Description
Critical thinking
Unformatted Attachment Preview
Watch the following video and then discuss the related questions that follow:
It Starts With One: Changing Individuals Changes Organizations—26:25
minutes https://www.youtube.com/watch?v=1klZD0nKOF4
1. Do you agree that organization change begins with the individual not the organization? Why or
why not?
2. Which barrier discussed in the video resonated with your experience of change management the
most?
3. Discuss how the principles shared in the video might facilitate a successful change project.
4. Discuss which models and principles you learned during the course relate to the approach offered
in the video. Which is most similar?
Directions:
•
•
•
500 words max.
Support your submission with course material concepts, principles, and theories from the
textbook and at least four scholarly, peer-reviewed journal articles.
Formatted according to APA 7th edition
Textbook: Deszca, G., Ingols, C., & Cawsey, T. F. (2020). Organizational change: An action-oriented
toolkit. SAGE
Chapter 9:
Action Planning and Implementation
Chapter Overview
•
Change leaders have a “do it” attitude. Without action,
nothing happens
•
Action planning involves planning the work and
working the plan. “Right” decisions = approximately
right, as you gain feedback and learn as you go
•
Action planning sorts out who does what, when, and
how and tracks progress to promote learning and
adaptation
•
Tools to help you manage the process are discussed
•
Successful change agents effectively engage others in
the journey, develop detailed communication plans and
the transition
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
2
The Change Path Model
Awakening
Chapter 4
•
Mobilization
Chapters 5 through 8
•
•
•
Implementation planning
that engages and
empowers others
Action planning tools
Communications planning
Managing the transition
and after-action review
Acceleration
Chapter 9
Institutionalization
Chapter 10
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
3
3 Approaches to Decision Making and
Action Taking
• Thinking First
• when the issue is clear and the context structured
• Seeing First
• when many elements have to be combined into
creative solutions, commitment is key and
communication across boundaries is essential. People
need to see the whole before becoming committed.
• Doing First
• when situation is novel and confusing, complicated
specifications would get in the way and a few simple
rules can help people move forward
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
4
3 Generic Change Strategies
Change Type
Programmatic
Change
Discontinuous
Change
Emergent
Change
Characteristic
Implementation
Pitfalls
Missions, plans,
objectives
Training,
timelines,
steering
committees
Lack of focus on
behavior, one
solution for all,
inflexible
solutions
Initiated from top,
clear break,
reorientation
Decrees,
structural
change,
concurrent
implementation
Political
coalitions derail
change, weak
controls, stress
from the loss of
people
Ambiguous,
incremental and
challenging
Use of
metaphors,
experimentation,
and risk taking
Confusion over
direction,
uncertainty, and
possible slow
results
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
5
Working Your Plan
• Mobilize commitment to change through joint diagnosis of business
problems
• Develop a shared vision of how to organize and manage for
competitiveness
• Foster consensus for the new vision, competence to enact it, and
cohesion to move it along
• Spread revitalization to all departments without pushing it from the
top
• Institutionalize revitalization through formal policies, systems, and
structures
• Monitor and adjust strategies in response to problems in the
revitalization process
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
6
Working Your Plan
1. Think of a change situation you are familiar with.
Return to Table 9.1 and consider whether it is a:
a) Programmatic change
b) Discontinuous change
c) Emergent change
2. How well was it handled? Was the appropriate
approach or should it have been handled
differently?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
7
Steps to Effective Change—Beer et al.’s Six Steps
1.
Mobilize commitment through joint diagnosis
2.
Develop a shared vision
3.
Foster consensus for the new vision,
competence to enact it, and cohesion to move
it along
4.
Spread revitalization to all departments without
pushing it from the top
5.
Institutionalize revitalization through formal
policies, systems, and structures
6.
Monitor and adjust strategies as you go
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
8
Jick’s Ten Commandments
1. Analyze the organization and its need for change
2. Create a vision and a common direction
3. Separate from the past
4. Create a sense of urgency
5. Support a strong leader role
6. Line up political sponsorship
7. Craft an implementation plan
8. Develop enabling structures
9. Communicate, involve people, and be honest
10. Reinforce and institutionalize change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
9
Kotter’s Eight-Stage Process
1. Establish a sense of urgency
2. Create a guiding coalition
3. Develop a vision and strategy
4. Empower broad-based action
5. Communicate the change vision
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Anchor new approaches in the culture
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
10
Lueck’s Seven Steps for Change
• Identify the leadership
• Focus on results, not activities
• Start change at the periphery, then let it spread to
other units, pushing it from the top
• Institutionalize success through formal policies,
systems, and structures
• Monitor and adjust strategies in response to
problems in the change process
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
11
“No Plan Survives First Contact”
• While it is critical to plan and anticipate,
planning is a means not an end.
• Don’t ignore vital emerging information
just because it does not fit with carefully
conceived plans.
• Contingencies and alternative ways of
approaching change are important
contributors to enhanced adaptive
capacity.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
12
Action Planning Tools
1.
To Do Lists—A checklist of things to do
2.
Responsibility Charting—Who will do what,
when, where, why, and how
3.
Contingency Planning—Consideration of
what should be done when things do not
work as planned on critical issues. Tools to
aid with this include decision tree analyses
and scenario analyses
4.
Flow Charting
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
13
Action Planning Tools (cont.)
5.
Design Thinking
6.
Surveys and Survey Feedback
7.
Project Planning and Critical Path Methods for
Scheduling
8.
Tools that assess outcomes and stakeholders
(discussed in Ch. 6), including:
a)Commitment Charts
b)The Adoption Continuum (AIDA)
c) Cultural Mapping
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
14
Action Planning Tools (cont.)
9.
Leverage Analysis
10. Training and Development Tools
11. Diverse Change Approaches
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
15
Responsibility Charting
Decisions
or Actions
to be Taken
Action 1
Responsibilities
Susan
Ted
Sonja
R
A
I
For meeting on Jan 14
R
I
May 24
A
A
Draft Plan by Feb 17
Action by July 22
Action 2
Action 3
S
Relevant Dates
Etc…
Coding:
R = Responsibility (not necessarily authority)
A = Approval (right to veto)
S = Support (put resources toward)
I = Inform (to be consulted before action)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
16
Project Planning
Example 1
Opportunity
Identification
Concept
Development
Product Design
Process Design
Commercial
Production
Opportunity
Identification
Cycle
Time
Concept
Development
Product Design
Process Design
Example 2
Schilling & Hill, 1998
Commercial
Production
Organizing task to
allow for parallel
processes to occur has
been shown to save
time.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
17
Level of Commitment to Action
LOW
• Opposed to the Change
• Neutral to the Change
• Let It Happen (weak support)
• Help It Happen
• Make It Happen
HIGH
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
18
Stage of Adoption
• Awareness
• Becoming altered to the existence of something new,
such as a product, service, or procedure
• Interest
• A growing inquisitiveness about the nature and benefits
of the new idea
• Desire/Appraisal
• Studying strengths and weaknesses of new idea and its
application to their area, followed by small-scale testing
• Action/Adoption
• Incorporating the new idea as part of the resources the
adopter brings to their job
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
19
Crossing the Adoption Chasm
The Chasm or
Tipping Point of
Support That Needs
to be Crossed
Innovators
Early
Majority
Early
Adopters
Laggards
Late
Majority
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
20
Commitment Chart
Level of Commitment
Key
Players
Person1
Opposed
Strongly
to Weakly
Neutral
Let It
Happen
X
→O
X
→
Make It
Happen
Med
X
Person 2
Person 3
Help It
Happen
Level of
Understanding
(high, med, low)
→O
→O
High
Low
Etc…
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
21
Mapping People on the Adoption Curve
Key Players
Aware
Person1
Interested
Desire for
Action
X
→O
X
Person 2
Person 3
Moving to
Action or
Adopting the
Change
X
→
→O
Etc…
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
22
Action Planning Checklist
✓
Is the action plan consistent with the analysis, vision, and
objectives?
✓
Is your action plan realistic, given your influence, and the
resources likely to be available to you?
✓
Are you and your team committed, and do have the
competence and credibility to implement the action steps?
If not, how will you address this?
✓
Is the plan time-sequenced in logical order?
✓
Is it clear who will do what, when, where, and how?
✓
What are the milestones and the probability of success at
each step? Have you anticipated secondary
consequences of your actions?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
23
Action Planning Checklist (cont.)
✓ Have you anticipated possible secondary
consequences and lagging impacts your plans may
have?
✓ Have you developed contingencies for risk areas and
for how to proceed if things go better or differently than
anticipated?
✓ Who does your plan rely on? Are they “on-side”? If not,
what will it take to bring them “on-side”?
✓ Does your action plan take into account the concerns of
stakeholders and possible coalitions they might form?
✓ Who (and what) could seriously obstruct the change?
How will you manage them?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
24
Communication Needs for Different
Phases in the Change Process
Pre-Approval
Phase
Developing the
Need for Change
Phase
Communication Communication
plans to sell top plans to explain
management
the need for
change, provide a
rationale,
reassure
employees, and
clarify the steps in
the change
process.
Mid Stream
Change Phase
Confirming the
Change Phase
Communication
plans to inform
people of progress
and to obtain
feedback on
attitudes and
issues, to
challenge any
misconceptions,
and to clarify new
organizational
roles, structures,
and systems.
Communication
plans to inform
employees of the
success, to
celebrate the
change, and to
prepare the
organization for
the next change.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
25
Communicating for Change
1. Message and media redundancy are key for message
retention. Carefully consider the impact and use of social
media and how others affected may use it
2. Face-to-face communication is most effective
3. Line authority is effective in communications
4. The immediate supervisor is key
5. Opinion leaders need to be identified and used
6. Employees pick up and retain personally relevant
information more easily than other types of information
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
26
Influence Strategies for Change
1. Education and communication
2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
5. Manipulation and co-option
6. Explicit and implicit coercion
7. Systemic adjustment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
27
Toolkit Exercise 9.2—Action Plans for
Influencing Reactions to Change
1. Which of the following strategies have you seen used to
overcome resistance to action plans?
a. Education and communication?
b. Participation and involvement?
c. Facilitation and support?
d. Negotiation and agreement?
e. Manipulation and co-optation?
f. Explicit and implicit coercion?
g. Systemic adjustments?
2. What were the consequences of the methods?
3. Which of these methods are you most comfortable with
using? Which do you have the skills to use?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
28
Toolkit Exercise 9.3 (cont.)
Additional Lenses on Influence Tactics
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
Inspirational appeals
Consultation: seeking the participation of others
Relying on the informal system: existing norms and
relationships
Personal appeals: friendship, loyalty
Ingratiation: praise, flattery, friendliness
Rational persuasion: using data
Exchange or reciprocity
Coalition building
Using rules or legitimating tactics
Appeals to higher authorities
– Which of the above have you used? How successful were
they?
– How comfortable are you with each method?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
29
Push and Pull Tactics
• Push Tactics
• Use of facts, logic, and/or pressure
(e.g., use of guilt and fear) to push
people toward the change
• Pull Tactics
• Inspirational appeals and other
influence tactics designed to attract and
pull people toward the change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
30
Implementation Tactics and Success
Tactic
Percentage
Use
Initial
Adoption
Rate
Ultimate
Adoption
Rate
Time to
Adopt
(months)
Intervention
16%
100%
82%
11.2
Participation
20
81
71
19.0
Persuasion
35
65
49
20.0
Edict
29
51
35
21.5
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
31
A Checklist for Change: Transition Management
Transition Management: managing the implementation
of the change project
✓
How will the organization continue to operate as it shifts
from one state to the next?
✓
Who will answer questions about the proposed change?
What decision power will they have?
✓
Do the people in charge of the transition have the
appropriate authority to make decisions necessary to ease
the change?
✓
Have we developed ways to reduce the anxiety created by
the change and increase the positive excitement over it?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
32
A Checklist for Change: Transition Management (cont.)
✓ Have we worked on developing a problem-solving climate
around the change process?
✓ Have we thought through the need to communicate the
change? Who needs to be seen individually? Which
groups need to be seen together? What formal
announcement should be made?
✓ Have the people handling the transition thought about
how they will capture the learning from the change
process and share it?
✓ Have we thought about how we will measure and
celebrate progress and how we will bring about closure
to the project and capture the learning so it is not lost
(after-action review)?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
33
What Makes for a Good Action Plan?
1. It can be done!
2. Organized as a timed sequence of
conditional moves
3. Responsibility charts: who does what,
when, why, how?
4. Measures and Outcomes are specified
5. The plan is consistent with analysis and
objectives
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
34
What Makes for a Good Action Plan? (cont.)
6. Resources are available: money and people
7. Real “buy in” is there—involvement and
public commitment, coalitions are
considered
8. Early positives exist to help build
momentum
9. Most importantly, you have the Vision and
Goals needed to guide you in the right
direction
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
35
Summary
• “Doing it” demands a good plan and a committed
team who will work that plan
• Several strategies for approaching change and
planning the work are discussed. Change agents,
like good coaches, adjust as they go
• Action planning tools are discussed
• Effective action planning and implementation
requires careful attention to communication and
transition management
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
36
Purchase answer to see full
attachment
