&B - Strategic renewal

Answer 2

The tension between exploring new competencies and exploiting old ones
- Explotation: the efficient production within well-defined and routine parts of the business
- Exploration: exploring new routines, equally important but less tangible
and concrete

Question 3

C&B - Strategic renewal:

- Levels

Answer 3

Levels of analysis on which organizational learning takes place

• Individual
• Group
• Organization

Question 4

C&B - Strategic renewal

- 4I framework of processes

Answer 4

1 Intuiting
2 Interpreting
3 Intergration
4 Institutionalizing

Question 5

C&B - Strategic renewal

- Intuiting

Answer 5

• The preconscious recognition of the pattern and/or possibilities inherent in a personal stream of experience.
• This process can affect the intuitive individual’s behavior, but it only affects others as they attempt to (inter)act with that individual.
• Individual level

Question 6

C&B - Strategic renewal

- Interpreting

Answer 6

• The explaining of an insight, or idea to one’s self and to others.
• This process goes from the preverbal to the verbal and requires the development of language.

Individual level and group level

Question 7

C&B - Strategic renewal

- Integreating

Answer 7

• The process of developing shared understanding amongst individuals and the taking of coordinated action through mutual adjustment.
• Dialogue and joint action are crucial to the development of shared understanding. This process will initially be ad hoc and informal, but if the coordinated action taking is recurring and significant it
  will be institutionalized.

Group level and organizational level

Question 8

C&B - Strategic renewal

- Institutionalizing

Answer 8

• The process of ensuring that routinized actions occur. Tasks are defined, actions specified and organizational mechanisms put in place to ensure that certain actions occur.
• Institutionalizing is the process of embedding learning
  that has occurred by individuals and groups into the
  institutions of the organization including systems, structures, procedures, and strategy.

Group level

Question 9

C&B - Strategic renewal

- allignment between organization and environment

Answer 9

• This allignment is a dynamic process, shifts over time
• As it shifts, a firm must be capable of reinterpretating the environment, and incorporate it’s understanding into new products/processes/strategy/structure

Question 10

C&B - Strategic renewal

- Feedback loop

Answer 10

Competitive position of a firm is dynamic not static,
Influences work through feedback loops

Feedbackloops create the tension between exploitation (institutionalized learning) and exploration (intuiting, interpreting, integrating)

Question 11

C&B - Strategic renewal

- Feedforward and feedback

Answer 11

Feedforward: How a lower level process leads to a higher level process, (e.g. how individual intuiting leads to group level institutionalization)

Feedback: How changes in a higher level process affect lower level processes (e.g. institutionaliztion of one thing affects the individuals intuiting)

Question 12

“Change is the implementation of TM vision”

- assumptions?

Answer 12

Top management always has the best vision

Question 13

Critisism Strategic decision making

Answer 13

Emphasis of calculation can lead to:
- alienation of employees
- lack of participation in change
Quality of decision can only be evaluated after implementation

Question 14

M&C - strategic change views

• Common view of strategic change
• M&C view on strategic change

Answer 14

• Strategic change: the purposeful choices of organizational actors intent on achieving a prespecified goal against a backdrop of existing environmental forces.
• change processes involve ‘doing things’ and “owned” view of change processes.
• M&C have an unowned view of process that elevates chance, environmental uncertainty and unintended consequences of choice in accounting for strategic change

Question 15

Topdown organizational change is achieved through?

Answer 15

• Replacement
• Control: utilization of power by those who have a legitimate power position (e.g. managers) to constrain the behavior of others. Ultimate goal is to minimize deviation from expected behavior

Actors can control

• inputs to behavioral processes
• behavioral processes
• outcomes of behavioral processes