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How To Use The Tool: Step One: Analyze Each Key Element Separately

This document provides information on various change management models that can be used to guide organizational change, including Lewin's 3 Step Model, Kubler Ross' model of the stages of grief, Kotter's 8 Step Model, Beckhard's Transition Model, and McKinsey 7S Model. It also discusses different types of change that can occur, such as smooth incremental change, bumpy incremental change, and discontinuous change. The document then provides detailed steps for using the Congruence Model to analyze an organization's tasks, people, structure, and culture in order to identify areas of congruence and incongruence and develop a plan to address them. It emphasizes analyzing each element separately before looking at their interrelationships.

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49 views

How To Use The Tool: Step One: Analyze Each Key Element Separately

This document provides information on various change management models that can be used to guide organizational change, including Lewin's 3 Step Model, Kubler Ross' model of the stages of grief, Kotter's 8 Step Model, Beckhard's Transition Model, and McKinsey 7S Model. It also discusses different types of change that can occur, such as smooth incremental change, bumpy incremental change, and discontinuous change. The document then provides detailed steps for using the Congruence Model to analyze an organization's tasks, people, structure, and culture in order to identify areas of congruence and incongruence and develop a plan to address them. It emphasizes analyzing each element separately before looking at their interrelationships.

Uploaded by

Sasha King
Copyright
© © All Rights Reserved
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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Models to use

Change within organisations is influenced by many factors, especially innovation. Critically review the
types of change that can occur as a result of innovation, and evaluate the role and value of change
management models within the process."

Lewin 3 Step
Kubler Ross
Kotter
Beckhard's transition model
McKinsey 7's
Grundy
Tushman et al etc for types of change as in powerpoint attached

How to Use the Tool


To apply the Congruence Model start by looking at each component individually and then
compare and analyze how they relate to one another.

Step One: Analyze each key element separately


Tasks: First you need to understand what work is at the core of your organization's
performance. Here you are looking at the critical tasks that are done within the organization
from two perspectives: What work is done, and how is it processed.

Does the work require specific knowledge or skill?


What are the intrinsic rewards involved in completing the work?

Is it mechanistic or creative?

How does the work flow?

What sort of approach is needed to do this work best? Quick? Thorough?


Caring? Analytical? Precise? Enthusiatic? ...

Where are the interdependencies?

People: You know what work is done; now you have to look at who does it. You need to
know what types of people are currently performing the organization's critical tasks.

Who interacts to get the work done? Bosses, employees, peers, external
stakeholders.
What skills do the people possess? Knowledge, experience, education,
competencies.

Is there a demographic profile? Age, gender, ethnicity.

What are these people's preferences and expectations for compensation,


reward, career progression, recognition, and organizational commitment?

Organizational Structure: This element involves looking at the formal structure, systems
and processes that support the organization.

How is the company organized? Mechanistic or organic.


Are there distinct business units or other separations? Regional, functional,
by product, by market.

How distinct and/or rigid are the lines of authority?

How standardized is the work? Rules, policies, procedures.

How is work measured and incentivized and rewarded?

Culture: Here you are concerned with the unwritten rules that define how work is really
done which depends on attitudes, beliefs, commitment, motivation and so on, as well as the
formal elements of process and structure that you have already examined. This element is the
hardest to define, and often the one with the most influence.

What do people really do to get work done?


How does information flow around the organization?

What are the beliefs and values of individuals in the organization?

What leadership style

Is there a political network in play?

is adopted?

Step Two: Analyze how these elements interrelate in your organization


Once you have identified the major factors in performance for each of the four key elements,
you need to look at how they interrelate. You are looking for areas of congruence and
incongruence.

Work and People: Is the work being done by the right people?
Work and Structure: Is the work done in a well-coordinated manner
given the organizational structure in place?

Structure and People: Does the formal organization structure allow the
people to work together effectively?

People and Culture: Are the people working within a culture that best
suits them?

Culture and Work: Does the culture support the nature of the work that
needs to be done?

Structure and Culture: Do the formal and informal structures work


cooperatively or do they compete?

Step Three: Plan to Create and Maintain Congruence

Work through the areas of congruence and incongruence you have identified, and decide what
needs to be done to resolve major incongruence and to reinforce congruence. As you move
forward with your plan, strategy, or decision, it's important to remember that you keep on
looking for the things that are well-coordinated, as well as the things that aren't. It's just as
important to reinforce what is currently congruent, as well as change what's incongruent, and
build in processes to ensure that the current congruence is maintained.

All change management initiatives require a strong underlying strategy


- People need to know:
o What are the changes
o Why?
o Who will be impacted most?
o Timeframe
- Models can help to plan and understand the various stages of the change

Why are these steps so important?


If you skip the phase unfreezing, the change will meet resistance (old
values will increase and lead to misunderstandings and a lack of trust)
when prevailing forces are increased.
If you dont base your decisions on a rigour and systematic process when
making the actual change and dont involve all that are concerned by the
change, the suggestions are often ill founded, when you lack important
knowledge and/or an internal acceptance.

Kubler Ross
Denial
Anger
Bargaining
Depression
Acceptance

Kotter
Create a sense of urgency (at least 75% of org)
Form a guiding coalition
Develop a vision and strategy
Communicate the vision
Enabling action and the removal of obstacles
Generating short term wins
Hold the gains and build on change
Anchor changes in the culture
Beckhard
Determining the need for change
Articulating a desired future
Assessing the present and what needs to be changed
Getting to the desired future by managing the transition

McKinsey 7-S

Change Leadership

Implement Change Leadership


Effective, sustainable change combines top-down and bottom-up
approaches.
Top-down:
Attempts to eliminate old practices.
Adjustment to financial constraints.
Bottom-up:
Provides momentum for sustainable change.
Provides momentum for organizational learning
What is Organisational Change?
Organisational change is wide ranging.
It can include managing the changes to the culture, business
processes and procedures, physical surroundings, job design, staff
roles, staff skills, knowledge and policies.
Fundamental and radical change is termed as transformational
change
Drivers for Change

Impact of strong external and internal forces, e.g. financial cuts,


legislative changes.

New management strategies.

New Chief Executive wishing to impose their own personality, values


and beliefs within the organisation.

Varieties of change

Grundy (1993)
Smooth incremental
Bumpy incremental
Discontinuous
Tushman et al (1986)
Converging (fine-tuning)

Converging (incremental)
Discontinuous or frame-breaking
Dunphy & Stace (1993)
Fine tuning
Incremental adjustment
Modular transformation
Corporate transformation

Varieties of change (Grundy)


Smooth incremental evolves slowly, in a systematic and predictable way
Bumpy incremental periods of relative quiet interrupted by sudden
bursts in the rate of change (e.g. re-organisations)
Discontinuous divergent breakpoint, changes involving crisis,
breakthrough, response to high turbulence
Varieties of change (Tushman et al)
Converging (fine-tuning) - trying to do better what is already being done
well.
Converging (incremental adaptation) - small changes in response to small
shifts in the environment.
Discontinuous or frame-breaking major, rapid (spread over 18-24
months) and revolutionary changes in strategy, structure, people &
processes in order to meet radically new or different circumstances. Also
termed upheaval.
Most organisations follow a pattern of convergence/upheaval cycles. This
pattern can apply at all levels (department, unit, corporation).

Andriopoulos, C., and Dawson, P. (2009) Managing Change, Creativity and Innovation, Sage: Chapter
10
Burnes, B.(2003) "Managing change and changing managers from ABC to XYZ", Journal of
Management Development, Vol. 22 Iss: 7, pp.627 - 642
Carnall, C.A. (2007) Managing Change in Organizations 5th ed. Prentice Hall: Chapters 4 and 5

Cummings, T. and Worley, C. (2009) Organization Development and Change, 5th ed., Cengage Learning: Chapter 2

Senior, B., Swailes, S. (2010) Organizational Change, 5th ed. Pearson: Chapter 6

Block every loop hole that the enemy is using to gain access
Zech 3 lord any mark or monitoring agent /device ignite
Ignite my life with your fire, let the fire of god consume every contrary
Ps 51 - Let the fire of God possess my life, the thunder of God destroy every
manipulation of the enemy concerning my life. Let the thunder of God destroy
any object or any personal item of mine that the enemy has placed against me
on any evil alter.

Ex 12-14
10pm tonight
Father I cancel the effect of any negative dream
Ps 51 for nene ask for mercy

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