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Creating Radical Change: Leadership Strategies & Organizational Dynamics

Explore the complexities of change management through case studies like Telecom Australia and Oticon, incorporating political models and group dynamics. Learn how to lead transformative change effectively.

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Creating Radical Change: Leadership Strategies & Organizational Dynamics

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  1. Change Management Prof. Steve Phelan Lecture 12

  2. Today • LMZ Chs 28-30 • Creating readiness for change (1993) • Defining a political model of organizations (1988) • Functional roles of group members (1948) • Telecom Australia case • Radical change • United in the quest to become radical (2000) • Oticon A/S (A)

  3. Creating readiness for change • Message • Must sell people on discrepancy and efficacy • Influences on message • Change agent attributes • Must appear/be credible, trustworthy, sincere, and knowledgeable • Influence strategies • Active participation, persuasive communication, management of external information • Interpersonal and social dynamics • Opinion leaders

  4. Defining a political model • Three types of power • Downwards, upwards, sideways • Three models of organizations • Rational/bureaucratic • Focused on downward power • Collegial/consensus (truth/love model) • Focused on upward power, favored by OD • Pluralistic/political • All three, more realistic, focused on compromise

  5. Functional roles of group members

  6. Group roles • Two problems • Groups in different stages of an act of problem selection and solution will have different role requirements • An equally important objective is the development of role flexibility • skill and security in a wide range of member roles • Training • Sensitization to roles, external observers, role playing, internal observers, recordings

  7. Telecom Australia case

  8. Situation • Incompatible systems • All executives using Windows • All admin assistants using WordPerfect on Wang minicomputer • Plan • Move AAs to Windows and install servers, network printers, email, and internet access for all users

  9. Quest to become radical • Zzzzzzzzzzzz • In business, as in anything else, it helps to see things for yourself • i.e. people learn better from first hand experience • BG conclusions • Be honest and blunt about your position in market • Develop an ability to look ahead • Create a ‘question everything’ culture and a ‘hothouse’ where ideas could develop

  10. Oticon • Case Questions • Should he proceed with his vision? • Had he perhaps already gone far enough? • Was such radical restructuring really necessary?

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