Reframing Organizations , 3 rd ed.

1. Reframing Organizations, 3rd ed.

2. Chapter 18 Reframing Change: Training, Realigning, Negotiating and Grieving

3. Reframing Change: Training, Realigning, Negotiating and Grieving • A Common Change Scenario: DDB Bank • Reframing Organizational Change • Change and Training • Change and Realignment • Change and Conflict • Change and Loss • Change Strategy • Team Zebra: The Rest of the Story

4. A Common Change Scenario: Thomas Lo at DDB Bank • Profitable bank faced changing environment • Thomas Lo recruited to improve service and innovate • Lo introduced many changes, but six months later nothing was different • Lo encountered lip service, passive resistance, but no overt conflict • Familiar story: hopeful beginning, muddle middle, disappointing ending • Change strategies that rely on only one or two frames usually fail

5. Table 18.1(a)Reframing Organizational Change

6. Table 18.1(b)Reframing Organizational Change

7. Change and Training • Change initiatives often fail because employees lack knowledge and skills • People resist what they don’t understand, don’t know how to do, or don’t believe in • Training, participation and support can increase understanding of why change is needed, as well as skills and confidence needed to implement

8. Change and Realignment • Structural change undermines existing patterns, creating ambiguity, confusion and resistance • People don’t know how to get things done or who’s supposed to do what • Change efforts need to anticipate structural issues, realign roles and relationships

9. Change and Conflict • Change creates winners and losers • Winners support the change and fight for its implementation • Losers resist, try to block change effort (and often succeed) • Conflicts often are buried, where they smolder and become more unmanageable • Successful change requires framing issues, building coalitions, and creating arenas where conflict can be surfaced and agreements negotiated

10. Change and Loss • Loss of a cherished symbol produces loss – akin to losing a job or a loved one • Change produces conflicting impulses: replay the past vs. plunge into the future • Cultures create transition rituals to ease loss • Ritual and ceremony are essential to successful change: celebrate or mourn the past and envision the future

11. Kotter: Stages of Effective Change • Create sense of urgency • Pull together guiding team with need skills, credibility and connections • Create uplifting vision and strategy • Communicate vision and strategy through words, deeds, symbols • Remove obstacles, empower people to move • Create visible progress: early wins • Persist when things get tough • Nurture and shape new culture to support new ways

12. Reframing Kotter’s Change Model

13. Reframing Kotter’s Change Model

14. Reframing Kotter’s Change Model

15. Team Zebra: The Rest of the Story • Top-down, Bottom-up Structural Design • Learning and Training • Areas for Venting Conflict • Occasions for Letting Go and Celebrating • Core values • Encouraging rituals • Anchoring vision • Inventing ceremonies to keep spirit high

16. Conclusion • Major organizational change inevitably generates four categories of issues • Affects individuals’ ability to feel effective • They need training, participation, support • Change disrupts existing patterns • Structure needs to be realigned • Change creates conflict • Need arenas to negotiate conflict, reach agreements • Change creates loss of meaning for recipients • Need transition rituals to mourn past and celebrate future