Ten Have - Chapter 1 & 2 Flashcards
(25 cards)
Piecemeal syndrome
The tendency to only fight the symptomes, isolated approach
PidgeonHoling
Simplification of complex problem, to make it fit into a clear category and sollution
Purposive change
Goal oriented change, for which goal oriented and deliberate actions is requiered
Nul hypothesis change
Change is not needed
Rational
- consists of what to subaspects
Mission and Vision
Vision
Vision about how the organization views the world, and how that relates to the organization
Mission
- what is it about
- how to realize it
About a higher goal
4 ways to realize a mission
- Targeting (realisatie van duidelijk en concreet doel)
- Common enemyGemeenschappelijke vijand
- Rolemodel
- Internal transformation
Rational - goals
To give a reason for change, and be the reason to change
answers the question why do we need to change
Has to make sense logically, and appeal to emotions
Create a sense of urgency
Rational - succesfactors
- Articulate a vission of the future
- Stimulate the acceptance of group goals
- Communicate higher expectations
- Facilitate intelectual communication
Rational - leadership goals
- Give direction
> identifying changes
> determine critical questions and subjects
Rational - failure factors
- Future shock > - Paralysis by analysis -Information overload - No sense of urgencie - Bias for action => jumping to conclusions - non-event - Quick hit - lack of vision and strategy - pretend agreement - lack of commitment
Effect - what is it
- The concrete, wanted and unwanted consequences
- Longterm and shortterm
- Negative and possitive
- For everyone involved
Effect - goals
Monitoring
- Identify the needs of employees during the change process
- Meet the needs of the employees
Systems
- change has to be solidified in the organization’s systems
Policy
- Evaluation and feedback show the (un)intended changes, may lead to changes in policy
Effect - succes factors
- Workplace recovery: smoothly run the changes on organisational level and the adjustments on individual level
- 4 grid: leads to 4 succes factors
> tasks: weaken the old, strengthen the new
> dimensions: Emotional reality, business interests
> Empathy – acknowledge that change is hard (weaken + emotional)
Engagement – Develop understanding with parting from the old and accepting the new (weaken & interests)
Energy - inspire and involve people en let them contribute in realizing change (emotional + strength)
Enforcement - confirm and enhance perceptions, expectations, en behavior that fits the new organization (strengthen & interest)
Energy - failure factors
- Abstract or incoherent change goals
- overoperationalized change goals
- experience of violation of psychological contract => obligation towards employees are not met due to changes, => Lack of commitment
> Affective commitment: People stay because they want to
> Continuance commitment: Costs of leaving the organization are high
Normative commitment: people feel obliged to stay - Status orientation (ipv action control):
> focus on counter productive aspects
> holding on to negative emotions
Focus - definition
Helps changing the why question into what (the direction), through strategy
- example behavior
- principles
- priorities
- selection criteria
Makes clear what core competencies should be used, given the urgency and ambition to change
Focus - succesfactors
Prevailing circumstances of strong situational cues.
- Circumstances have to fit the change to come.
(eg norms, values, structures, incentives, have to be made to fit the new situation)
Transition manament team (TMT)
- way to achieve focus and “connection”
- Has to make the following rules
> How to rules: what behavior do we want
> Boundary rules: rules to let people focus on what’s within the scope
> Priority rules: rules to help prioritize
> Timing rules: rules to help the organization to act as one
> Exit rules: rules that help decide whether to end activities
Focus - failurefactors
Uncoordinated / uncontrolled efforts
Conflicting goals => priority proliferation everything is important
Lack of vertical communication.
Behavioral misalignment: initiaters direct, but don’t follow their own rules
Energy - definition
Consensus & Leadership
Consensus is factor between rational and energy. consensus will create energy
Leadership: create Preparedness en readiness,
Energy - succes factors
- Enabling others to act.
- Challenging the process
- Inspiring shared vision
- Modeling the way
- Encouraging the heart (erkennen en waarderen)
Energy - failure factors
- Symptome fighting
- Process without product: all talk no game
- Product without process: means to realize the goal become the goal
- Learned apathy
- Wrong mix of followers.
> alienated followers (critical, independent, not participating)
> passive followers (not critical, not independent not participating)
> confirming followers (only participating)
> example followers (critical, independent and participating)
> pragmatic followers (avaragely participating & independent, make sure they get at least something)
Energy - Leadership
Leadership is essential for energy, at least 4 out of 6 should be present
- Coercive: giving direct orders
- Authoritative: mobilizing people from a clear vision and mission
- Affiliative: develop harmony and connections
- Democratic: stimulate consensus
- Pacesetting: deciding the pace, direction by setting high performance norms
- Coaching: developing people by accompanying and preparing for the future
Connection - definition
Connection between desirable, achievable, and change capacity
- integration
- coherence (samenhang)
Connection - succesfactors
- Establish need for action, to give meaning to the mission, values, or principals
- Feeback
- Effective communication
