Post on 04-Jan-2016
BA 4226Managing Organizational Change
Diagnosis for change
Instructor: Çağrı Topal1
Diagnostic tools and imagesDirector: evaluating relationships
between different change variablesNavigator: mapping the environmentCaretaker: obtaining some insights
about the environmentCoach: developing the competencies
neededInterpreter: understanding different
perspectives and frameworks of stakeholders
Nurturer: not using such tools 2
ModelsImplicit• Providing insights based on experience• Based on limited experience• Not known to others
Explicit• Transforming complexity into simplicity• Identifying most important activities• Constituting a common language• Providing guidance for change 3
Six-box organizational model (w)PurposesStructureRewardsHelpful mechanismsRelationshipsLeadership
4
7-S framework (w)StructureStrategySystemsStyleStaffSkillsSuperordinate goals
5
Star model (w)StrategyStructureProcesses and lateral capabilityRewards systemsPeople practices
6
Congruence model (w)
TaskIndividualsFormal organizational arrangementsInformal organization
7
Burke-Litwin model (w)EnvironmentMission and strategyLeadershipOrganizational cultureStructureManagement practicesSystems (policies and procedures)Work unit climateTask requirements and individual
skills/abilitiesMotivationIndividual needs and valuesIndividual and organizational
performance8
Four-frame model (w)Structural frameHuman resource framePolitical frameSymbolic frame
9
Diagnosis by image (w)
Describing the organization with an image
Discussing the details of the image
10
PESTEL framework (c)
External environment• Political factors• Economic factors• Social factors• Technological factors• Environmental factors• Legal factors
11
Scenario analysis (c)
Creating future scenariosDeveloping different assumptionsDetermining change needs in each
scenario
12
Gap analysis (c)
Where are we now?Where do we want to get to?How can we get there?
13
Elements of strategy (c)
ArenasVehiclesDifferentiatorsStagingEconomic logic
14
Strategic inventory (c)
Identifying managers’ assumptions and beliefs about the environment
Identifying inconsistencies between managers’ assumptions and actual environmental variables
15
Newsflash exercise (c)
Gathering the specific views of managers on change
Avoiding categorization of managers’ views
16
Cultural web (c)
ParadigmRituals and routinesStoriesSymbolsControl systemsPower structuresOrganizational structure
17
Structural dilemmas (c)
Differentiation vs. integrationGap vs. overlapUnderuse vs. overloadLack of clarity vs. lack of creativityExcessive autonomy vs. excessive
interdependenceToo loose vs. too tight
18
Boundaryless organization (c)Factors• Speed• Flexibility• Integration• Innovation
Boundaries• Vertical• Horizontal• External•Geographic
19
Stakeholder analysis (r)Identify stakeholdersAssess each stakeholder’s capacityCheck each stakeholder’s track
recordAssess each stakeholder’s interestIdentify interested and influential
stakeholdersFind out each stakeholder’s role
20
Force-field analysis (r)Define the problemDetermine the restraining forcesDetermine the driving forcesIdentify possible outcomes
21