Sample Quiz

There is no shortage of advice, but advice is extensive and fragmented, making literature difficult to access and to absorb

A mental image, a framework… that guides your actions and perceptions. What you consider to be TRUE or CERTAIN without question, what you TAKE FOR GRANTED

Paradigmatic assumptions:underlie various ‘lower level’ assumptions Ontology: assumptions about what really entails Epistemology: assumptions about our knowledge about reality

<p>Empirical-rational: people are rationally self-interested, will change if and when they come to realize change is advantageous to them Power-coercive: change comes from a more powerful person who imposes their will Normative-reeducative: norms form the basis for behaviour and change comes from ‘re-education’</p> Signup and view all the answers

<p>Telling Forcing Participating Transforming</p> Signup and view all the answers

<p>Yellow-print thinking (politics and power) | Something changes if you: bring the interest of key players together to a consensus through a negotiation process Blue-print thinking (management, planning and control) | Something changes if you: investigate what the best solutions and implement it systematically in a rational process Red-print thinking (motivation and a sens of togetherness | Something changes if you: stimulate people in the right way, so that they feel valued and seen in a social process Green print thinking (development and learning) | Something changes if you: put people in learning situations, makes them more aware and competent increasing their abilities at work in a developmental process White-print thinking (natural and organic) | Something changes if you: lend a hand to spontaneous evolutions by giving space where there is energy</p> Signup and view all the answers

<p>SEEING and STUDYING change in academic studies</p> Signup and view all the answers

<p>Epistemology: Variance method and process method Ontology: a thing or a process</p> Signup and view all the answers

<p>Controlling &amp; Shaping</p> Signup and view all the answers

<p>Intended Partially intended Unintended</p> Signup and view all the answers

<ol> <li>Directing: the change agent is in control and the intended change outcomes are achievable.</li> <li>Navigating: manageability is the foundation, but there are (external) factors outside the change agent’s control. The destination is not entirely fixed; the change agent adjusts the course as new variations arise.</li> <li>Caretaking: change agents exercise limited control do significant forces inside and outside the organization. Individual change agents have only limited ability to implement change.</li> <li>Coach: change agents do not set the direction of change but contribute to the organization’s capacity for change. They help develop values and skills that enhance adaptability.</li> <li>Interpreter: the change agent assists in meaning-making processes without playing a decisive role. They provide context to events and help connect elements (“connecting the dots”).</li> <li>Nurturer: outcomes are not predetermined. The change agent’s role is marginal, like a parent-child relationship. They accept events and welcome opportunities for growth at higher levels.</li> </ol> Signup and view all the answers

<p>Directing: step models of change, contingency models Navigating: process theories of change Caretaking: ecology of populations, life cycles, institutional theory Coaching: historical organization development Interpreting: sense-making theories Nurturing: chaos theories</p> Signup and view all the answers

<p>Allows us to make a sense of overwhelming literature Surfacing assumptions about change and critically assessing dominant change images What works in on situation, may not work in another Directing attention to range of alternatives: generating creativity and innovation</p> Signup and view all the answers

<p>Our aim is not to help REDUCE COMPLEXITY but NOT THROUGH OVERSIMPLIFICATION and rather by FAMILIARIZING YOU WITH COMPLEXITY by encouraging you to develop your capacity to understand these MULTIPLE PERSPECTIVE on change and to CONFRONT THEM</p> <p>Course is a PROCESS to FAMILIARIZE with this COMPLEXITY</p> Signup and view all the answers

<p>Diagnosis is the process of understanding how the organization is currently functioning, and it provides the information necessary to design change interventions</p> Signup and view all the answers

<p>Entering &amp; contracting Diagnosis Intervening &amp; taking action Evaluating &amp; feedback Termination/exit</p> Signup and view all the answers

<ol> <li>Defines perceptions</li> <li>Induces related actions and excludes alternatives</li> </ol> Signup and view all the answers

<p>Entering and contracting -&gt; diagnosing -&gt; planning and implementing change -&gt; evaluating and institutionalizing change</p> Signup and view all the answers

<p>Conceptual frameworks that people use to understand organizations as referred to as “diagnostic models”</p> Signup and view all the answers

<p>We don't use explicit tools, we rely on implicit models</p> Signup and view all the answers

<ol> <li>Six-box model</li> <li>7S model</li> <li>Star model</li> <li>Four-frame model</li> </ol> Signup and view all the answers

<ol> <li>Gap analysis</li> <li>Pestle framework</li> <li>Scenario planning</li> <li>Elements of strategy</li> <li>Strategic inventory</li> <li>Maps and understand the components of the organizational culture</li> </ol> Signup and view all the answers

<ol> <li>Receptive context</li> <li>Absorptive capacity</li> <li>Force-field analysis</li> <li>Readiness for change analysis</li> <li>Individual readiness</li> <li>Stakeholder mapping</li> </ol> Signup and view all the answers

<p>Diagnosis Initial problem definitions guides model choice Apply the entire model Integrated models thoughtfully to form a cohesive analysis</p> Signup and view all the answers

<ul> <li>Directing: You can use the diagnostics to strengthen you knowledge base an confidence, focus on where change is needed and the results you want</li> <li>Navigating: You will find the diagnostics useful to map the organization's enviroment</li> <li>Caretaking: You will be less impressed by the capacity of these diagnostics to support change</li> <li>Coaching: You will probably be more intersted in diagnostics that focus on goals and on the capabilities required</li> <li>Interpreting: You will find diagnostics useful that emphasize images and cognitive maps</li> <li>Nurturing: You may nog be convinced about the value of this diagnostic approach</li> </ul> Signup and view all the answers

<ol> <li>Socio-cognitive processes - Cornelissen</li> <li>Socio-political processes - Kaplan</li> </ol> Signup and view all the answers

<p>Communicative grounding: What words people uses: shared presumption established on ongoing communication as common round Emotional contagion: spreading and heightening of same emotions over time Material anchoring: correspondence between conceptualization and perceived material cues anchor the frame and strengthens the commitment &gt; contraction or stabilization of meaning</p> Signup and view all the answers

<p>Socio political processes: another way of looking at diagnosis from a more organizational perspective</p> Signup and view all the answers

<ul> <li>Frames: Individual have particular dispositions that influenced how they interpreted the information from the environment and subsequently what actions they took in their engagement with particular initiatives</li> <li>Framing: To the extent that frames did not align, proponent and opponents of a project engaged in framing practices to make their cognitive frame resonate at the collective level to mobilize actions in favor of desired outcome</li> </ul> Signup and view all the answers

<p>Diagnosis has the potential to shape (subsequent) interpretations, actions and may limit alternatives Process of diagnosing are not necessarily objective nor occur prior to interventions Diagnosing outcomes are not only shaped by diagnostic models (and related lenses that re used), but also by socio-cognitive and socio-political (collective) processes</p> Signup and view all the answers

<p>is complex multifaceted phenomenon, cause by many factors occurs to protect one form the consequences of an existing or perceived change it expresses peoples ‘fear or disappointment toward management it helps to maintain the “status quo” it seeks to question, modify or disrupt existed assumptions while, at the same time, it protects established social relations that are perceived to be under threat</p> Signup and view all the answers

<ol> <li>Systematic view: resistance arises from the context</li> <li>Individual view: resistance to change is a normal human trait</li> <li>Change agent view: resistance might be a product of their sensemaking by 1) self-fullfilling prophecy and 2) self-serving</li> </ol> Signup and view all the answers

<ol> <li>Dominant perspective: resistance is obstruct, needs to be overcome is irrational</li> <li>Critical perspective: deeply embedded mental model that there will be resistance</li> <li>Celebrating perspective: resistance is a source, it keeps the conversations alive</li> </ol> Signup and view all the answers

<p>Director: resistance can and needs to be overcome Navigator: we should try to overcome Coach: recognize this behavior and facilitate interactions and stimulate developing shared values Interpreter: clarifying what it means individually and it organization context, helps reduce the resistance</p> Signup and view all the answers

<ul> <li>Coach is the best option: participation + involvement</li> <li>Bottum up: interpreter</li> <li>Top Down: director</li> </ul> Signup and view all the answers

<p>Build on the critique to see change resistance / change readiness 1) as a predictable, uniform attitude and 2) as a static concept, that 3) are direct reflections of a stable psychological trait</p> Signup and view all the answers

<ul> <li>Multilevel model of change readiness based on affective and cognitive components of readiness attitude</li> <li>Organization's change readiness comes from individuals</li> </ul> Signup and view all the answers

<ul> <li>Change beliefs</li> <li>Current and future-oriented positive affective emotional response to a specific change event</li> <li>The individuals beliefs and affects are a basis for organizational level readiness, and can be influenced by employee participation</li> </ul> Signup and view all the answers

<ul> <li>The organizational-level change process involves involving employees</li> <li>Beliefs and affective responses might be related to timing of employee participation</li> </ul> Signup and view all the answers

<ol> <li>Receptiveness</li> <li>Absorptive capacity</li> <li>Shared psychological state</li> </ol> Signup and view all the answers

<ol> <li>Task demands</li> <li>Resource availability</li> <li>Situational factors</li> </ol> Signup and view all the answers

<p>Possible contextual factors -&gt; Change valence &amp; Informational assessment -&gt; Organizational readiness for change -&gt; change-related effort -&gt; implementation effectiveness</p> Signup and view all the answers

<p>Change is interlinked. Changes in one area effects changes in another.</p> Signup and view all the answers

<ol> <li>First-order change: incremental changes</li> <li>Second-order change: transformational changes</li> <li>Third order change: radical changes</li> </ol> Signup and view all the answers

<p>It as a craft that combines sociology, psychology and philosophy. The purpose of intervention is to enable change within teams or individuals, fostering collective intelligence for effective decision-making. Interventions are deliberate actions to support and accelerate positive transformation.</p> <p>“Intervening is not a skill but a craft. Each situation is unique, each intervention is tailormade”.</p> Signup and view all the answers

<ol> <li>Preferred change approach: start using the 6-images framework to determine the most suitable change approach or approaches and explain why and what the desired outcomes are.</li> <li>Design/interventions: identify at least 3 specific interventions that you propose to implement, include the diagnostic analysis, the expected outcomes, measurement tools, the risks and effort required</li> </ol> Signup and view all the answers

<ol> <li>Director: Dominant role of the vision developed by the top management, which needs to be communicated clearly</li> <li>Navigator: Stakeholders have competing interests and perspectives which need to be reconciled through negotiations</li> <li>Caretaker: Change is drive by external forces and coping mechanisms need to be developed to survive</li> <li>Coaching: Change leaders need to facilitate interactions to help the development of shared values and goals</li> <li>Interpreter: Change leaders's main action is to create meaning for others to make sense of the change</li> <li>Nurturing: Changes processes are externally driven, constant and un-predictable but change agents can provide comfort</li> </ol> Signup and view all the answers

<p>Director, navigator, coach and interpreter</p> Signup and view all the answers

<ol> <li>Organizational Development interventions Diagnostic OD vs Dialogic OD</li> <li>Kurt Luwin: unfreeze - change/move - freeze</li> </ol> Signup and view all the answers

<p>4 general strategies: telling, forcing, participating and transforming</p> Signup and view all the answers

<ol> <li>Assumption of inertia</li> <li>Assumption of need to standardized change program</li> <li>Assumptions of unfreezing</li> </ol> Signup and view all the answers

<p>Management choice, command and control: this is what is going to happen</p> Signup and view all the answers

<p>Checklists/N-step -&gt; (Dice: duration, integrity of team performance, commitment and effort) or Adkar (awareness, desire, knowledge, ability and reinforcement) Stage models: Example is the Kotter's 8 step model Contingency models: Example is the Dunphy and Stace model</p> Signup and view all the answers

<p>Plan with care but expect the unexpected</p> Signup and view all the answers

<p>Change is viewed as an unfolding process rather than a single event (like stagemodels). It’s messy, iterative, and influenced by a range of factors over time (like contingency models).</p> Signup and view all the answers

<p>Change is context-specific, requiring awareness of the organization’s unique internal and external factors. Emphasis on navigating complexity, not following a fixed checklist. Focus on how substance, context, and process interact over time to produce change outcomes:</p> Signup and view all the answers

<p>The type of change The context of the change The phase of the change</p> Signup and view all the answers

<p>Employee participation</p> Signup and view all the answers

<ul> <li>a reduction in change-related concerns</li> <li>an enhanced awareness of change benefits</li> <li>an increase implementation quality</li> <li>more commitment to strategic change goals</li> <li>more support and openness to change</li> </ul> Signup and view all the answers

<p>consulting co-creating co-deciding</p> Signup and view all the answers

<ol> <li>Managerial participative interventions to manage stakeholder resistance are viewed as a form of resistance by other stakeholder groups</li> <li>Some emphasize the importance of “timely participation” to decrease change resistance</li> <li>Employee participation is wrongly seen as on-dimensional concept whose context (time, space) is ignored</li> </ol> Signup and view all the answers

<p>Change resistance occurs at all levels and is interactional in nature. Depending on their own meaning of employee participation. Change resistance is emergent and emerges throughout the change process and shifting paradoxes Paradoxes of EP are differently perceived and the meaning can change over time</p> Signup and view all the answers

<p>Change beliefs: discrepancy, appropriateness, principal support, efficacy, valence Current and future-oriented positive affective emotional responses to a specific change event</p> Signup and view all the answers

<p>the timing of employee participation</p> Signup and view all the answers

<p>All behaviour is communication! It is impossible not to communicate</p> Signup and view all the answers

<p>Roles and responsibility for communication Consistency with type of change Consistency with stage of change Communication channels</p> Signup and view all the answers

<ul> <li>Managers’ narratives: progressive narrative &amp; stability narrative</li> <li>Employees narratives:</li> <li>Leaders narrative: creating burning platform</li> </ul> Signup and view all the answers

<p>Redesign roles (roles → behavior → attitude) Redesign reward systems (RULE 1: what is rewarded - gets repeated) Staff selection (value-based recruitment) Walk the talk (RULE 2: what the boss does gets imitated) Encourage participation (RULE 3: who gets involved gets committed) Measure and discuss progress (RULE 4: what gets measured and reviewed gets done) Celebrate small wins en route systems (RULE 1: what is rewarded - gets repeated) Fine tuning (reality adjustments and interconnectedness)</p> Signup and view all the answers

<p>Unanticipated processes and consequencesLimitations of measurement Premature declaration of victory Ineffective escalation of commitment</p> Signup and view all the answers

<p>Leaders and change agents communicate by their behaviour even - or perhaps above all - when they are not communicating Communication plays a crucial role throughout the entire change process by ‘existence’. “Organize” it as part of the change process Change outcomes are socially constructed - different actors will have different perceptions of change status at different stages of the change process Change sustainment shouldn’t be assumed nor the fact that returning to the old situation is possible or “default” Traditional models like unfreezing-changing-freezing fall short of reality by level and complexity Organize a “Dead man’s switch’</p> Signup and view all the answers