Change Management Masterclass 2007 PDF

 i Praise for Change Management Masterclass “This book covers the complex subject of change management in a highly readable way. It provides an invaluable resource for managers or MBA students wantin...

 i Praise for Change Management Masterclass “This book covers the complex subject of change management in a highly readable way. It provides an invaluable resource for managers or MBA students wanting to learn how to manage change successfully.” Dr Tim Hughes, Bristol Business School “A thoroughly practical and straightforward change management handbook, full of useful ideas and handy tips.” Chris Bones, Principal, Henley Management College “An excellent practical read. It consolidated my existing learning, and at the same time introduced me to some new and useful models, which I shall use.” Anjali Arya MBA, Organizational Development Consultant “Change Management Masterclass provides a structured way to navigate through the complex subject of change management. Students and operational managers alike should benefit from this useful book, that combines relevant theory, experience and best practice.” Philip Lawrence MBA, Programmes Manager, Alcatel Lucent “This brings together everything on change management I can ever remember reading or studying into a very structured and logical framework, and presents a clearly balanced view of academic models and commercial insight, drawing from organization examples and management experience. I would see this book being valuable to students or senior business leaders either as a framework to read completely for a comprehensive learning of the subject, or as a reference guide by using selected elements of the ‘task and process framework’ from which you could build specific knowledge and ideas.” Deborah Bateman MBA, Manager, Business Support & Development, Halifax “Change Management Masterclass is an excellent guide for both managers and students to learn how to manage change better within their organizations. The well-organized structure and case study approach makes the subject very accessible to the reader. I have really enjoyed reading this book and would highly recommend it.” Maria Jesus Fernandez-Gutierrez, Enterprise Core Voice Proposition Manager, Vodafone UK “It illustrates clearly that there isn’t just one answer or approach to managing change successfully. The key message from this book for senior managers of large organizations is the importance of developing strong and adaptable leadership capabilities to support and align every phase of the change process.” Pascoe Sawyers, Director, Leadership Academy, Improvement & Development Agency ii “This book provides a comprehensive coverage for those studying change and those engaged in it. It deals with the interaction of all aspects of change and acknowledges just how challenging it can actually be in practice. There are clear explanations of the dimensions of change and good, practical advice on how to tackle change.” Martin Broomfield MBA, Limeblue Consulting “I have been drawn back in over the week and discovered new things in the book each time I looked. What I liked most of all was the author’s emphasis on high- lighting the most robust models and frameworks and linking this directly with the application of these tools and techniques to the chosen case studies. Bob Gorzynski, Centre for Strategic Thinking” “This is a powerfully straightforward book because the author has the gift of being able to summarize and show the relevance of quite complex ideas. The text is convincing in its practical approach. I particularly welcome the chapter which relates personality data to change leadership and change skills, which trainers ought to find of real value. An excellent introductory text of particular value to professionals and middle managers engaged in a process of change. It should help them make sense of how people respond to change and of the leadership challenges involved.” Professor Colin Carnall, Director of Executive Programmes, Warwick Business School, University of Warwick  iii CHANGE MANAGEMENT MASTERCLASS A Step by Step Guide to Successful Change Management Mike Green London and Philadelphia iv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or any of the authors. First published in Great Britain and the United States in 2007 by Kogan Page Limited Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publi- cation may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road 525 South 4th Street, #241 London N1 9JN Philadelphia PA 19147 United Kingdom USA www.kogan-page.co.uk © Mike Green, 2007 The right of Mike Green to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN-10 0 7494 4507 6 ISBN-13 978 0 7494 4507 2 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Green, Mike, 1959– Change management masterclass : a step by step guide to successful change management / Mike Green. p. cm. Includes bibliographical references and index. ISBN-13: 978-0-7494-4507-2 ISBN-10: 0-7494-4507-6 1. Organizational change–Management. 2. Organizational change– Management–Case studies. I. Title. HD58.8.G724 2007 658.4'03–dc22 2007001972 Typeset by Saxon Graphics Ltd, Derby Printed and bound in India by Replika Press Pvt Ltd  v Contents Acknowledgements vii About the Author ix Introduction 1 PART I 1. Approaching Change 13 Introduction 14; Metaphors and paradigms 14; Types of change 21; Culture 24; Personality 27; Groupthink 30; Summary 31 2. Orientation 33 Introduction 34; The need for change 34; Change formula 46; Summary 55 PART II 3. Organizational Case Studies 57 Introduction 59; The organizations and their orientations 60; Aster Group 64; The Institute of Public Health in Ireland 78; Biogen Idec 87; The British Council 93; County of Aarhus, Denmark 109; The kitchenware company 119; The primary school 127; The financial services company 136 vi Contents PART III 4. Organization 149 Introduction 150; The change kaleidoscope 150; 7Ss framework 153; Cultural web 156; Tichy’s change levers 157; Project management methodology 159; Different approaches to change 161; Case study analysis 163; Summary 164 5. Mobilization 167 Introduction 168; Motivation and mobilization 168; The change equation 170; Resistance to the idea of change 172; Stakeholder interests 173; Communication, engagement, mobilization 180; Difference and the cultural dimension 187; Case study analysis 188; Summary 190 6. Implementation 191 Introduction 192; Project management implementation 192; Operationalizing the changes 195; Case study analysis 200; Summary 202 7. Transition 203 Introduction 204; Individual change 205; Teams through change 217; Shadow side of organizations 219; Case study analysis 223; Summary 226 8. Leading Change 227 Introduction 228; Characteristics of leadership 228; The lead- ership task 231; Leadership roles 233; Leadership style 236; Case study analysis 238; Summary 240 9. Integration 243 Introduction 244; Embedding change 245; Learning 246; The learning organization 247; Case study analysis 249; Summary 253 10. Conclusion 255 Managing change – best practice 255; Lessons from the case studies 257; Conclusion 260 Bibliography and references 261 Index 277  vii Acknowledgements Many people have contributed to this book in many ways. I would first and foremost like to thank the managers from all the organizations who willingly gave of their time to discuss how they managed change. In all cases they were open with what worked and what didn’t. Interestingly, they all learnt from what didn’t as much as what did! So thank you Jørgen Jørgensen from Aarhus; Richard Kitson, John Heffer and John Spens from Aster; Christoph Boelling and John Watson from Biogen Idec; Leslie Boydell and Jane Wilde from the Institute of Public Health in Ireland; Jane, Barbara, Paul and Wendy from the British Council. Also thank you to Nicky and Nick and the other contributors to the case studies. A special thank you to my colleague Richard Lacey who took the trouble to look at the manuscript and offer some wonderful suggestions. Thanks also to Esther Cameron for her continued support and challenge on all matters relating to change management. I have received an enormous amount of support from both students and colleagues at Henley Management College and also all those involved with the I&DeA’s Leadership Academy. This book wouldn’t have been possible without the kind forbearance of my partner Jane and her continued encouragement even when it seemed to take over our lives. A special thank you to my daughter Brigit for her wonderful drawings which appear throughout this book. The Myers-Briggs Type Indicator (MBTI®) is a registered trade mark of the Myers-Briggs Type Indicator Trust. viii This page is left intentionally blank  ix About the Author Mike Green has been involved in facilitating change for over 20 years. Working in both the public and private sectors he’s seen what works and what doesn’t when it comes to change and has clear ideas of what approaches have a chance of success and those doomed to failure! In previous lives Mike has been a finance manager, a trade union nego- tiator and a psychotherapist, but now prefers the relative calm of helping others manage change. Mike runs Transitional Space, specializing in individual, team and organi- zational development. He facilitates organizational learning and performance enhancement through a variety of personal, interpersonal and systemic interventions. Mike is also a Visiting Executive Fellow at Henley Management College, where he tutors in people management, personal development and business transformation. Mike can be contacted via [email protected] and www.changemanagementmasterclass.com x This page is left intentionally blank  1 Introduction Orientation Organization Mobilization Introduction Implementation Transition Integration There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. (Niccolo Machiavelli, The Prince, 1532) Out of the earth to rest or range Perpetual in perpetual change, The unknown passing through the strange. (John Masefield, 1878–1967, The Passing Strange) There’s nothing constant in the world, All ebb and flow, and every shape that’s born Bears in its womb the seeds of change. (Ovid, 43BC–AD17, Metamorphoses) 2 Change Management Masterclass The Edge It doesn’t have to be terrifying. Sometimes it’s simply curling your toes over the end of the high dive, bending your knees and lightly bouncing up and down, as if your wings were fluttering. Or it might be the moment when you’re waiting – dawn-at the border – for the man in the blue uniform to hand back your passport, to say it’s all right to leap from the train to the platform. And after the flying and the splash, after you haul your bag up on your shoulder, it’s safe to say that before long you’ll come to the edge of something and have to leap again. Maybe it’s someone you didn’t see by the pool, wearing a flowered bathing suit – maybe the love of your life. or maybe it’s a museum with one painting that finally explains everything. And even if death is waiting, you can still love the perfect fit of the doorknob in your hand as you open the door. You can still search for the immortal painting and buy postcards of it to send all over the world. You can leap and let the water hold you, throwing one hand over the other, hoisting yourself up to dry your body in the sun.  Introduction 3 You can lift your rucksack – the road rolling away before you – and walk on joyfully, going forward, forever leaping, loving the high dive as well as the bottom stair, loving the held breath, loving the tired feet. (Richard Jones, ‘The Edge’, from The Blessing: New and Selected Poems. Copyright © 2000 by Richard Jones. Reprinted with the permission of Copper Canyon Press, www.coppercanyonpress.org) Introduction to change management Change Management Masterclass seeks to introduce the concept of change management through looking at why organizations need to change; discussing the different ways of approaching change; describing a process for successful change management; and learning what works and what doesn’t when managing change. This book is designed to lead you through the change process in a rela- tively orderly fashion – looking at the different phases of the change process; introducing tools and models and ways of tackling issues at each stage; giving examples of what has worked and what hasn’t; drawing on both academic research and people’s experiences in the thick of change. One of the key tests of the various models is whether they are practical tools for mapping, analysis, insight and action in the world of organizational change. Throughout this book I have tried to test them out through their application in a variety of different organizational settings. I have drawn from my own experiences as a change practitioner, from that of colleagues and of course from published research. There are a number of organizations that I have observed as they have managed their change initiatives and I have drawn out some of the key findings which hopefully will enlighten our discussions. One objective of this book is to present a way of looking at and managing change, drawing on different models that have stood the test of time and have demonstrated their usability, and combining them with current thinking on, for example, emergent change, systems and complexity theory. Principally though, I would wish to suggest a way that students and managers alike can make sense of change and manage it more effectively by using some or all of the concepts in this book. 4 Change Management Masterclass Given the new competitive landscape around the world, with more countries from Eastern Europe entering the European Union, the explosion in manufacturing capability in the Indian sub- continent and China, and similar trends emerging in South America; given the growth in outsourcing, off- shoring and shared services; given the continuing and increasing possibility of global culture clashes, and the escalation of local and national conflicts; all with a backdrop of global warming, climate change and mass movements of people, there seems to be little let up in the exponential growth in change. And of course on an organizational level, whichever industry, whichever country, there will be the responses to these trends and a developing awareness of diversity issues and corporate social responsibility. How well do organizations manage change? Gartner estimates that less than 10% of enterprises and their Chief Information Officers have attempted to institutionalize change management in even the most basic way: by training managers, by creating a program management office (PMO) or by any other means… We’ve all heard the stats. The specific numbers vary but the fact remains: most large-scale projects that fail to achieve their stated objectives are dramatically over budget or are delivered late. According to Gartner, a full 66% of projects meet at least one of these parameters. (CIO Australia’s Magazine for Information Executives, 5 June 2006) A recent McKinsey survey (2006) suggested that only 6 per cent of change management projects were completely successful (with a further 32 per cent ‘mostly’ successful). During the changes the mood of the organization was characterized by: Successful projects Unsuccessful projects (%) (%) Anxiety 44 51 Confusion 22 43 Frustration 23 44 Fatigue 24 34 Resistance 24 28  Introduction 5 On the positive side there was a marked sense of focus, enthusiasm, feelings of momentum, hope and confidence in those organizations successfully managing change. Worrall and Cooper (2006), in an organizational change management study, found that over 90 per cent of managers in all organizations were affected by change, with that figure rising to over 97 per cent in public-listed companies and public sector organizations. They highlighted that: The proportion of managers affected by three or more forms of change increased from 45% to 53%. The triad of cost reduction, the use of contract staff and culture change increased… to more than half the managers responding… This triad has had significant implications for the attitudes and behaviour of many managers: as a result of change, their loyalty and morale have declined and their sense of job security and well-being has plummeted: Percentage of managers feeling that change had negatively affected their: Motivation: 51% Sense of employee well-being: 48% Loyalty: 47% Morale: 61% Sense of job security: 56% Change Kurt Lewin introduced his concept of organizational change during the middle of the last century (Lewin, 1951). His work was deeply embedded in looking at how human systems operate and the different dynamics at play. His central model comprises three stages: unfreezing, effecting change and then refreezing. Starting with a status quo, you move things and then continue with the new status quo. Some critics have suggested that this is too linear a model of change for these turbulent times of exponential change – that there is no initial ‘stable equilibrium’ that needs to be unfrozen to allow change to occur. Likewise there’s no promised land of a renewed equilibrium position where we can all rest, recuperate and not worry any more. There are however certain key tenets of Lewin which are true for all change scenarios: change doesn’t operate in a vacuum but within an interactive system which itself is within a wider environment; any human system will have a variety of forces at play which can help and/or hinder movement. These forces need to be addressed; and the change process is helped through a process of observing or being in the system and exploring what works and what doesn’t. 6 Change Management Masterclass So what Lewin was suggesting was that in any human system there are different states of dynamic equilibrium and to move from one state to another the forces at play within the system need to be redirected to achieve movement towards the preferred state. We sometimes try to treat change as if it were a discrete object which has clear definable boundaries as if nothing went before and nothing comes after, frozen in time and space. Change doesn’t just start at page one but in fact in countless thoughts, ideas, experiences, conversations, incidents and motivations stretching back many years. Likewise it doesn’t necessarily stop once put in motion. However, we can take some snapshots of change in motion, see some action replays and make some predictions based on the lines of trajectory as to where it may lead. Similarly this book is a staging post for people, managers and students who want to further their thinking and develop their change management skills. The aspiration is to enable you to manage change better in the future with, I hope and trust, a consequential knock-on effect of improving organizational and individual performance and well-being. The philosopher of comparative religion, Alan Watts, once famously drew the universe as a squiggle across a page and then explained that what humankind does is put some sort of grid across it in an attempt to make sense of it, create some order out of chaos, and perhaps gain some control over it. This book is such an attempt – to look at the change process in a relatively ordered and structured way. This isn’t to say that change is a straightforward thing or process, rather that if you come at it in a structured and ordered way you may have a greater chance of dealing with the unpredictability and emergent themes along the way. Format of the book Despite my tenet about the nature of the universe, in the actual setting out of the book I will try to approach change in a relatively orderly way, even if the nature of change itself is not so well planned.  Introduction 7 The following is a straightforward model of change which captures both the task and process sides of change: orientation is the direction, positioning and preferences for change; organization is the more formal arrangements, systems and formulations of the change process; mobilization is the process of involving, engaging and catalysing the stake- holders affected by the changes; implementation is the process of carrying out or executing the changes; transition is managing the passage of people through the changes; integration is the embedding of the changes and the realizing of the trans- formation to produce a qualitative step change. Orientation Organization Mobilization Mindset Culture Leadership Implementation Transition Integration Figure 0.1 Tasks and processes in change management 8 Change Management Masterclass Central to the change process and interactive at all times are the funda- mentals of: the mindsets we have when we approach the change arena; the organizational culture within which we operate; and the leadership at all levels and at all stages to make the change a successful one. This book comprises three parts. Part I sets the scene and direction and explores why we need change in the first place and how the way we concep- tualize change affects how we manage change. Part II describes eight organi- zational change case studies drawn from different public and private sector settings. Part III looks at the process of change from different angles through a number of stages. A useful accompaniment to change Things which are put together are both whole and not whole, brought together and taken apart, in harmony and out of harmony; one thing arises from all things, and all things arise from one thing. (Heraclitus, 540–475BCE) A relatively straightforward model for approaching change ‘in the moment’ as you progress along the change process outlined above is one that I and my colleagues have tested over the years with various managers, and indeed with political leaders. There are many choices with many dynamics and I’ve found it useful to appraise any situation by applying this model of leadership of change (see for example, I&DeA, 2006; Leadership Development Commission, 2003). Managers are in the business of achieving certain outcomes or at least gaining tangible results. For this to happen there needs to be clarity about what it is that needs to be achieved and the structures, systems and strategies in place to attain that. No matter how well planned, structured and organized the intervention is it is unlikely to work unless you pay particular attention to three further aspects of the change process. The emotional component of change cannot ever be divorced from the change itself. To make a change is to disturb the equilibrium of indi- viduals, of teams and of the organization. Indeed that is most likely what you want to do! As Heifetz and Laurie (1997) say, ‘Followers want comfort and stability, and solutions from their leaders. But that’s  Introduction 9 Outputs and Outcomes Developing and delivering business outcomes Self and Leadership Stakeholders and Emotions and Interests Culture Mobilizing influence, Enabling people and power and authority culture to adapt Figure 0.2 Leading outcomes, interests and emotions babysitting. Real leaders ask hard questions and knock people out of their comfort zones. Then they manage the resulting distress.’ There will inevitably be a number of stakeholders in the change – those who will have a view; those who will want a say; those who will be affected; those who will need to change or adjust; those who will win; those who will lose; those who will have an interest; those who will have some energy; those who will have some commitment; those who will not. Managing change successfully will need to take account of the voices and positions of these stakeholders, and agents of change will need to nego- tiate their way through the often competing and conflicting needs and wants of the stakeholders. Right in the middle are those who are the prime movers of the change – be they the CEO, the project manager, the change team or a team leader in a remote part of the organization. The way this person or group enacts the change is all so crucial. How much they attend to the task; how much they attend to the people; how much they plan; how much they allow to emerge; whether they’re autocratic or democratic, authoritative or affil- iative – all these things impact the probability of achieving successful outcomes, the level of communication and engagement with stake- holders, and the emotional well-being of those affected. 10 Change Management Masterclass So we enter the world of change with a process, a route map; a set of key dimensions to be looking out for; an under- standing that our own personalities affect how we respond to and manage change; and a flexible enough mind and attitude to allow for some emergences if not emergencies along the way.  11 PART I 12 This page is left intentionally blank  13 1. Approaching Change Orientation Organization Mobilization Approaching Change Implementation Transition Integration Wisdom lies neither in fixity nor in change, but in the dialectic between the two. (Octavio Paz, b. 1914, Mexican poet) Things do not change; we change. (Henry David Thoreau) Like a man who has worn eyeglasses so long that he forgets he has them on, we forget that the world looks to us the way it does because we have become used to seeing it that way through a particular set of lenses. (Kenich Ohmae) 14 Change Management Masterclass Introduction We all approach change in different ways. That’s partly because of our different personalities and it’s partly because of our individual histories. We see the world in different ways and also react to it in different ways. The whole area of change management is one where these ideas have a particular relevance and resonance. If we conceptualize change in a particular way then perhaps we will try to manage it in a way that is seemingly logical within our reality, whilst leaving no room for the idea that it’s just our reality or certainly just one way of looking at the world. In this chapter we will look at our assumptions about how organizations work and our assumptions about change. We can then see how these assump- tions might shape some of the approaches to change, hopefully leading to a more comprehensive and flexible set of interventions. Metaphors and paradigms In Making Sense of Change Management (Cameron and Green, 2004) we drew upon Morgan’s (1986) book, Images of Organization to suggest that we can view organizations in four different ways – and those different ways can lead us towards a greater understanding of organizational dynamics and what might or might not work when it comes to trying to change the organization: 1. organizations as machines; 2. organizations as political systems; 3. organizations as organisms; and 4. organizations as flux and transformation. Table 1.1 Metaphors, beliefs and assumptions Metaphor Key beliefs Key assumptions Machine Each employee should have only The organization can be one line manager changed to an agreed end Labour should be divided into state by those in positions of specific roles authority Each individual should be managed There will be resistance, and by objectives this needs to be managed Teams represent no more than the Change can be executed summation of individual efforts well if it is well planned and  Approaching Change 15 Table 1.1 Metaphors, beliefs and assumptions continued… Metaphor Key beliefs Key assumptions Management should control and well controlled there should be employee discipline Political system You can’t stay out of organizational The change won’t work politics. You’re already in it. unless it’s supported by a Building support for your approach powerful person is essential if you want to make The wider the support for anything happen change the better this You need to know who’s powerful, It’s important to understand and who they are close to the political map, and to There is an important political map understand who will be which overrides the published winners and losers as a organizational structure result of this change Coalitions between individuals are Positive strategies include more important than work teams creating new coalitions and The most important decisions in an renegotiating issues organization concern the allocation of scarce resources ie, who gets what, and these are reached through bargaining, negotiating and vying for position Organism There is no ‘one best way’ to design Changes are made only in or manage an organization response to changes in the The flow of information between external environment (rather different parts of the systems and its than using an internal focus) environment is key to the Individuals and groups need organization’s success to be psychologically aware It’s important to maximize the fit of the need for change in between individual, team and order to adapt organizational needs The response to a change in the environment can be designed and worked towards Participation and psychological support are necessary strategies for success 16 Change Management Masterclass Table 1.1 Metaphors, beliefs and assumptions continued… Metaphor Key beliefs Key assumptions Flux and Order naturally emerges out of Change cannot be transformation chaos managed; it emerges Organizations have a natural Managers are not outside the capacity to self-renew systems they manage; they Organizational life is not governed are part of the whole by the rules of cause and effect environment Key tensions are important in the Tensions and conflicts are an emergence of new ways of doing important feature of things emerging change The formal organizational structure Managers act as enablers; (teams, hierarchies) only represents they enable people to one of many dimensions of exchange views and focus on organizational life significant differences Source: Cameron and Green, 2004 Organizations as machines This metaphor reflects upon the idea that an organization functions like a machine – if all the parts are properly constructed and connected and force applied in the right place and right direction then the machine will start to move and continue to move until it needs repair or replacement or encounters resistance. It feeds into the notion that it is possible to design a perfect well-oiled machine and to plan a change that will take the organi- zation from state A to state B in clearly defined stages with the likelihood of success as long as everyone does what’s in the plan. You can see this as the ideal metaphor for a simple project management approach to change where everything not only can be put onto a Gantt chart but everything and everyone will perform as if it really were a piece of machinery. Of course the organization as a machine metaphor has its place because many products and services rely on clear, predictable, reliable and compliant processes: Fast-food restaurants and service organizations of many kinds operate… with every action preplanned in a minute way, even in areas where personal interac- tions with others are concerned… Even the most casual smile, greeting, comment, or suggestion by a sales assistant is often programmed by company policy and rehearsed to produce authentic results. (Morgan, 1986)  Approaching Change 17 Organizations as political systems This metaphor suggests that everyone who inhabits an organizational space is in the midst not only of a human system but one where there are competing forces and pulls on scarce resources and where different players have different degrees of power. It is the awareness and management of these forces and these players that allow work to be achieved. There is an understanding of who is an enabler and who is a disabler; who stands to gain and who stands to lose; who is supporting you and who might be against you. These are all factors you need to consider when you want to effect change and enter this reality: organizational goals, structure, technology, job design, leadership style, and other seemingly formal aspects of organizational functioning have a political dimension as well as the more obvious political power plays and conflicts. (Morgan, 1986) Organizations as organisms This metaphor posits that organizations are not discrete singular entities but are composed of a number of internal subsystems operating in an external environment and there are flows and interaction throughout. It is an open- systems approach as defined by Von Bertalanffy (1968). Operating within this metaphor an organization would be organizing itself around the changing environment – the more turbulence in the environment the greater the need for adaptability. Its internal subsystems – structural, human, managerial, informational – would all need to be capable of receiving data from the envi- ronment and other parts of the system and responding intelligently: organizations are open systems and are best understood as ongoing processes rather than as collections of parts… Thus, we see strategy, structure, tech- nology, and the human and managerial dimensions of organization as subsystems with living needs that must be satisfied in a mutually acceptable way. (Morgan, 1986) Organizations as flux and transformation Entering into the metaphor of flux and transformation can be a discon- certing experience. We are moving into a world where we need to review our understanding of what an organization actually is. Rather than a machine or a social system of power bases, or an organism that interacts symbiotically with the environment, it is a place that has form and movement but events which cannot be predictable. There is a dynamism that can lead to equi- librium or disequilibrium depending on factors or ‘attractors’ at play: 18 Change Management Masterclass organizations are characterized by multiple systems of interaction that are both ordered and chaotic. Because of this internal complexity, random disturbances can produce unpredictable events and relationships that reverberate throughout a system… despite all the unpredictability, coherent order always emerges out of the randomness and surface chaos. (Morgan, 1986) So we can see quite early on that when approaching change it may be that you are operating within one particular metaphor and you will attempt to enact change through that particular lens, regardless of the circumstances prevailing at the time. Or it may be that the organization is operating within one particular metaphor and will only accommodate one way of thinking about change and what needs to be done. Paradigms of change de Caluwé and Vermaak (2004) have categorized approaches to change in a somewhat different way. Reviewing the literature they have identified five different ways in which we can conceptualize what happens when we want to make change interventions (see Figure 1.1). They have given colours to each of these approaches. Some of them relate to the four organizational models and indeed to the three-ball model of outputs, interests, and emotions and culture that we met in the introduction. Blue – change through design – is most often the one we see occurring in organ- izations. It is the project management approach to change and involves careful planning and detailed analysis before the change happens. It links quite well with the machine metaphor of organizations and leading outcomes in the three-ball model. It is very much about the rational way to enact change. If we have done the initial analysis well enough and can plan the steps and stages comprehensively enough then the inputs that we make will produce the outputs that we want. Yellow – change through addressing interests – addresses the political aspect of organizations, recognizing that there are winners and losers in all change situ- ations and that directly addressing the different wants and needs of the various stakeholders is a necessary element in getting positive movement forward in the driving forces for change and a useful way of attending to those forces that are restraining or against the change. This is most closely aligned to the political metaphor and also leading interests in the three-ball model. Red – change through people – recognizes that change in an organization is predominately done through people, and for the outcome of any change initiative to be successful it will not only need to have addressed the concerns of the organization’s people but to have engaged with them in order for new  Approaching Change 19 Blue: Change through design Yellow: Green: Change Change through through addressing learning interests White: Red: Change Change through through emergence people Adapted from de Caluwé and Vermaak, 2004 Figure 1.1 Five approaches to change attitudes, skills and behaviours to have been acquired or learnt and certainly demonstrated. White – change through emergence – is about creating the conditions for change to occur without specifying the exact nature of the changes. Drawing on the flux and transformation metaphor it suggests that we cannot logically and rationally design, plan and manage change in a linear way. What is required is an enabling environment, people to make sense of what is happening, and to spot where the organizational energy is and take steps to removing hindrances and obstacles. Perhaps requiring a leap of faith, this approach is based around the belief that systems will self-organize and, even in the midst of chaos, order and evolution will occur. Green – change through learning – is concerned with change happening as a direct result of learning. Here we are talking about individual and team 20 Change Management Masterclass learning and also the concept of the learning organization. The key focus is on creating the environment necessary for individuals and teams to acquire the necessary knowledge, skills and experience to step into the new state and also how collectively the organization can embed any new knowledge for sustained performance. This also covers the single-loop and double-loop learning of Argyris (see Chapter 9) and ways in which the organization can monitor and evaluate itself throughout the changes. Implications and different roles of leaders and change agents Entering into a change process when operating within one of the four change metaphors or five paradigms has implications for how you construct your change process and what sort of role you need to play. Using the machine metaphor or the ‘change through design’ paradigm will entail a rigorous project management approach with a leadership style that is one of architect and grand designer. The terrain is about efficiency and effec- tiveness of project planning processes and their well-oiled implementation. It’s about an unambiguous mapping out of the plan to get from A to B and the careful planning, managing, monitoring and controlling of this process. The political metaphor and ‘change through addressing interests’ will require a greater focus on managing stakeholders, the informal organization and ensuring that key players are brought on board, and potential winners are motivated enough and potential losers’ needs are managed. The terrain for the change agent within this paradigm is all about power and the harnessing of it. The change agents themselves have to have perceived power as well as requiring powerful sponsors. The organism metaphor requires the change agent to be monitoring the environment and taking the pulse of the organization. A key focus will be to create an enabling environment where people can learn to become responsive to the environment and the changes that are needed. It is also necessary to be aware of the process in order for responses, reactions and adaptations to be factored in as the change proceeds. The flux and transformation metaphor and the ‘change through emer- gence’ paradigm recognize that change cannot be explicitly managed, but rather needs to emerge. The tensions, the conflicts and the hot spots within the organization and those on the boundary are where the change agent is focused. Once again the role is one of enabling emergence rather than directing and controlling it. The concepts of setting parameters, acting as a container and reminding people of core values are critical to this process.  Approaching Change 21 The ‘change through learning’ paradigm draws on the key ideas from the organizational development movement originating in the 1960s, and the writers and researchers of the learning organization. Coaching, training and group and team facilitation are all ways of providing opportunities for learning to take place. The ‘change through people’ paradigm is situated between the learning paradigm and the interest paradigm. It recognizes the need to include, involve and engage with all stakeholders, but principally managers and staff in order to create solutions that address the important issues. Given that change happens through people, winning the hearts and minds of the people is clearly a key factor in this. Affiliative and democratic management styles, human resource management and a collaborative culture are strong indicators of change agents operating within this paradigm. Types of change When approaching change it is also useful to be able to understand the extent of the changes that you are facing or are going to initiate. Balogun and Hailey (2004) have segregated the nature of the change (incremental and ‘big bang’) from the end result (transformation and realignment), which results in four fundamental types of change: 1. Adaptation – is a ‘non-paradigmatic change implemented slowly through staged initiatives’. 2. Reconstruction – is also a ‘non-paradigmatic change to realign the way the organization operates, but in a more dramatic and faster manner’. 3. Evolution – is a ‘transformational change implemented gradually through different stages and interrelated initiatives’. 4. Revolution – is ‘fundamental, transformative change… but it occurs via simultaneous initiatives on many fronts, and often in a relative short space of time’. 22 Change Management Masterclass Stace and Dunphy (2002) distinguish a number of levels of change on a continuum: Level 1 – Fine tuning. Addressing and improving the fit between strategy and the organizations people, processes and structure, for example, policy and process changes; continuous improvement teams; devel- opment of reward mechanisms and training programmes tied into strategy. Refining, clarifying, interpreting group norms and operating procedures. Level 2 – Incremental adjustment. Relatively modest changes around the organization in the light of external drivers for change. Typically changes involving strategy, structure and management process. Shifting the scale and scope of the operation; changing the product or service mix; addressing production inefficiencies; evolving the structure so that it’s fit for the purpose of the refined strategy. Level 3 – Modular transformation. Major restructuring and realignment – focusing specific parts of the organization rather than the organization in its entirety. For example, a restructuring of the marketing department around distribution channels rather than product lines, or a decentral- ization of the HR department into business units (or more likely a centralization of HR into shared services); appointment of different key personnel; significant shift in the strategy of a cost or profit centre; intro- duction of new information systems that redefine key business processes. Level 4 – Corporate transformation. Fundamental shift in organizational business strategy involving new statement of vision, mission and/or values; major restructuring that changes the power bases within the organization; radical changes to structure, systems and processes across the whole organization; key appointments recruited from outside the organization. Top-down/bottom-up – planned/emergent Higgs and Rowland (2005) when looking at approaches to change catego- rized them along two axes: a uniform approach (top-down) as against a more disseminated or differentiated approach (bottom-up) and change as a predictable phenomenon (planned) as against change as a more complex phenomenon (emergent). Their research suggested that when there was large scale change an emergent approach was more successful – ‘change is a complex activity’ – and the more that change was planned as a simplistic machine metaphor then the less successful was the outcome. Indeed there was a negative correlation between effectiveness and the directed approach.  Approaching Change 23 An emergent approach which was not overly dictated by top management was shown to be more effective than the other approaches. It is important to note here that the authors state: it was apparent that the emergent approach occurred in the context of a change framework that was more planned and structured. It is feasible, from this data, to propose that the emergent approach describes how change actually happens as opposed to how change is articulated. What this could mean is that there’s a crucial role of senior managers or change agents to frame the changes in an overarching vision or set of guiding principles but then to create an enabling environment for more local change agents to initiate and implement change. This recognizes fully the emergent nature of change. Kahane (2004) looked at three types of complexity in change situations: 1. dynamic, where the questions is whether to focus on the whole system or just a specific part; 2. generative, where the question is whether to take a planned or emergent approach; and 3. social, where the question is who to involve in the change. When there are low levels of complexity you can see causal effects more clearly and it is probably worthwhile focusing on one part of the organization at a time. If the strategic and operational environments are relatively predictable and have low turbulence then it is easier to plan a whole change approach. When the organization and its stakeholders are fairly well aligned and have shared vision, values and assumptions, then if the leader has his or her finger on the pulse, he or she can perhaps involve fewer people in the decision. However, when the level of complexity is relatively high a different set of solutions might be appropriate. When the causal links are harder to make, a whole system approach might be indicated. If the strategic and operational environment is more turbulent or rapidly changing then a planned approach may not work so well, with a more emergent, organic approach to change indicated. The greater the level of complexity the more you might need contributions from around the organization – horizontally and verti- cally and from external stakeholders too. 24 Change Management Masterclass Culture Like individuals, organizations have their own identity – a way of being and behaving which differentiates them from other organizations. Culture is sometimes defines as ‘the way we do things around here’. It captures the general feel, but culture is more complex than that. Trompenaars and Hampden-Turner (2001) see that: Every organization has its own unique culture even though they may not have consciously tried to create it. Rather it will have been probably created uncon- sciously, based on the values of the top management or the founders or core people who build and/or direct that organization… [you can] regard culture as referring to the shared assumptions, beliefs, values and norms, actions as well as artefacts and language patterns. It is an acquired body of knowledge about how to behave and shared meanings and symbols which facilitate everyone’s inter- pretation and understanding of how to act within an organization. If we want to manage change within specific cultures and if indeed we want to change the cultures themselves as a way of changing strategy or enhancing performance it is essential to understand what culture is and how culture itself changes. Schein (1999) identified three different levels of culture with three different levels of difficulty in changing it: 1. Artefacts – are the things that you will encounter as you enter the organization and move around: what you see, what you hear, what you feel about the place. There may be car parking spaces reserved right by the front door for the most senior managers whilst other staff don’t have any car parking at all. In others there are no allocated spaces. Some organizations will be very formal and people wear suits and smart clothes. Other organi- zations will be somewhat ramshackle and people work in jeans. Some organizations will be open plan, others will have indi- vidual offices. In some organizations drinks are ‘on tap’, whereas others will have pay machines. 2. Espoused values – at this level of culture you will find out some of the meaning behind what you have encountered, the organizational rules – either made public and lived, or tacit and followed as the norm. There may be a stay late culture even though the working times are clearly set out. There may be an acknowledgement that in order to get something through the decision- making process you have to network it round the key players first. Often  Approaching Change 25 these rules are laid out in a set of organizational values and sometimes trans- lated into behavioural imperatives. Everyone knows what the deal is. Sometimes the espoused values are not the value-in-practice (Argyris, 1990) and although teamwork is valued people are rewarded for individual effort; or integrity is a core principle but if you can get away with something then that’s ok too. 3. Basic underlying assumptions – this level deals with the core of the organi- zation’s identity and can be related back to its history and how it came to be successful or survived due to the values, attitudes and beliefs of the key people in its history. Schein says, ‘the essence of culture is these jointly learned values, beliefs, and assumptions that become shared and taken for granted as the organization continues to be successful. It is important to remember that they resulted from a joint learning process.’ Schein goes on to suggest that there are six different ways in which culture evolves. Some of these can be influenced by leaders and change agents and some cannot: 1. a general evolution in which the organization naturally adapts to its envi- ronment; 2. a specific evolution of teams or subgroups within the organization to their different environments; 3. a guided evolution resulting from cultural ‘insights’ on the part of leaders; 4. guided evolution through encouraging teams to learn from each other, and empowering selected hybrids from subcultures that are better adapted to current realities; 5. planned and managed culture change through the creation of parallel systems of steering committees and project-oriented task forces; and 6. partial or total cultural destruction through new leadership that elimi- nates the carriers of the former culture (turnarounds, bankruptcies, etc). (Cameron and Green, 2004) There are a number of models you can use to help identify your culture. In the context of change the key point is using a model that illuminates where the organization is now and highlights a range of different cultures that might potentially better fit the preferred end state. 26 Change Management Masterclass Harrison’s four cultures Charles Handy’s four types of culture are well known – cultures based around the concept of power, role, task and person. He based his ideas on those of Harrison (1972): 1. A power culture is one where decisions are based around the sources of power within the organization and are often centrally controlled. From entrepreneurial companies to organizations with strong charismatic leaders the operating paradigm is based around ensuring you have the necessary people ‘on side’ and have the power and authority to make deci- sions relatively quickly without any particular bureaucratic hindrances. 2. The role culture on the other hand tries to fit the workings of the organi- zation into clearly defined structures and roles, with accountabilities being aligned to the role and each person in their role knowing where they fit into the system. Large bureaucratic institutions would typically display the characteristics of a role culture. 3. Task culture is characterized by getting things done, and power and authority emanate from the ability to achieve the tasks in hand. What is rewarded is not necessarily position but task accomplishment, with systems and structures designed to enable that to happen. Project management organizations and meritocracies would often have a task culture. 4. A person culture would have the needs of the people pretty central to its ethos. This might be at the expense of the overarching aims of the organ- ization. Academic or professional associations or partnerships might display elements of the person culture, with decision-making more consensual and explicit displays of power being shunned. Goffee and Jones’s ‘character of a corporation’ Goffee and Jones (2000) teased out the differences in culture through looking at the degrees of sociability and solidarity within an organization. Sociability is the degree to which people are friendly with each other and work towards a social cohesion within the organization. Solidarity is in their words, ‘a measure of a community’s ability to pursue shared objectives quickly and effectively, regardless of personal ties’. The resulting matrix describes four possible cultures: 1. Networked (high sociability, low solidarity). The networked culture is one where cohesiveness across the organization is valued, with people encouraged to use both formal and informal networks to achieve their objectives and have a fulfilling time. Relationships form an important  Approaching Change 27 part of the work environment, with the giving and receiving of support a key aspect. 2. Fragmented (low sociability, low solidarity). The fragmented culture on the other hand doesn’t value social cohesion and relationships within the work environment. People are that much harder to get to know (for friendship and for work accomplishment). Individualism, autonomy and freedom are valued, with individual efforts and achievements being rewarded. 3. Communal (high sociability, high solidarity). The communal culture is both cohesive and collaborative, with people committed to each other, the organization and the products and services the organization provides. Often a very ‘values-based’ company with high levels of passion commitment and teamwork. 4. Mercenary (low sociability, high solidarity). The mercenary culture is high on task focus, low on people process. There is little movement towards cohe- siveness though high degrees of collaboration when a task needs achieving. As a result relationships tend to be transactional with people being used for their abilities to help the task, not for who they are. Communication will tend to be on a need to know basis. An understanding of culture is crucial during change for three reasons: 1. knowing whether the culture you are in will be the best for the end state; 2. knowing how the culture will aid or detract from the change effort; and 3. being aware that the culture you are in will consciously or subconsciously shape your thoughts, ideas and decision-making processes when engaged in discussing change. Personality The Myers-Briggs Type Indicator (MBTI®) is one of the most widely used personality profilers in the world today. Based on initial work by analytical psychologist Carl Jung in the early part of the 20th century, the MBTI was devised by Katherine Briggs and daughter Isabel Myers and has been well documented and researched over the past 60 years. MBTI® identifies four different personality dimensions (giving eight pref- erences) that we all use at different times. However, each person will have a preference for one combination over the others. This generates a possible 16 different ‘types’. 28 Change Management Masterclass Two things are of interest to us in exploring change: different personalities approach, address and respond to change in different ways; and organiza- tions themselves can be seen to exhibit the personality traits of their indi- viduals, which in turn affect how they will respond to change. Depending where you are on the extroversion–intro- version dimension you will be more outgoing, externally oriented and more likely to be enthusiastic about getting things done (extraversion), or more likely to think things through, spend time planning and be more cautious about taking action (introversion). Some of us will naturally be more practical and pragmatic, searching for tangible results and focusing specifically on what needs to be done. Others of us will want to see how things fit into the bigger picture, be inspired by clear visions of the future and be less interested in the detailed implementation (sensing-intuition). The thinking-feeling dimension separates those who approach change in an analytic, logical, objective way ensuring that the business case sets out the costs and benefits clearly, from those people who make decisions based on their values, or the values of the organization. They will be sure to factor in the potential impact on the people that the change will be affecting. The judging-perceiving dimension will sort people into those who are structured and organized in their approach to life and those who like to keep their options open and are more at ease in ambiguous and less well defined situations. The net result is that those with particular preferences are more or less likely to react to change in different ways – whether they initiate it or whether they receive it. Grouping the MBTI® types into four categories, we have four types of personality, which will be found in all organizations, exhibiting significant differences in behaviour: 1. The thoughtful realists will want to know why there’s a need for change and will require some good evidence-based arguments. When initiating change they will adopt the view that if it isn’t broken why would they want to change it. They therefore might be seen as more cautious when it comes to change; not necessarily against change, but needing some time to think it through. 2. The thoughtful innovators also need time to think things through but not from the viewpoint of retaining things, more ensuring it fits with the bigger picture, the wider strategy and that all the component parts are interlinked.  Approaching Change 29 3. Action-oriented realists are happy to kick-start the changes and get things moving. Their natural energy and enthusiasm will create the momentum but they do need to have a clear focus and that focus needs to be practical and based on improving efficiency and effectiveness – what, why, how, who and by when would be typical questions. 4. The final group are the action-oriented innovators who are similar to the action-oriented realists in their energy and enthusiasm but also are more like the thoughtful innovators in their focus on the future and different ways of changing and the possible different scenarios. The implications of personality run throughout all aspects of change and particularly in the initial framing of the change, the implementation plan and the communication to and engagement with the stakeholders. A project team with all four personality types would have the capability of being able to complement each others preferences – unfortunately there would also be the possibility of a recipe for conflict. A particular case worth mentioning is the management team. Management teams both in the United States and the UK are skewed from the natural distribution of Myers-Briggs types within the whole population. Typically they are composed of more managers with the thinking and judging types. This can result in management teams making decisions about change by valuing a logical, analytical, ‘business case’ approach rather than spending time on how the decisions tie in with core values and what the impact on people is going to be. You can see the result of this in many change programmes across organizations today. There can also be a tendency to want to close things down, having made a decision, rather than keeping options open and living with an element of uncertainty but also with the possibility of enhancing and improving on the changes. The most commonly used management tool is strategic planning: For the past 12 years, Bain & Company, a firm of consultants, has asked companies around the world how much they use such tools, and how satisfied they are with them. Its latest analysis, out this week, shows that strategic planning, used by almost four out of every five companies, is currently the most popular. (Economist, 9 April 2005) Yet, all the evidence shows strategic planning doesn’t work! ‘Realized strategy is only 10% to 30% of the intended (ie planned) strategy’ (Grant, 2003). The realized strategy emerges from the way in which managers (change agents) implement the plans based on their own experiences, their capabilities, the capabilities of the organization and the extent to which external events let them implement the strategy. An individual’s interpretation of a plan will be 30 Change Management Masterclass affected by all his or her experiential influences as well as preferences and atti- tudes and, of course, the actual resources available (as opposed to the planned resources) – together with his or her attitudes, experiences, etc – and the external constraints and opportunities prevalent at the time of implementation. Groupthink Irving Janis looked at significant decisions made by people in authority which turned out to be disastrous. He established that a phenomenon he defined as ‘groupthink’ occurs in certain situations and when certain criteria are met. He defines groupthink as ‘a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members’ striving for unanimity overrides their motivation to realistically appraise alternative courses of action’ (Janis, 1972). In hindsight decisions such as the Bay of Pigs invasion of Cuba, the Chernobyl nuclear plant disaster and the Challenger space shuttle disaster were seen to suffer from the type of decision making that Janis high- lighted. More recently the fruitless search for illu- sionary weapons of mass destruction, the subsequent invasion of Iraq, and the consequent failure to predict and prepare for the ongoing insurgency has been blamed on groupthink. Janis (1972) described some of the attitudes and behaviours in a group suffering from groupthink: an illusion of invulnerability, shared by most or all the members, which creates excessive optimism and encourages taking extreme risks; collective efforts to rationalize in order to discount warnings that might lead the members to reconsider their assumptions before they recommit themselves to their past policy decisions; an unquestioned belief in the group’s inherent morality, inclining the members to ignore the ethical or moral consequences of their decisions; stereotyped views of enemy leaders as too evil to warrant genuine attempts to negotiate, or as too weak and stupid to counter whatever risky attempts are made to defeat their purposes; direct pressure on any member who expresses strong arguments against any of the group’s stereotypes, illusions, or commitments, making clear that this type of dissent is contrary to what is expected of all loyal members;  Approaching Change 31 self-censorship of deviations from the apparent group consensus, reflecting each member’s inclination to minimize the importance of his or her doubts and counterarguments; a shared illusion of unanimity concerning judgements conforming to the majority view (partly resulting from self-censorship of deviations, augmented by the false assumption that silence means consent); the emergence of self-appointed ‘mindguards’ – members who protect the group from adverse information that might shatter their shared complacency about the effectiveness and morality of their decisions. Summary When we approach change we do so with a particular mindset of how change will work. By using Morgan’s metaphors and de Caluwé and Vermaak’s paradigms we can begin to understand some of our own assumptions about change and what might or might not be appropriate in this particular organization for this particular change. The most appropriate of Morgan’s metaphors are the machine, the political, the organism, and flux and transformation. De Caluwé and Vermaak’s paradigms are change through design; addressing interests; people; emergence; and learning. Different researchers have identified different types of change. Balogun and Hailey identified change along the axes of incremental–big bang and transfor- mation–realignment. This resulted in four types of change: adaptation, recon- struction, evolution and revolution. Stace and Dunphy saw change on a continuum from minimal change through to a fundamental shift: Level 1 – fine tuning; Level 2 – incremental adjustment; Level 3 – modular transformation; Level 4 – corporate transformation. Change can also be classified between planned and emergent with some management researchers highlighting the fact that the more complex the change the more likely that an emergent approach would be more effective. Culture was seen as a critical component when managing change by identifying the current culture and how change can be managed within that culture; and by identifying the preferred culture that would more likely be able to sustain the new corporate strategy. On an individual basis we saw how four basic personality types might approach and respond to change. On a team basis the cautionary phenomenon of group- think was highlighted. 32 This page is left intentionally blank  33 2. Orientation Orientation Organization Mobilization Implementation Transition Integration If we do not learn from history, we shall be compelled to relive it. True. But if we do not change the future, we shall be compelled to endure it. And that could be worse. (Alvin Toffler) I cannot say whether things will get better if we change; what I can say is they must change if they are to get better. (G C Lichtenberg) 34 Change Management Masterclass The future is ever a misted landscape, no man foreknows it, but at cyclical turns there is a change felt in the rhythm of events. (Robinson Jeffers, 1887–1962, poet) The best way to be ready for the future is to invent it. (John Sculley) Introduction This chapter looks at how the organization can become oriented towards change. We will first look briefly at the need for change and at how our approaches to change will influence our orientation; establish what some of the key things are that you need to do to orientate your organization to change: and discuss a number of frameworks which may help in this process. There are many excellent texts on corporate strategy (Johnson et al, 2005; Sadler, 2003a; Thompson, 2005) and we will not be going over too much old ground but sketching out the processes whereby we can arrive at a place in time where we can consider our strategic options enough to plan and implement the change processes that the rest of the book will describe. It is important when you’re stuck in the midst of change that you remember what it was that you wanted to change in the first place. The whole purpose of the change will be to respond to changing circumstances in the external or internal environment. We will not know whether we have managed change successfully unless we can compare what we end up with to where we started from. The need for change The need for change can come from within the organization or from without. It can be imposed by regulatory bodies or made necessary by the actions of competitors. It can emerge from a perceived need within the organization as a result of a planned process of strategic review, as a result of a crisis or a change in leadership. It is important to understand what drives change in order to ensure that the aims and objectives for change are well framed and referred to when initiating and implementing change. This section looks at the drivers for change and some of the tools and techniques used to ascertain what needs to change and why. Often the eventual success or failure of the change will be seeded in this initial analysis. Crucially, what needs to change emerges from these analyses.  Orientation 35 Direction At any discrete point in time, an organization will have a direction and a momentum of its own. How the direction and the momentum were arrived at can be traced back through various iterations of cause and effect, some- times influenced by external events, sometimes by internal events, more often than not through a combination of the two. The direction of the organ- ization will, in a rational world, be articulated through its vision, mission, objectives, strategy and tactics (VMOST). These might be quite explicit – published and in the public domain – or they might be implicit – inferred from the activities of the organization over time. The organization’s momentum – the speed at which it is moving towards its objective – can be seen to be a combination of three factors: Vision The organization’s vision is a description of what it aspires to be, where it is heading and in the future where it wants to be. Visions need to be lofty and strategic, compelling and engaging to have any worth for the stakeholders in the organization Mission The organization’s mission defines what the organization’s purpose is – its raison d‘être – what it is in existence for. Objectives Aims and objectives are more specific realizable goals that can be quantified and qualified and which you’ll know when you achieve them as they are measurable. Strategy The strategy is the plan of how you are seeking to get from here to there – the real- ization of the vision. This might be the actual plan or the perspective or position that you’ll be adopting to realize the plan. Tactics The tactics are the shorter-term plans and behaviours for achieving milestones within the overall strategy. Values Not necessarily part of the VMOST, an organization’s values are the set of explicit or implicit rules, conventions and guidelines within which people in the organi- zation operate in order to maintain the organization’s integrity in achieving its goals. Values reflect what the organization and its employees hold dear. 36 Change Management Masterclass 1. the clarity and congruence of the VMOST; 2. the ease with which the organization’s external environment enables progress to be made; and 3. the efficiency and the effectiveness of the deployment of the organi- zation’s internal resources. However, at some stage a need will arise to change the VMOST as a conse- quence of the external environment or the internal capabilities changing. Mapping the system By way of introduction to understanding the need for change it is useful to map the organizational system at a high level. The external environment for any organization can be conceptualized by a number of concentric circles. Its imme- diate environment would be the part of the market it is in – which itself will be within the larger map of the industry. This would include its competitors, suppliers and any partnerships it has. Beyond this would appear the general political, social and economic framework at both national and international levels. Public sector institutions would populate a slightly different terrain, with less competition, no share- holders but many more interest groups. An organization’s internal environment would be all the things that go to make up the organization – its structure, its systems, its processes, its people, its financial resources, its culture, for example. We could look at the external environment and at the internal envi- ronment to assess the need for change. However, looking at stakeholders as a separate dimension can aid the assessment process. A stakeholder is a person, group or entity that has an interest in or will be impacted by the activities of the organization either directly or indirectly. As a change agent you may wish to take a long hard look at your organi- zation and ask what shape it’s in and what it’s capable of doing and then look at the environment it finds itself in. Alternatively you may want to scan the external environment to assess what is happening out there and then look to see what needs to change in here. Of course in reality this is an iterative process and perhaps one of the essential skills of the change agent – the alchemy of internal and external transformation.  Orientation 37 External environment PESTLE By understanding the wider context or bigger picture of political, economic, social, technological, legal and environmental (PESTLE) forces you will be able to see what possible future scenarios might be facing your organization. What this external analysis does is to scan the current and future envi- ronment to see what trends might impact on the strategic decision-making process. Under the various headings below are listed the sorts of questions that a leader or senior management team might care to ask. Political What are the key policy directions of the current government (European, central and local) as it relates to our operating environment? What are the possible and likely alternative policy directions on the horizon (of this and any future government)? What are the effects of the wider global political environment? Economic What are the current trends in the economy and how might they impact (favourably or adversely) on our organization, market and industry? What are the trends in individuals’ prosperity and how will this impact on our current and future offering? Social What are the social trends that will affect our customers and markets? In what ways will demographics, changes in purchasing patterns, families and community cohesion influence our strategy? Technological How will new technologies help us get our products and services to market? What challenges and opportunities will technology present in the future? Legal Given current and emerging trends in national and international legis- lation, what do we see as the most significant factors? What are the internal and external requirements of future legislation? Environmental What environmental factors are likely to influence or require us to adjust our strategy? How are the unfolding environmental crises (potential oil shortages, climate change, etc) likely to impede our direction and what opportunities might arise? 38 Change Management Masterclass The purpose of doing the PESTLE analysis is twofold: identification of general external trends or events that will influence the organization’s ability to deliver; and identification of the key factors that will either enhance or impede any current or future strategy of the organization. Having collected and sifted the data, you need to draw some conclusions as to the likely impact and the depth of impact. Similarly, if opportunities present themselves one has to assess the importance and possibility of grasping them. Table 2.1 takes a snapshot in time of the PESTLE environment and applies it to three different industries. As you will see, different factors loom larger in the different industries. Table 2.1 PESTLE snapshot Financial Pharmaceutical Social housing Political Looming pensions Low-cost drugs for Uncertainty around crisis developing countries Government’s ability Regulatory regime High cost of drugs for to tackle housing Security issues hospitals crisis Security issues Economic Increasing household More money to House prices debt purchase life style continue to rise House prices continue Lack of affordable to rise housing Social Increased public Shift towards alternative Ageing population sophistication medicine requiring more Family breakdowns Movement towards food residential care Student debts as a channel for taking medicine Technological Greater ease of Continuing development Systems access to online of efficient and effective improvements to accounts production methods allow for internal Greater potential for efficiencies and fraud better customer service Legal Increased regulatory Increased regulatory Increased regulatory framework framework framework Rise in compensation culture Environmental Ethical investment Ethical issues around Greener house drug testing building  Orientation 39 Key questions to ask in each case would be: What is the meaning of this? What is the probability of this? What is the likely impact of this? What are the implications of this, on revenue and/or on costs? How might we respond to this? Industry, competitor and market analysis The next part of the jigsaw is to look at the immediate operating envi- ronment. By this I mean the industry you are in and the competitors that are there or may well be there in the future. As an aside, managers within the public sector or not-for-profit organizations would still benefit from doing this analysis, though they may prefer to use different terminology. Increasingly the boundaries between public and private are being eroded and for better or worse managers need to be able to operate across these boundaries. What we are looking at in terms of change are a number of things. First how the macro-environment might impact the industry; second how the different constituent parts within the picture might be acting and reacting now and into the future; and third how the overall structure of the industry might change. You may also wish to conduct a market analysis to ascertain where you should be focusing your efforts. Principally, in any given situation you will have a number of options: to focus on current products and services in current markets; to expand your current products and services into new markets; to develop new products and services for current markets; and to develop new products and services in new markets. Responding to any and all of these options will mean adapting something in your organization. Indeed, only if in the first option there were no changes in customer expectations or buying patterns; there were no changes in competitor activity; there was a stable economic environment; and there was a stable equilibrium within the organization, would you not need to make any changes. 40 Change Management Masterclass Scenario planning As we scan the environment and scrutinize our particular operating envi- ronment for what might happen in the future we’ll note that there are some things that we’re pretty sure will happen while other things might have some chance of happening. With others, they may or may not happen – we don’t know the probability. Each will have different meanings when viewed within the overall context of the future. Rather than take a view on just one set of circumstances coming about and planning for that, it can be useful to construct a number of different future scenarios and see how well placed the organization is to meet and master those. Conclusion An external analysis looks at the macro and micro factors that may or may not impact on your organization and its performance in the short, medium and long term. Having done the initial analysis you can then generate a number of possible futures that would suggest some of the scenarios that you may wish to plan for and exploit. Each of the factors that might impact your organization can be seen as a potential threat or a potential opportunity. Internal analysis We now need to turn our focus inside the organization to assess its current capabilities and to see whether it is fit for the purpose for which we want it to be. There are a number of ways to look at an organization’s efficiency and effectiveness: track and map the value chain and identify areas of misalignment or under-performance; assess the level of resources that the organization has in terms of its financial, physical, intellectual capital, human, customer and social capital; or identify the organization’s core competences. In Making Sense of Change Management (Cameron and Green, 2004) we suggested that: the McKinsey 7S model is a rounded starting point for those facing organiza- tional change. This model of organizations uses the same metaphor, repre- senting the organization as a set of interconnected and interdependent subsystems. Again, this model acts as a good checklist for those setting out to make organizational change, laying out which parts of the system need to adapt, and the knock-on effects of these changes in other parts of the system.  Orientation 41 The 7S categories are: 1. Staff – important categories of people within the organization, the mix, the diversity, retention, the development and the maximizing of their potential. 2. Skills – distinctive capabilities, knowledge and experience of key people. 3. Systems – processes, IT systems, HR systems, knowledge management systems. 4. Style – management style and culture. 5. Shared values – guiding principles that make the organization what it is. 6. Strategy – organizational goals and plan, use of resources. 7. Structure – the organization chart and how roles, responsibilities and accountabilities are distributed in furtherance of the strategy. In looking at what core competence and distinctive capabilities the organi- zation has, the 7Ss are a useful way of assessing the infrastructure of the organization as it is now and what it needs to be like in the future in order to maintain or attain a competitive advantage or sustained effective performance. Structure Strategy Systems Shared Values Skills Style Staff Figure 2.1 McKinsey’s 7S model 42 Change Management Masterclass Strategy, structure and systems are more tangible and are sometimes the ones that people concentrate on when managing change. If there are problems managers often want to change the strategy, or upgrade the system or restructure. The beauty of this model is of course the inter-connectedness – if you change one thing it affects all of the others, and then in turn they interact with the external environment. The internal analysis is the mirror side of the external analysis. It looks at where the organization is currently, either in its capability of maintaining or improving performance in relationship to furthering its strategy, or where there is malfunction or unease. In the same way that the external analysis reveals opportunities and threats the internal analysis reveals strengths and weaknesses. Stakeholder mapping and analysis In our assessment we have been looking at forces, situations, scenarios, competencies, structures and the like. This can be a heady mix, but what they all have in common is people. People will overlay or underpin all of these elements. Whether they are politicians or the general public; the executives or the sales force of the competitors; your staff or your management; the shareholders or the customer; the sponsors or end user – each of these will have a stake in your organization’s future. They will have an interest, they may have a voice, they will have some needs and some wants. One of Lewin’s (1951) insights was that in human systems there are forces at play, and generally these forces can be identified when you begin to look at where the various stakeholders are sitting in relationship to the changes envisaged. The purpose of stakeholder mapping and analysis is to bring these often disparate interests into focus and establish what they want from any change, how they may be affected by the change and how they may be managed through the change.  Orientation 43 HIGH POWER HIGH INTEREST LOW Figure 2.2 Power and interest matrix At this stage identifying and then placing stakeholders on a matrix as shown in Figure 2.2 is a useful exercise. It is really establishing the levels of interest and importance in any situation, or their general feelings and behaviours towards the organization. One axis has the degree of