Unit 9 & 10

Podcast

Play an AI-generated podcast conversation about this lesson

Questions and Answers

What characterizes Kotter's eight accelerators compared to the eight steps?

They are driven by a small, powerful core group.

They work concurrently and involve a broad participation. (correct)

They focus solely on traditional hierarchical structures.

They are rigid and finite in nature.

Which of the following best describes the concept of the Red Queen Effect?

Competition leads to enhanced performance and resilience. (correct)

Change is unnecessary when organizations are stable.

Rivals become irrelevant in a competitive market.

Organizations become weaker as rivals strengthen.

Which option represents an example of proactive change?

Creating urgency for change through gradual persuasion. (correct)

Implementing disruptive change fast without any strategy.

Addressing obvious performance gaps immediately.

Responding to urgent reactive circumstances directly.

What is NOT considered a possible cost of change?

Improved status within the organization. Signup and view all the answers

What should be a primary consideration when adopting sustainable products in a hotel chain?

Ensure new products do not exceed the cost of those being replaced. Signup and view all the answers

What motivates individual readiness for change according to the provided content?

Dissatisfaction with the current status quo. Signup and view all the answers

In the context of Kimpton Hotels, what is a major challenge when deciding on sustainable products?

Sustainable products should not negatively impact customer experience. Signup and view all the answers

Which statement about reactive change is accurate?

It addresses performance gaps through immediate action. Signup and view all the answers

What is the first stage of the Stage Model for change?

Mobilize Signup and view all the answers

Which of the following is NOT a principle of the Dual Operating System Model?

Focus solely on management principles Signup and view all the answers

What does the Punctuated Equilibrium model imply about the nature of change?

Change is infrequent and progresses in clear stages. Signup and view all the answers

What is a significant challenge of the Dual Operating System?

Maintaining clear communication between the two systems. Signup and view all the answers

Which characteristic describes sustainable change?

It requires continuous adaptation and response. Signup and view all the answers

Which of the following is one of the 8 Accelerators for enabling strategy networks?

Create a sense of urgency around a single opportunity. Signup and view all the answers

What is a common problem within hierarchies that hinders change?

Political resistance to change. Signup and view all the answers

What does the 'want-to and a get-to' mindset emphasize in the context of change?

Fostering intrinsic motivation rather than obligation. Signup and view all the answers

What is the primary goal of Kimpton Hotels' national environmental program?

To significantly lower the environmental impact Signup and view all the answers

In which phase are most hotels currently with respect to the Earth Care Initiative?

Phase 1 Signup and view all the answers

What type of capital have Kimpton Hotels received for the Earth Care Initiative?

Patient capital Signup and view all the answers

What does the Earth Care Initiative primarily focus on within the SOI framework?

Technical operations without affecting customer behavior Signup and view all the answers

What is a key barrier to change that Michael Pace may face regarding the Earth Care Initiative?

Resistance from top management Signup and view all the answers

How does the organizational culture at Kimpton Hotels support the Earth Care Initiative?

By caring for others as seen in their mission Signup and view all the answers

What aspect of the initiative is designed to shift the focus away from customers?

Improving environmental efficiencies Signup and view all the answers

What should Michael Pace focus on to create momentum for the change initiative?

Developing a strong vision and recruiting volunteers Signup and view all the answers

What is one of the key influences that can lead to organizational inertia?

Self-perpetuating tendencies of structure and culture Signup and view all the answers

Which of the following is a suggested solution to overcome structural barriers to change in an organization?

Pilot projects or corporate venturing Signup and view all the answers

How can organizational culture be effectively cultivated?

Through recruitment, socialization, and recognition Signup and view all the answers

Which principle of persuasion emphasizes the importance of exposing one’s expertise?

Authority Signup and view all the answers

What is a potential effect of high stress on performance results during organizational change?

Diminished problem-solving ability Signup and view all the answers

Which method is recommended for overcoming resistance to change effectively?

Planning for small wins Signup and view all the answers

What benefit does a sustainability culture provide to an organization?

Generates a sense of identity and commitment Signup and view all the answers

Which of the following does NOT represent a solution to metrics and organizational politics?

Increased competition Signup and view all the answers

Study Notes

Stage Model of Change

Consists of three stages: Mobilize, Move, Sustain.
Mobilize: Creating dissatisfaction with the current state, benchmarking operations, and diagnosing internal barriers to change.
Move: Redesigning roles and structures, training for new skills needed for the new state.
Sustain: Aligning reward systems, reengineering the control system, embedding change in the organization's culture.

Punctuated Equilibrium

Implies a clear end state (B) and a plannable distance between the starting state (A) and the end state (B).
Suggests change is occasional, with normal operations being steady state.

Sustainable Change

Levers for change are only partially under the control of a single organization.
Motivation for change is only partially internal (often driven by shifting social expectations).
Requires continuous change, making determining and reaching a natural endpoint difficult.

Problems of Hierarchies

Political: Managers may be unwilling to take risks without approval from superiors.
Cultural: People may resist change due to comfort with existing habits and fear of losing power or status.
Crave Stability: Tend to default to doing what they know, hindering change.

Dual Operating System Model

Proposes a management-driven hierarchy for daily operations working alongside a strategic network for change.
Strategic network functions as a change enabler, continually assessing the business, industry, and organization with agility and creativity.
Five Principles:
- Multiple change agents, not just appointed few.
- A "want-to" and "get-to" mindset, not just a "have-to."
- Engaging both head and heart in change.
- Emphasize leadership, not just management.
- Two systems within one organization.

Dual Operating System Challenges

Ensuring the two systems work together and don't drift apart.
Building momentum through communication.

Eight Accelerators for the Strategy Network

Create a sense of urgency around a single big opportunity.
Build and maintain a guiding coalition.
Formulate a strategic vision and develop change initiatives.
Communicate the vision and strategy to increase buy-in.
Remove barriers to accelerate movement toward the vision.
Celebrate short-term wins.
Continue learning from experiences and avoid declaring victory too early.
Institutionalize strategic changes in the culture.

Kotter's Eight Steps VS. Kotter's Eight Accelerators

Kotter's Steps: Often applied rigidly, sequentially, and in response to episodic change. Driven by a small, powerful core group, and designed for traditional hierarchies.
Kotter's Accelerators: Operate concurrently and continuously. Pull in more people from throughout the organization, forming a "volunteer army." Require flexibility and agility of a network.

Sustainability Change Challenge

Sustainability is not yet a key performance indicator, making framing urgency critical.
Two options for framing:
- Challenge: Emphasizing the need to address a sustainability problem.
- Opportunity: Highlighting the meaning and emotive power of sustainability.

Red Queen Effect

Organizations compete and become stronger by competing against similar organizations.
This competition makes rivals stronger as they respond, creating a cycle of continuous improvement.

Reactive and Proactive Change

Reactive Change (Accelerated Advocacy): Addresses performance gaps, with a clear need for change and the potential for disruptive instruments.
Proactive Change (Gradual Persuasion): Addresses opportunity gaps, requiring urgency creation and gradual movement toward disruptive instruments.

Individual Readiness for Change

Three factors:
- Dissatisfaction with the status quo (D).
- Accepting a new model for the future (M).
- Being on board with the process for change (P).
Individual readiness needs to outweigh the perceived "Costs of Change."

Costs of Change

Financial: Reward systems, required resources.
Political: Reduced influence or authority over organizational units.
Social: Reduced status of function or position within the firm.
Psychological: Uncertainty, anxiety, stress associated with change.

Kimpton Hotels - Earth Care

Kimpton Hotels, an upscale hotel chain, aims to balance strategy with environmental sustainability.
Face challenges in replacing existing products with more sustainable alternatives due to higher costs and PR implications.
Focuses on operational optimization with minimal customer impact.
Places the Earth Care Initiative on the Strategic Operations Initiative (SOI) map, focusing on technical operations and minimizing environmental impact.
Systematic implementation is limited, requiring supplier collaboration.
Integration is increasing through chain-wide rollout.

Diagnosing the Earth Care Initiative

High investments are required, especially in the early phases.
Patient capital is essential for achieving the desired results.
Expertise in sourcing sustainable alternatives and green marketing is crucial.
Decentralized culture with centralized sustainability approach creates minimal disruption.
Shifting the burden of sustainability away from customers may not necessarily lead to overall environmental gains.

Creating Momentum for Change

Kimpton's competitive advantage lies in its unique and differentiated boutique hotel experience.
Strategy focuses on operational optimization while minimizing environmental impact.
Vision and mission anchor on doing "less harm" without drastically changing the business model.

Forming a Coalition and Volunteer Corps

Kimpton's existing culture of caring for others supports the Earth Care program.
Potential resistance could come from the top due to the decentralized nature of leadership.
Incentive structures for employees are essential to ensure buy-in and acceptance of change.

Barriers to Organizational Change

Organizational Inertia: Self-perpetuating tendencies of organizational structures and cultures can lead to rigidities.
Structural Barriers:
- Size, age, and complexity of an organization can increase rigidity, solvable through pilot projects or corporate venturing.
- Path dependencies in capability development resulting from the Red Queen effect are addressable through acquisitions or alliances.
- Metrics and organizational politics can create adverse incentives, requiring turnover or coalition building.

Principles of Persuasion (Overcoming Resistance to Change)

Liking: Uncover similarities and offer genuine praise.
Reciprocity: Give what you want to receive.
Social Proof: Use peer power when available.
Consistency: Make commitments active, public, and voluntary.
Authority: Demonstrate expertise, don't assume it's obvious.
Scarcity: Highlight unique benefits and exclusive information.

Organizational Change and Stress

Change adds stress, leading to decreased attention span, increased error rates, diminished problem-solving ability, and reduced creativity.

Overcoming Barriers to Change

Plan for small wins to create buy-in.
Embed change in the culture through clear expectations, acceptance, encouragement, and values. Conformity pressure arises from the desire for acceptance.

Cultivating Organizational Culture

Recruitment & Selection: Rigorous, emphasizing fit between the individual and organizational values.
Socialization & Training: Ongoing training, mentoring, sharing folklore and legends, and publicly visible commitment to the culture.
Rewards & Recognition: Tied to extrinsic reinforcements, publicly displayed, and visible.

Benefits of a Sustainability Culture

Provides a sense of identity and organizational commitment.
Creates dedication and motivation among employees.

Studying That Suits You

Use AI to generate personalized quizzes and flashcards to suit your learning preferences.

Description

This quiz explores key concepts of organizational change, including the Stage Model of Change, Punctuated Equilibrium, and Sustainable Change. Assess your understanding of the factors influencing change and the challenges posed by organizational hierarchies.