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Change Management

Change Management. Chapter 9 Linking vision and change. Vision. Having a vision is often linked to why successful organizational change is achieved Conversely, lack of vision is frequently associated with organizational decline

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Change Management

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  1. Change Management Chapter 9 Linking vision and change

  2. Vision • Having a vision is often linked to why successful organizational change is achieved • Conversely, lack of vision is frequently associated with organizational decline • The role of vision in producing organizational change is linked to the image one has of managing change (see Table 9.1) • Vision is often confused with other terms such as mission statements, goals and values (see Table 9.2) • Vision is commonly thought of as a guide for the organization in identifying the appropriateness of particular changes that are proposed

  3. Characteristics of Vision • An effective vision should have: • A cognitive component – focusing on achieving outcomes • An affective component – helping to motivate people and increase commitment to the change (Boal & Hooijberg, 2001) • Four generic characteristics of vision are: • Possibility • Desirability • Actionability • Articulation (Nutt & Backoff, 1997)

  4. Approaches to Vision • There are a number of approaches to creating vision which include: • Crafting the vision: this can be either leader-dominated, pump-priming or facilitated • Questions that help to develop a vision: this can be done through an intuitive, analytic, or benchmarking approach • Connecting the vision to the organization’s inner voice: this connects the vision to the underlying values and beliefs that are held within the organization.

  5. Failure of Vision • Visions can fail for a number of reasons including being: • too specific • too vague • inadequate • too unrealistic (Pendlebury et al., 1998) • A vision must be able to adapt over time • A dominant vision will be one that outlasts others that may be present within the organization.

  6. Debates linking Vision and Change • There are three key debates that link vision and change. • Does vision drive change or emerge during change? • Does vision help or hinder change? • Is vision an attribute of heroic leaders or of heroic organizations?

  7. Questions • What criteria do you use to figure out whether a particular vision or vision statement is likely to be useful? • Are visions more likely to ‘take’ in some organizations or cultural contexts than others? Why? • What process works best to develop a vision? • Does vision drive change? Is it crucial or over-rated? • Do organizations need visionary leaders? • Should we just let vision emerge or evolve?

  8. Mentor Graphics Case • How was vision used at Mentor? • Did it strengthen or weaken the company? How? Why? • What can be said about the vision content, context, and process? • Does vision drive change or emerge through change? • Does a vision help or hinder change? • Is vision an attribute of a heroic leader or heroic organization?

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