Lecture 4 & 5 & 6 Flashcards
Scale of change
incremental or discontinuous
Span of change
Modular or Corporate
Timing of change
Anticipatory or Reactive
Depth of change
First order or Second order
How to change Individuals
training, coaching
Second order change -> less frequent but significant
How to change groups
defining roles within groups, setting goals
Forms of organisational change
outsourcing, proces re-engineering, downsizing
Force field analysis
Frame work is meant for…
Helping forces must outweigh hindering forces if change is to happen.
framework for looking at factors influencing situation
3 step model of change
unfreezing, make everyone ready
moving,
freezing, stabilizing changes
emergent change
change as ongoing process of adaptation
Lenses for emergent change
readiness for change
renewal -> Netflix → Begon als een DVD-verhuurbedrijf, maar ‘vernietigde’ zichzelf door over te stappen naar streaming (en later naar productie van content).
complexity theory -> Social Media Virality → Een video of trend kan onverwacht wereldwijd populair worden door interacties tussen gebruikers.
Styles of change (choice of approach)
Collaborative
Consultative
Directive
Coercive
Table: Styles of change samen met scale and span of change
Development transitions -> Consultative en incremental
Task Focused transitions
Charismatic transitions
Turnarounds -> Coercive en corporate transformation (quite discontinuous :)
Haal het plaatje voor je!
Theory E and Theory O
Theory E focuses on financial performance and shareholder value, often using restructuring, layoffs, and cost-cutting. Theory O, on the other hand, prioritizes organizational culture, employee engagement, and long-term innovation.
The most effective approach is often a combination of both. Example: Microsoft under Satya Nadella successfully balanced Theory E (profitability and efficiency) with Theory O (cultural transformation and employee empowerment), leading to renewed innovation and business growth.
Driven by economic data, driven by more social factors
Directed Change methods
Business process re-engineering
Lean
6 sigma
Lean points of wastage
overproduction
waiting
transport
defects
value stream mapping
analyze flow of resources and highlight areas where activities consume resources but don’t add customer value.
Facilitated methods
Organisational Development
Apreciative Inquiri
Large group Methods
5 D’s Apreciative Inquiri
Definition: goals, structure
Discover: Organisation at its best
Dream: Ideal future
Design: how to achieve this dream
Destiny: agreed on ideas to go forward
Future search
Creating future scenarios and finding common ground between parties (where can we build on)
Conference model
The Conference Model is a participatory change approach used in organizations to engage a large and diverse group of stakeholders in problem-solving, decision-making, and planning. It is designed to facilitate collaboration, encourage open dialogue, and generate innovative solutions through structured discussions.
-> aan de hand van 5 conferences
Open space tech
no formal task, structure or agenda
To create new ideas or solutions
Below the waterline. Op welke twee onderdelen kan dat slaan?
Dat kan slaan op Informal en formal organisation en dat kan slaan op artefacts, symbols, beliefs, assumptions.
Haal het culture plaatje voor je waar culture 3 x de inputs filtert. Welke 3 inputs zijn dit?
- Culture filters the perceptions of people on their internal and external environment
- Culture affects the formulation of strategic plans
- Culture affects a plan’s implementation as well as feasibility.
