The Theory and Practice of Change Management

CONTENTS
LIST OF FIGURES AND TABLES
FIGURES
TABLES
LIST OF RESEARCH REPORTS AND CHANGE TOOLS
RESEARCH REPORTS
CHANGE TOOLS
ABOUT THE AUTHOR
PREFACE
KEY CHANGES TO THE SIXTH EDITION
Revised structure and new chapter
Diagnosis
Responding to pervasive big-bang disruptions such as the COVID-19 pandemic
Family businesses
Destructive leadership
Promoting responsible behaviour and ethical change management
Learning objectives
References
New case studies and examples
PATHWAYS
The ‘essentials’
Recognizing the need for change
Diagnosis
Implementing change
Other ways to access content relevant to your needs
ACKNOWLEDGMENTS
TOUR OF THE BOOK
LEARNING OBJECTIVES
LEARNING OBJECTIVES
EXAMPLES
EXAMPLE 5.1 Horizontal misalignments identifie manufacturing company
MANAGING CHANGE IN PRACTICE 7.1 Colin Ions: The and mergers
MANAGINGCHANGE INPRACTICE
CHANGE TOOLS
CHANGE TOOL 11.2 Critical path analysis
CASE STUDY 3.1 Leicester Royal Infirmary
CASE STUDIES
RESEARCH REPORTS
RESEARCH REPORT 17.1 Perceptions of fair treatment
EXERCISES
EXERCISE 3.1 How did your organization, or another organization you know the COVID-19 pandemic?
REVIEW QUESTIONS
EXERCISE 9.2 Reflect on what you have learned from working on the two chapters in part III
ONLINE TEACHING AND LEARNING RESOURCES
FOR STUDENTS AND PROFESSIONALS
FOR LECTURERS
MANAGING CHANGE IN PRACTICE: VIDEO AND TEXT FEATURE
THE PRACTITIONERS
EMPLOYABILITY SKILLS
ACADEMIC SKILLS
The ability to apply theory to practice
The ability to collect, interpret and use data
The ability to think critically and marshal relevant evidence and examples to support coherent arguments
WORKPLACE SKILLS
Commercial awareness
An appreciation of the systemic nature of work organizations
Problem solving and opportunity development
Planning
INTERPERSONAL SKILLS
Communicating
Helping and facilitating
Influencing, persuading and negotiating
Leading
Motivating others
Working with groups and teams
Behaving responsibly
Learning
CASE STUDIES AND EXAMPLES GRID
PUBLISHER’S ACKNOWLEDGEMENTS
PART I MANAGING CHANGE: A PROCESS PERSPECTIVE
CHAPTER 1 PROCESS MODELS OF CHANGE
LEARNING OBJECTIVES
STATES AND PROCESSES
THE CHANGE PROCESS
The ordering of stages
EXAMPLE 1.1 A car importer responds to imposed change
Predetermined versus constructed trajectories
THE IMPACT OF SEQUENCE ON OUTCOME
Reactive sequences
EXAMPLE 1.2 BA cabin crew dispute
Self-reinforcing sequences
Increasing returns
EXAMPLE 1.3 Increasing returns contributed to the demise of Nokia
Psychological commitment to past decisions
EXAMPLE 1.4 Flyclinic: a failed attempt to create an online medical tourism platform
Cognitive biases and interpretive frames
EXAMPLE 1.5 Unrealistic goals for change at Direct Banking
Path dependence
MINIMIZING THE IMPACT OF REACTIVE AND SELF-REINFORCING SEQUENCES
Reactive sequences
Self-reinforcing sequences
EXAMPLE 1.6 Foxconn: how organizational path dependence is hindering attempts to diversify into the design and manufacture of lo
Complex patterns
SUMMARY
EXERCISE 1.1 Identifying issues that change managers need to attend to
CHAPTER 2 LEADING CHANGE: A PROCESS PERSPECTIVE
LEARNING OBJECTIVES
THE INTENTIONAL MANAGEMENT OF CHANGE
Lewin’s three-step process
RESEARCH REPORT 2.1 A test of the validity of Lewin’s three-step model
LEWIN’S LEGACY
KEY ELEMENTS IN THE PROCESS OF CHANGE MANAGEMENT
Recognizing the need for change and starting the change process
Diagnosing what needs to be changed
Planning and preparing for change
Leading and managing the people issues
Implementing change and reviewing progress
EXAMPLE 2.1 A failure to recognize unintended consequences at Concrete Flags Ltd
Sustaining change
Learning
SUMMARY
INTRODUCTION TO PART I
Chapter 1 Process models of change
Chapter 2 Leading change: a process perspective
PART II RECOGNIZING THE NEED FOR CHANGE AND STARTING THE CHANGE PROCESS
CHAPTER 3 PATTERNS OF CHANGE
LEARNING OBJECTIVES
ADAPTING TO CHANGE: THE GRADUALIST PARADIGM
EXAMPLE 3.1 Haier: the gradual transformation of a traditional manufacturing firm into a highly responsive, online-based entrepr
THE PUNCTUATED EQUILIBRIUM PARADIGM: AN ALTERNATIVE VIEW OF HOW ORGANIZATIONS CHANGE
Deep structure
EXAMPLE 3.2 The impact of Foxconn’s tightly coupled ecosystem in China on the relocation of operations to other countries
Equilibrium periods
Revolutionary periods
EXAMPLE 3.3 The rise and fall of Blockbuster
Support for the punctuated equilibrium paradigm
RESEARCH REPORT 3.1 Study of microcomputer producers
THE NATURE OF CHANGE CONFRONTING MOST ORGANIZATIONS
THE POSSIBILITY OF ANTICIPATING CHANGE
EXAMPLE 3.4 India’s sudden withdrawal of Rs500 and Rs1000 bank notes in 2016
Consequences of not anticipating change
A TYPOLOGY OF ORGANIZATIONAL CHANGE
EXAMPLE 3.5 The re-creation of VW
EXAMPLE 3.6 UK Coal: the simultaneous pursuit of adaption and reorientation
The change strategy
IMPLICATIONS OF THESE DIFFERENT TYPES OF CHANGE FOR CHANGE MANAGEMENT PRACTICE
The focus for change efforts
The sequence of activities required to achieve a desired outcome
The locus for change
NEW PATTERNS OF CHANGE
CASE STUDY 3.1 Leicester Royal Infirmary
The new pressures for change
The change strategy
EXERCISE 3.1 How did your organization, or another organization you know well, respond to the COVID-19 pandemic?
SUMMARY
CHAPTER 4 SOURCES OF CHANGE
LEARNING OBJECTIVES
INNOVATION AS A SOURCE OF CHANGE
Disruptive innovation
EXAMPLE 4.1 Aldi’s disruption of the supermarket sector in Australia
CASE STUDY 4.1 Was Uber a disrupter?
The digital revolution
MANAGING CHANGE IN PRACTICE 4.1 Mick Yates: The implications of big data
Bounded big-bang disruption
Pervasive big-bang disruption
CASE STUDY 4.2 Alternative explanations for Uber’s success
INTERNAL MISALIGNMENTS AS TRIGGERS FOR CHANGE
THE INTERPLAY OF EXTERNAL AND INTERNAL SOURCES OF CHANGE
MANAGING CHANGE IN PRACTICE 4.2 Hugh Thomas: Ugly Drinks, a new business venture
SUMMARY
CHAPTER 5 RECOGNIZING A NEED OR OPPORTUNITY FOR CHANGE
LEARNING OBJECTIVES
CASE STUDY 5.1 Using PEST to identify threats and opportunities confronting the German car industry
ORGANIZATIONAL PATH DEPENDENCE AND THE TRAP OF SUCCESS
Success can undermine resilience
Attending to indicators of effectiveness
EXERCISE 5.1 Indicators of effectiveness
EXAMPLE 5.1 Horizontal misalignments in a large US snacks and confectionery manufacturing company
The balanced scorecard
Sensitivity of the top team
CHANGE TOOL 5.1 Alignment check between your unit and your customers and suppliers
SHAPING THE AGENDA FOR CHANGE
The role of playmakers
CASE STUDY 5.2 The Active Sports Equipment Company
SUMMARY
CHAPTER 6 USING VALUE INNOVATION TO PROACTIVELY IDENTIFY NEW OPPORTUNITIES
LEARNING OBJECTIVES
RED AND BLUE OCEAN STRATEGIES
VALUE INNOVATION
The strategy canvas
Value curves
The four actions framework
Eliminate and reduce
Raise and create
Challenging conventional thinking
Substitute products
Complementary products
Strategic groups and market segments within industries
The requirements of people who can affect the purchase decision
Functional and emotional appeal
Looking forward across trends to identify what customers might value in the future
Looking back across temporal boundaries
IMPLEMENTATION
Creating a readiness for change by articulating and challenging the current strategy
Searching for new opportunities, exploring possibilities for value innovation and formulating a new strategy
Making it happen
SUSTAINING THE CHANGE AND PROTECTING NEW MARKET SPACE
CASE STUDY 6.1 Norwich Union Life’s transformation of customer service
Designing the value proposition for the transformation of customer service
Designing the value proposition for the transformation of leadership effectiveness
Implementation
SUMMARY
CHAPTER 7 CHAPTER STARTING THE CHANGE
LEARNING OBJECTIVES
BELIEFS ABOUT CHANGE AGENCY
The deterministic view
The voluntarist view
VOLUNTARISM AND CHANGE AGENCY
Confidence in their own ability to affect outcomes
The motivation to change
CASE STUDY 7.1 Failure to convince others of the need for change at AT&T
Conceptual models
Change management skills
STARTING THE CHANGE PROCESS
EXAMPLE 7.1 Leading change at Lyons Confectionery
Establishing a change relationship
Issues that can affect the quality of the relationship
MANAGING CHANGE IN PRACTICE 7.1 Colin Ions: The role of HR in acquisitions
and mergers
Identifying the client
Clarifying the issue
EXERCISE 7.1 Starting the change process
SUMMARY
EXERCISE 7.2 Questions to be addressed when starting the change process
INTRODUCTION TO PART II
Chapter 3 Patterns of change
Chapter 4 Sources of change
Chapter 5 Recognizing a need or opportunity for change
Chapter 6 Using value innovation to proactively identify opportunities for change
Chapter 7 Starting the change
EXERCISE PART II Useful questions for reviewing your approach to recognizing the need for change and starting the change process
PART III DIAGNOSING WHAT NEEDS TO BE CHANGED
CHAPTER 8 DIAGNOSIS
LEARNING OBJECTIVES
CASE STUDY 8.1 Site Security and Secure Escorts
THE DIAGNOSTIC PROCESS
The effect of big-bang disruptions
MENTAL MAPS
EXERCISE 8.1 Raising awareness of your implicit model of organizational functioning
COMPONENT VERSUS HOLISTIC MODELS
OPEN SYSTEMS THEORY
KOTTER’S INTEGRATIVE MODEL OF ORGANIZATIONAL DYNAMICS
Short term
Medium term
Long term
THE MCKINSEY 7S MODEL
CHANGE TOOL 8.1 The 7S matrix
WEISBORD’S SIX-BOX MODEL
THE BURKE-LITWIN CAUSAL MODEL OF ORGANIZATIONAL PERFORMANCE AND CHANGE
KLOFSTEN’S BUSINESS PLATFORM MODEL
ASSESSING AN ORGANIZATION’S ABILITY TO COPE WITH BIGBANG DISRUPTIONS SUCH AS THE COVID-19 PANDEMIC
REVISING YOUR PERSONAL MODEL OF ORGANIZATIONAL FUNCTIONING
Characteristics of a good model
EXERCISE 8.2 Reflecting on your implicit model of organizational functioning
SUMMARY
CHAPTER 9 GATHERING AND INTERPRETING INFORMATION
LEARNING OBJECTIVES
SELECTING A DIAGNOSTIC MODEL
CLARIFYING INFORMATION REQUIREMENTS
Information requirements when confronted by big-bang disruptions
INFORMATION GATHERING
Interviews
Questionnaires
Projective methods
Observations
Unobtrusive measures
SAMPLING
ANALYSIS
Qualitative techniques
Content analysis
Force-field analysis
Quantitative techniques
INTERPRETATION
POLITICAL CONSIDERATIONS
EXAMPLE 9.1 The effect of being observed
USING DIAGNOSTIC INFORMATION TO DEVELOP ACTION PLANS
CHANGE TOOL 9.1 Using a SWOT analysis
EXAMPLE 9.2 Northern Rock
CHANGE TOOL 9.2 A force-field approach to opportunity development or problem management
EXERCISE 9.1 Evaluating your use of diagnostic information
SUMMARY
EXERCISE 9.2 Reflect on what you have learned from working on the two chapters in Part III
INTRODUCTION TO PART III
CASE STUDY III Accord: jumping to conclusions before diagnosing the problem
Chapter 8 Diagnosis
Chapter 9 Gathering and interpreting information
EXERCISE PART III Useful questions for reviewing your approach to diagnosing what needs to be changed
PART IV PLANNING AND PREPARING FOR CHANGE
CHAPTER 10 SHAPING IMPLEMENTATION STRATEGIES
LEARNING OBJECTIVES
CASE STUDY 10.1 Improving the performance of a new business school in a Dutch university
Economics
Teaching
Research
Accounting and finance
Teaching
Research
Management studies
Teaching
Research
Other considerations
HISTORICAL OVERVIEW OF CHANGE STRATEGIES
THREE APPROACHES TO MANAGING CHANGE
Economic strategies
Organization development strategies
EXAMPLE 10.1 The implementation of an OD strategy at the BBC
The third way: a combined economic/OD strategy
TOP MANAGEMENT’S RELUCTANCE TO ADOPT A COMBINED APPROACH
The importance given to shareholder interests
The assumption that the organization’s technical rather than social system is the prime determinant of performance
The assumption that there is little to be gained from dialogue with employees
MANAGING CHANGE IN PRACTICE 10.1 Steve Gorton: Soft skills for hard results
ADOPTING A COMBINED STRATEGY FOR BUILDING ORGANIZATIONAL RESILIENCE
SITUATIONAL VARIABLES THAT CAN SHAPE AN IMPLEMENTATION STRATEGY
A CONTINGENCY MODEL
Incremental change strategies
Transformational change strategies
CASE STUDY 10.2 airBaltic
SHAPING CHANGE STRATEGIES WHEN FACED WITH PERVASIVE BIG-BANG DISRUPTIONS
MANAGING CHANGE IN PRACTICE 10.2 Rene Bomholt: The organization that is going to change has to own the change
EXERCISE 10.2 Change strategies
SUMMARY
CHAPTER 11 DEVELOPING A CHANGE PLAN
LEARNING OBJECTIVES
EXERCISE 11.1 Reflect on and review a past plan for change
DEVELOPING A HIGH-LEVEL PLAN FOR CHANGE
CASE STUDY 11.1 Planning for change at Bairrada Wines
TRANSLATING HIGH-LEVEL INTENTIONS INTO DETAILED PLANS
APPOINT A TRANSITION MANAGER
Avoid unnecessary fragmentation
IDENTIFY WHAT NEEDS TO BE DONE
CHANGE TOOL 11.1 The Awakishi diagram
DEVELOP AN IMPLEMENTATION PLAN
Change participants’ perceptions
Clarity of the end state
USE MULTIPLE AND CONSISTENT LEVERAGE POINTS FOR CHANGE
EXAMPLE 11.1 Matrix structures
SCHEDULE ACTIVITIES
CHANGE TOOL 11.2 Critical path analysis
Drawing the critical path
Crashing the critical path
PROVIDE RESOURCES FOR THE TRANSITION
REWARD TRANSITION BEHAVIOURS
DEVELOP FEEDBACK MECHANISMS
Plans are not always implemented as intended
CASE STUDY 11.2 Bairrada Wines: the consequences of blinkered thinking
PLANNING FOR PREDICTABLE SURPRISES
Recognition of predictable surprises
Prioritization of predictable surprises
Development of a business continuity plan
EXAMPLE 11.2 Morgan Stanley’s emergency planning at the World Trade Center
USING OAKLAND’S FIGURE OF EIGHT FRAMEWORK TO PREPARE AND REVIEW PLANS FOR CHANGE
MANAGING CHANGE IN PRACTICE 11.1 John Oakland: Figure of eight framework to prepare and review plans for change
EXERCISE 11.2 Seven symptoms of poor planning
SUMMARY
CHAPTER 12 TYPES OF INTERVENTION BASED ON WHO DOES WHAT
LEARNING OBJECTIVES
EXPERTS APPLYING SCIENTIFIC PRINCIPLES TO SOLVE SPECIFIC PROBLEMS
EXPERTS WORKING TO SOLVE SYSTEM-WIDE PROBLEMS
RESEARCH REPORT 12.1 Sociotechnical systems
FACILITATORS WORKING WITH INDIVIDUALS TO HELP THEM DEVELOP THE CAPABILITY TO IDENTIFY AND MANAGE THEIR OWN PROBLEMS
MANAGING CHANGE IN PRACTICE 12.1 Paul Simpson: Using training and one-to-one coaching to deliver culture change
Developing a sense of agency and self-efficacy
Positive thinking
CHANGE TOOL 12.1 WOOP
FACILITATORS WORKING WITH GROUPS TO HELP THEM DEVELOP THE CAPABILITY TO IDENTIFY AND MANAGE THEIR OWN PROBLEMS
Action research
EXAMPLE 12.1 Action research at Freedman House
Team building
CHANGE TOOL 12.2 The Axelrod canoe: a blueprint for getting people involved in meetings
CHANGE TOOL 12.3 Organization mirror
Before the mirror meeting
The mirror meeting
WHOLE SYSTEM INTERVENTIONS TO IMPROVE CAPABILITY FOR FUTURE PERFORMANCE
Survey feedback
CHANGE TOOL 12.4 Facilitator brief for survey feedback intervention
Pre-meeting preparation
Using the feedback for problem solving
WHOLE SYSTEM IN THE ROOM CONFERENCES
CHANGE TOOL 12.5 A conference method for developing a ‘preferred future’
Elements of the conference method
SUMMARY
CHAPTER 13 TYPES OF INTERVENTION CLASSIFIED ACCORDING TO FOCAL ISSUES
LEARNING OBJECTIVES
HUMAN PROCESS INTERVENTIONS
Appreciative inquiry
The social construction of reality
A methodology for intervening in organizations
CHANGE TOOL 13.1 A specimen appreciative interview schedule to help identify values across an organization
EXAMPLE 13.1 Using appreciative inquiry for organization development at Médecins Sans Frontières
MANAGING CHANGE IN PRACTICE 13.1 John Hayes: Appreciative inquiry
HUMAN RESOURCE INTERVENTIONS
Talent management
Managing talent in family firms
Training and development
EXAMPLE 13.2 Using training to help change the culture of a special metals business
High performance management
How people management practices can affect performance
Diagnosing the alignment of people management practices
CHANGE TOOL 13.2 Diagnosing external alignment
CHANGE TOOL 13.3 Diagnosing internal alignment
TECHNOSTRUCTURAL INTERVENTIONS
Process re-engineering
EXAMPLE 13.3 Mapping a GP referral for a routine X-ray at a local hospital
CHANGE TOOL 13.4 The plan, do, study, act (PDSA) cycle
Lean
EXAMPLE 13.4 The Toyota Production System
Lean tools and techniques
CHANGE TOOL 13.5 The seven wastes
CHANGE TOOL 13.6 The 5S methodology
CHANGE TOOL 13.7 The five whys
EXAMPLE 13.5 Implementing lean at Flinders Medical Centre
STRATEGIC INTERVENTIONS
Resilience management
Building situation awareness
The identification of essential organizational components
The prioritization of principle vulnerabilities
CHANGE TOOL 13.8 The all hazards vulnerability matrix
Developing adaptive capacity
Mergers and acquisitions
EXAMPLE 13.6 Brenntag’s history of restructuring for strategic gain
Acquisition objectives
Organization fit
Developing a high-level plan
Translating high-level intentions into detailed plans
Managing the people issues
SUMMARY
CHAPTER 14 SELECTING INTERVENTIONS
LEARNING OBJECTIVES
BEWARE FASHIONS AND FADS
FACTORS INDICATING WHICH INTERVENTIONS TO USE
Diagnosed issue
Level of change target
Depth of intervention
A THREE-DIMENSIONAL MODEL TO AID CHOICE
Time available to implement the change
Efficacy of the interventions
T-group training
Job design
Total quality management (TQM)
WHERE THERE IS A NEED TO USE MORE THAN ONE TYPE OF INTERVENTION
Sequencing interventions
Intention
Politics
Need for an early success
The stakes involved
Dynamics of change
Causal links
The effect of groups on individuals
The effect of attitudes on behaviour and vice versa
EXERCISE 14.1 Choice of interventions
SUMMARY
INTRODUCTION TO PART IV
Chapter 10 Shaping implementation strategies
Chapter 11 Developing a change plan
Chapter 12 Types of interventions based on who does what
Chapter 13 Types of intervention classified according to focal issues
Chapter 14 Selecting interventions
EXERCISE PART IV Useful questions for reviewing your approach to planning and preparing for change
CASE STUDIES: Selecting and designing interventions
CASE STUDY IV.1 Designing an intervention to improve the effectiveness of primary healthcare centres in southwest India
CASE STUDY IV.2 Designing an intervention to reduce absenteeism in the elderly care sector of Silkeborg Council, Denmark
PART V LEADING AND MANAGING THE PEOPLE ISSUES
CHAPTER 15 BUILDING CHANGE RELATIONSHIPS
LEARNING OBJECTIVES
INTERVENTION STYLES
EXERCISE 15.1 The intervention style indicator
THE GOAL OF INTERVENING
PRESCRIPTIVE MODE OF INTERVENING: ADVISING
COLLABORATIVE MODES OF INTERVENING
Supportive approach
EXAMPLE 15.1 Using a supportive approach in an Indian fintech startup
Theorizing approach
EXAMPLE 15.2 Using force-field analysis in a multinational auto components manufacturer
Challenging approach
EXAMPLE 15.3 Using a challenging approach in a French primary school
Information-gathering approach
EXAMPLE 15.4 Using an information-gathering approach in a US communications infrastructure company
DEVELOPING COLLABORATIVE RELATIONSHIPS
EXERCISE 15.2 Monitoring your respect for others
Prescriptive versus collaborative modes of intervening
MODE OF INTERVENING AND THE STAGE OF THE HELPING RELATIONSHIP
HELPING SKILLS
EXERCISE 15.3 Identifying effective helping behaviours
SUMMARY
CHAPTER 16 THE ROLE OF LEADERSHIP
LEARNING OBJECTIVES
MANAGEMENT AND LEADERSHIP
Managerial work, in times of change, is increasingly a leadership task
EXAMPLE 16.1 Expanding the capacity of the NHS to treat those affected by COVID-19
WHAT MANAGERS (AND OTHERS) DO WHEN LEADING CHANGE
Sense making
Unprecedented surprises and the collapse of sense making
Visioning
EXAMPLE 16.2 Involving staff in developing a new vision for Íslandsbanki
Sense giving
Shaping the vision: reciprocal cycle of sense making and sense giving
EXAMPLE 16.3 Data loss prevention at a German hotel chain
Engaging others
Translating the vision into a desire for change
Winning trust
EXAMPLE 16.4 Reorganizing the emergency response function in a Dutch police organization
Highlighting benefits
Promoting perceptions of competence
Demonstrating that the status quo is unsustainable
EXAMPLE 16.5 Stephen Elop’s burning platform memo
Aligning
Enabling
Supporting others during the change
Maintaining momentum and sustaining the change
MANAGING CHANGE IN PRACTICE 16.1 Jo North: Start with the end in mind
LEADERSHIP STYLE
Charismatic leadership
Distributed leadership
THE COLLECTIVE NATURE OF LEADERSHIP
Coherence
Fragility
RESEARCH REPORT 16.1 Collective leadership and strategic change in healthcare organizations
DESTRUCTIVE LEADERSHIP
Change creates a conducive environment for destructive leadership
EXERCISE 16.1 Improving your approach to leading change
SUMMARY
CHAPTER 17 POWER, POLITICS AND STAKEHOLDER MANAGEMENT
LEARNING OBJECTIVES
ORGANIZATIONS AS POLITICAL ARENAS
Power and influence
EXERCISE 17.1 Sources of power and influence
ACQUIRING AND EXERCISING POWER AND INFLUENCE
Promoting their reputation
Increasing others’ dependence on the leader
Increasing others’ sense of dependence
Minimizing leaders’ dependence on those they are seeking to influence
Building collaborative relationships
Negotiating advantageous agreements
IMPROVING YOUR ABILITY TO INFLUENCE OTHERS
EXERCISE 17.2 Checklist for the acquisition and exercise of power
STAKEHOLDERS
STAKEHOLDER MANAGEMENT
The contribution of resource dependence theory
The contribution of prospect theory
The contribution of organizational life cycle models
Jawahar and McLaughlin’s stakeholder theory
Using power responsibly
MANAGING STAKEHOLDERS
Identifying the power and commitment of stakeholders
CASE STUDY 17.1 GZF’s response to changes in Switzerland’s healthcare regulations: stakeholder brainstorm
CHANGE TOOL 17.1 Stakeholder grid
CASE STUDY 17.2 Mapping GZF’s stakeholders onto a stakeholder grid
Influencing stakeholders to support the change
CASE STUDY 17.3 Managing stakeholder relationships at GZF
MANAGING RELATIONSHIPS BETWEEN STAKEHOLDERS
RESEARCH REPORT 17.1 Perceptions of fair treatment
EXERCISE 17.3 Stakeholder management
SUMMARY
CHAPTER 18 RESPONSIBLE CHANGE MANAGEMENT: AN ETHICAL APPROACH
LEARNING OBJECTIVES
IRRESPONSIBLE CHANGE MANAGEMENT
CASE STUDY 18.1 Patient care at the Mid Staffordshire hospitals
RESPONSIBLE MANAGEMENT
WHICH ‘OTHERS’ SHOULD BE THE FOCUS OF ATTENTION?
CASE STUDY 18.2 The VW emissions scandal: what the company did
The shareholder perspective
The extended stakeholder perspective
The ethical approach
Balancing shareholder interests and wider stakeholder concerns
The instrumental approach
CASE STUDY 18.3 Stakeholders affected by VW’s decision to falsify emissions data
Reconciling competing stakeholder demands
DOING THE RIGHT THING: ETHICS AND RESPONSIBLE LEADERSHIP
Different forms of responsible and irresponsible behaviour
Altruism and the provision of benefit for others
The egotistical pursuit of self-interest
Hedonistic egotism
Apathetic egotism
EXAMPLE 18.1 Sir Philip Green and the collapse of BHS
Self-destructive egotism
Genuine altruism
Mutual altruism
EXAMPLE 18.2 Ørsted’s transformation from a black to a green energy company
Intentions, actions and circumstances
Individual differences
EXERCISE 18.1 Reflect on your own experience of managing change at work or elsewhere
SUMMARY
CHAPTER 19 MANAGING CONTEXT TO PROMOTE ETHICAL PRACTICE
LEARNING OBJECTIVES
THE EFFECT OF CONTEXT
RESEARCH REPORT 19.1 Ethical issues associated with Milgram’s experiments
Context and responsible behaviour
IMPORTANT CONTEXTUAL FACTORS
Proximity
The magnitude of consequences
Social consensus
EXAMPLE 19.1 The mindset within VW
Pressure to comply with the demands of powerful others
THE CONSEQUENCES OF IRRESPONSIBLE BEHAVIOUR
EXAMPLE 19.2 The cost and consequences of the emissions scandal for VW
Recovering lost reputation
RESPONSIBLE BEHAVIOUR AND PERFORMANCE
PROMOTING RESPONSIBLE BEHAVIOUR AND ETHICAL CHANGE MANAGEMENT
Compliance-based approaches
Value-based approaches
EXAMPLE 19.3 Using appreciative inquiry to clarify values at Hammersmith Hospital, London
A COMBINED INTEGRITY MANAGEMENT FRAMEWORK
The importance of the organization’s culture
EXAMPLE 19.4 Uber’s damaging culture
EXERCISE 19.1 Revisit Case Study 18.1
EXERCISE 19.2 The effect of context on your behaviour at work
EXERCISE 19.3 Can circumstances ever justify what many might define as unethical practice?
SUMMARY
CHAPTER 20 COMMUNICATING CHANGE
LEARNING OBJECTIVES
CASE STUDY 20.1 Connect2
THE NEED FOR A COMMUNICATION STRATEGY
Developing a communication strategy
DIRECTIONALITY
Directionality and content
Directionality and accuracy, confidence and time
Lateral communication and performance
Organizational silence and a lack of upward communication
The implications of organizational silence
ROLE
Isolates
Boundary spanners
Gatekeepers
Playmakers
The effect of trust on the quality of interpersonal communication
CONTENT
EXAMPLE 20.1 PCBtec
Unfamiliar content
Transparency and open access to information
Perceptions of fairness and justice
RESEARCH REPORT 20.1 Communicating bad news
CHANNEL
RELATIONAL CONNECTIONS, BOUNDARY SPANNING AND THE ORGANIZATION’S ABILITY TO COPE WITH CRISES
EXERCISE 20.1 Did the new owners of Connect2 give sufficient attention to developing a communication strategy?
COMMUNICATION STRATEGIES
EXERCISE 20.2 The communication strategy that emerged at Connect2
AUDITING THE EFFECTIVENESS OF THE COMMUNICATION STRATEGY
EXERCISE 20.3 Assessing the quality of communications
CASE STUDY 20.2 Galaxy
SUMMARY
CHAPTER 21 MOTIVATING OTHERS TO CHANGE
LEARNING OBJECTIVES
MANAGING CHANGE IN PRACTICE 21.1 Johnny Schmidt: Know, feel, do
ORGANIZATIONAL COMMITMENT AND SUPPORT FOR CHANGE
EXERCISE 21.1 Violations of the psychological contract
Commitment to a job and the willingness to support change
What leaders see as resistance others might interpret as support
Readiness for change rather than resistance to change
FACTORS THAT CAN AFFECT READINESS FOR CHANGE
Low trust
Low tolerance for change
Different assessments
Parochial self-interest
EXAMPLE 21.1 Legal templates
Readiness to change in family businesses
MOTIVATING PEOPLE TO CHANGE
Education and persuasion
Involvement
RESEARCH REPORT 21.1 Effect of group participation on resistance to change
Facilitation and support
Dramatizing the need for change
EXAMPLE 21.2 Actions can speak louder than words: breaking fridges at Haier
Negotiation
Manipulation and co-option
Explicit and implicit coercion
Goal setting
EXPECTANCY THEORY AND THE MOTIVATION TO SUPPORT OR RESIST CHANGE
Equity of treatment
Understanding and competence
USING EXPECTANCY THEORY TO ENHANCE MOTIVATION AND SUPPORT FOR CHANGE
Assessing the availability of valued outcomes
EXAMPLE 21.3 Buffalo News
CHANGE TOOL 21.1 Assessing the availability of valued outcomes
Expectancies about effort–performance and performance–outcome relationships and equity of net benefits
Anticipate stakeholder effort–performance expectancies
Diagnosis of potential misunderstandings
Possible action
Diagnosis of impact of change on relevance of competences
Possible action
Anticipate stakeholder performance–outcome expectancies
Diagnosis
Possible action
Anticipate stakeholder perceptions of equity
Diagnosis
Possible action
TRANSLATING THEORY INTO PRACTICE
CASE STUDY 21.1 Managing change at the Douglas refinery
SUMMARY
CHAPTER 22 SUPPORTING OTHERS THROUGH CHANGE
LEARNING OBJECTIVES
THE NATURE OF PERSONAL TRANSITIONS
EXERCISE 22.1 Identify how a big bang disruption can affect a person’s assumptive world
THE PERSONAL COST OF COPING WITH TRANSITIONS
Adjusting to organizational change
EXERCISE 22.2 Your experience of a transition
THE PROCESS OF PERSONAL TRANSITION
A model of change as a personal transition
The stages of psychological reaction
Shock/awareness
Denial
Depression
Letting go/acceptance of reality
Testing
Consolidation
Internalization, reflection and learning
EXERCISE 22.3 Using your experience of a transition to test the utility of the stage model of psychological reaction
SOME OBSERVATIONS ON THE STAGE MODEL OF TRANSITION
Implications for individuals and change managers
FACILITATING PROGRESS THROUGH A TRANSITION
Shock
Denial
Depression
Letting go/acceptance of reality
Testing
Consolidation
Internalization, reflection and learning
MANAGING CHANGE IN PRACTICE 22.1 Debbie Middleton: Motivational coaching to help people navigate transitions
SUMMARY
EXERCISE 22.4 Reflect on what you have learned from working on the eight chapters in Part V
INTRODUCTION TO PART V
CASE STUDY V Triumph: sourcing components from cost-competitive countries, Part 1
CASE STUDY V Triumph: sourcing components from cost-competitive countries, Part 2
Chapter 15 Building change relationships
Chapter 16 The role of leadership
Chapter 17 Power, politics and stakeholder management
Chapter 18 Responsible change management: an ethical approach
Chapter 19 Managing context to promote ethical practice
Chapter 20 Communicating change
Chapter 21 Motivating others to change
Chapter 22 Supporting others through change
EXERCISE PART V Useful questions for reviewing your approach to leading people through change
PART VI IMPLEMENTING CHANGE AND REVIEWING PROGRESS
CHAPTER 23 IMPLEMENTING CHANGE
LEARNING OBJECTIVES
A ONE-OFF ACTIVITY OR A MULTISTEP PROCESS
THE ROLE IMPLEMENTATION PLAYED IN KEYCHEMICALS’ ACQUISITION OF ECO-PURE
KeyChemicals’ decision to acquire another company
CASE STUDY 23.1 KeyChemicals’ acquisition of Eco-Pure: recognizing the opportunity and starting the process
Due diligence to assess whether the change will add value
CASE STUDY 23.2 Due diligence for the acquisition of Eco-Pure
Planning for implementation
CASE STUDY 23.3 Planning the integration of KeyChemicals and Eco-Pure
High-level planning
Detailed planning: the acquisition blueprint
CASE STUDY 23.4 Developing the acquisition blueprint
Implementing the plans: integrating the two organizations
MANAGING THE PEOPLE ISSUES: THE KEY TO SUCCESSFUL IMPLEMENTATION
Managing communications to minimize ambiguity
RESEARCH REPORT 23.1 The realistic merger preview
Communicating to ensure alignment and coordination
Managing stakeholders
CASE STUDY 23.5 Announcing the acquisition to Eco-Pure employees
Promoting trust and procedural justice
Responding to pressure to deliver quick wins
Providing socioemotional support
Learning from past experience and reviewing progress
CASE STUDY 23.6 Reviewing the implementation of blueprint plans
SUMMARY
CHAPTER 24 REVIEWING AND KEEPING THE CHANGE ON TRACK
LEARNING OUTCOMES
MANAGING THE IMPLEMENTATION STAGE OF THE CHANGE PROCESS
MONITORING THE IMPLEMENTATION OF THE CHANGE PLAN
Are interventions being implemented as intended?
Are interventions producing the desired effect?
Is the change plan still valid?
Reviewing the performance of new business ventures
MANAGING CHANGE IN PRACTICE 24.1 Barrie Hopson: Learning to let go
THE ROLE OF PERFORMANCE MEASURES IN THE MANAGEMENT OF CHANGE
Approaches to measuring performance
The balanced scorecard
DEVELOPING TOOLS TO HELP MONITOR IMPLEMENTATION
BUILDING REVIEW INTO THE PROCESS OF MANAGING CHANGE
EXAMPLE 24.1 Customer care at Maersk Line
REVIEWING HOW PEOPLE ARE RESPONDING TO THE CHANGE
CHANGE TOOL 24.1 The change management indicator
SUMMARY
EXERCISE 24.1 Reflect on what you have learned from working on the two chapters in Part VI
INTRODUCTION TO PART VI
Chapter 23 Implementing change
Chapter 24 Reviewing and keeping the change on track
EXERCISE PART VI Useful questions for reviewing your approach to implementing change
PART VII SUSTAINING CHANGE
CHAPTER 25 MAKING CHANGE STICK
LEARNING OBJECTIVES
SUSTAINABILITY
EXERCISE 25.1 Factors undermining ‘stickability’
STICKABILITY: HOLDING ON TO GAINS
Acting early to promote sustainability
Promoting sustainability later in the change process
KEY ENABLERS
EXERCISE 25.2 Action steps to promote stickability
SUMMARY
CHAPTER 26 SPREADING CHANGE
LEARNING OBJECTIVES
EXERCISE 26.1 Factors undermining the spread of change across an organization
SPREADING CHANGE
ATTRIBUTES OF THE INNOVATION
Attributes are not fixed qualities
Exact copying
Reinvention
EXAMPLE 26.1 Asda’s rollout of ‘store renewal’
ATTRIBUTES OF THE ORGANIZATION
THE VALUES OF POTENTIAL USERS
THE COMBINED EFFECTS OF IMPLEMENTATION CLIMATE AND INNOVATION/VALUES FIT
EXAMPLE 26.2 Rolling out a digitized inventory control system across a fleet of 50 tankers
EXERCISE 26.2 Action steps to promote the spread of change
SUMMARY
EXERCISE 26.3 Reflect on what you have learned from working on the two chapters in Part VII
INTRODUCTION TO PART VII
Chapter 25 Making change stick
Chapter 26 Spreading change
EXERCISE PART VII Useful questions for reviewing your approach to sustaining change
PART VIII LEARNING
CHAPTER 27 CHANGE MANAGERS LEARNING FROM THEIR OWN EXPERIENCE
LEARNING OBJECTIVES
LEADERS REFLECTING ON AND LEARNING FROM EXPERIENCE
Espoused theories and theories-in-use
Discrepancies between espoused theories and theories-in-use
Reflection
The role of reflection in learning from experience
Singleand double-loop learning
Single-loop learning
Double-loop learning
Developing an awareness of competing interests
Barriers to reflective practice
Reflection-in-action
CHANGE TOOL 27.1 Opening a second channel to observe oneself in the here and now
Example
Reflecting-on-action
EXAMPLE 27.1 Storytelling to facilitate reflecting on practice at Concrete Flags Ltd
SUMMARY
CHAPTER 28 FACILITATING COLLECTIVE LEARNING
LEARNING OBJECTIVES
SHARED MENTAL MODELS, RULES AND BEHAVIOUR IN ORGANIZATIONS
COLLECTIVE LEARNING AND THE MODIFICATION OF RULES
Modifying the rules via singleand double-loop learning
Triggers for double-loop learning
THE REVISION OF SHARED MENTAL MODELS: THE KEY TO SUSTAINED SUCCESS
REFLECTION AND COLLECTIVE LEARNING
CHANGE TOOL 28.1 The after action review
IMPEDIMENTS TO ORGANIZATIONAL LEARNING
Poor appreciation of the systemic qualities of organizations
CHANGE TOOL 28.2 Priority review
Lack of accessible channels for dialogue and the sharing of meaning
EXAMPLE 28.1 Bone density scans
The context in which sharing and dialogue occurs
EXAMPLE 28.2 Google as a learning organization
RESEARCH REPORT 28.1 Transparency and collective learning
Characteristics of the sources and recipients of knowledge
EXAMPLE 28.3 The failure to transfer ideas from an innovation lab to the parent business
Ideologies and pressures for conformity that constrain creative thinking
Dysfunctional interactions between competing ideologies
EXERCISE 28.1 Assessing the quality of collective learning in your organization
SUMMARY
CHAPTER 29 PULLING IT ALL TOGETHER: A CONCLUDING CASE STUDY
LEARNING OBJECTIVE
CASE STUDY 29.1 Managing change in the urology department of a hospital in England
Factors contributing to the financial crisis
Factors contributing to the shortage of medical staff
Managing the crisis: the story so far
EXERCISE 29.1 Reflect on what you have learned from working on the three chapters in Part VIII
INTRODUCTION TO PART VIII
Chapter 27 Change managers learning from their own experience
Chapter 28 Facilitating collective learning
Chapter 29 Pulling it all together: A concluding case study
EXERCISE PART VIII Useful questions for reviewing your approach to reflection and learning
REFERENCES
CHAPTER 1
CHAPTER 2
CHAPTER 3
CHAPTER 4
CHAPTER 5
CHAPTER 6
CHAPTER 7
CHAPTER 8
CHAPTER 9
CHAPTER 10
CHAPTER 11
CHAPTER 12
CHAPTER 13
CHAPTER 14
CHAPTER 15
CHAPTER 16
CHAPTER 17
CHAPTER 18
CHAPTER 19
CHAPTER 20
CHAPTER 21
CHAPTER 22
CHAPTER 23
CHAPTER 24
CHAPTER 25
CHAPTER 26
CHAPTER 27
CHAPTER 28
AUTHOR INDEX
SUBJECT INDEX