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Change Management

Change Management. Prof. Steve Phelan Lecture 8. Today. Implementing Change Note on implementing change (1991) Peter Browning and Continental White Cap (1986) LMZ Chs17-20 Organization Mirror Interventions (1999) Confrontation Meeting (1967) Parallel Learning Structures (1991)

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Change Management

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  1. Change Management Prof. Steve Phelan Lecture 8

  2. Today • Implementing Change • Note on implementing change (1991) • Peter Browning and Continental White Cap (1986) • LMZ Chs17-20 • Organization Mirror Interventions (1999) • Confrontation Meeting (1967) • Parallel Learning Structures (1991) • Survey Guided Development (1972)

  3. Implementing Strategy • Ten Commandments • Analyze organization and need for change • Create a shared vision and common direction • Separate from the past • Create a sense of urgency • Support a strong leader role • Line up political sponsorship • Craft an implementation plan • Develop enabling structures • Communicate, involve people, and be honest • Reinforce and institutionalize change • What is new here?

  4. Peter Browning and Continental White Cap • Tasks • Construct a vision and set of goals • Create a commitment chart for Peter • What should Peter’s approach be to Lawson, White, Stark, Green and corporate HQ? • Craft an implementation plan to achieve your goals (particularly indicating actions and time frame)

  5. More Group Techniques • What are the similarities and differences between the organization mirror technique and a confrontation meeting? • How do they differ from role analysis and HQ-field relations techniques? • Is there anything new here? • Would it work/not work?

  6. Parallel Learning Structures • Philosophy • The authors believe that traditional structures are not set up to promote learning • They advocate parallel structures to get people out of their environment into a new culture that encourages learning • These are not the same as taskforces, working parties, or quality circles • Do you believe the philosophy?

  7. Survey Guided Development • Overview • Possibly the most pretentious OD article ever written • Lots of scientific/medical metaphors and references • Reflects the view of engineers and psychologists set on making OD a ‘science’ • Believes survey guided research enables scientific diagnosis and prescription • Questions • Why have surveys proven to be such a poor tool over the years? • Is their ‘survey feedback’ the answer?

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