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Organizational Design, Diagnosis, and Development

Organizational Design, Diagnosis, and Development. Session 14 The Management of Change. Objectives. To understand the elements of a successful change program To review techniques for motivating change To understand the role of power and political support in managing change

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Organizational Design, Diagnosis, and Development

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  1. Organizational Design, Diagnosis, and Development Session 14 The Management of Change

  2. Objectives • To understand the elements of a successful change program • To review techniques for motivating change • To understand the role of power and political support in managing change • To review the implementation phase and techniques for sustaining change

  3. Overview of the Change Process Stage 2 Implementation Train team Manage resistance Make adjustments Stay focused Stage 3 Transition Planned integration Evaluation Renewal Stage 1 Planning & Preparation Exploration Diagnosis & Planning Commitment Building

  4. Exploration Stage • Identify need or opportunity • Build political support • Create readiness for change • Develop the contract

  5. Building Political Support • Assess power of the change agent • Position power • Individual power • Knowledge • Personality • Coalition power • Identify key stakeholders

  6. Create Readiness for Change • Develop a sense of urgency • Confront reality, Visit success, Bring in the consultant • Discrepancy analysis • Convey positive expectations • Deal with resistance to change • Communication and listening • Participation and involvement

  7. Develop the Contract • Mutual expectation • Time and resources • Ground rules

  8. Diagnosis and Planning • Plan for getting needed data • Implement diagnosis • Plan and implement feedback sessions

  9. Commitment Building • Clarify roles of key players • Communicate the vision • The envisioning process • Outcome orientation • Sharing the vision

  10. Implementation - Managed Change • Educate and train team members • Implement the interventions • Manage resistance to change • Build feedback mechanisms, make adjustments • Keep the focus on the vision

  11. Transitions • Institutionalize change • Keep communication channels open • Evaluate • Develop a renewal plan

  12. Backwards and Forwards • Summing up: Today we examined the entire change process from identifying needs to evaluating the change. Getting the commitment of key players and stakeholders is important in the success of change. • Looking ahead: Next time we immerse ourselves in the details of evaluation

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