Course Name: Managing Change in Organizations

Faculty Name: KBL Srivastava

Department: Humanities and Social Sciences

Indian Institute of Technology Kharagpur

Topic: Implementation of Change: OD

approach
Concepts Covered:

❑ OD approach to change

❑Appreciative Inquiry

❑ Positive organizational behavior approach

and sense making

❑Contingency approach

❑Process Approach
Change managers Image in
implementation process
Image Rationale
Coach Organization These theories and approaches focus on identifying and building
Development on what is working best in the organisation.
Appreciative Inquiry
Positive Organizational
Scholarship

Interpreter Sense-Making This approach as it alerts managers to the different influence

that interpretations of change can have.

Director Change Management They focus on strategic and planned organizational change.
Contingency Theories Intentional change outcomes can be achieved through a series
of planned steps. There is certainty that it can be achieved.

Navigator Processual Approach The outcomes are the result of a complex interplay of different
interests, both internal and external to the organization.
Organization Development Approach to Change
• Fundamental basis
• Change is planned, incremental and • Application of social science
participative techniques to plan change in
• Outcomes are focused on the organizational settings for the
improved effectiveness of the purpose of enhancing
organization
organizational effectiveness and
• Long-term focus to achieve its action-
orientated goals the development of individuals.
• Focus on changing the attitudes and
behaviors of employees
• Top-down focus
Issues addressed by Organizational Development Approach

Micromanaging Lack of
Biz Growing Mission/Vision
Grooming Pains
Future Conflict
Leaders Performance
Role
Gaps
Ambiguity
Ineffective
Norms/Patterns Decisions Diversity
Don’t Issues
Stick
Skill Building
Infighting
High Turnover
Interventions to address Issues
Organizational Effectiveness Employee
Effectiveness

Change Management Executive Development

Strategic Planning 3rd Party Conflict Resolution

Group Facilitation Customer Service Training

Org Restructures Leadership Development

Sociotechnical Systems Design Workforce Diversity

Action Research Communications Training

Waterline Model
The “waterline” in the name is a metaphor. In any group, things are
happening above the surface (or “waterline”) and beneath the
surface/waterline simultaneously

Groups spend most of their time focusing on task, collaborative

leaders need to observe how both are working .

When a group is stuck, it’s often time to pay attention to what’s

beneath the waterline – and switch from task to maintenance.
 Waterline Model
Task X X X X

Maintenance

Structure
(Roles & Goals)

Group
(Dynamics and
Development)
Intrapersonal
Interpersonal (Within an individual)
(Between 2 People)
Waterline Model
TASK GOALS

WATERLINE ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
MAINTENANCE GOALS

STRUCTURE Paying attention to the

•Goals-objectives
(Goal & Roles) group’s maintenance
•Functional roles issues is intended to
•Decision making
GROUP serve two goals:
(Dynamics & Development) 1) accomplishment of
•Inclusion tasks and
•Influence
•Patterns of communication INTERPERSONAL 2) enhancement of the
•Inter-dependence •Communication skills (Between 2 People) work relationships of
•Feedback
•Conflict
group members.
INTRA-PERSONAL
•Individual internal experience, Beliefs (within an individual)
•Values, Assumptions
Organizational Level Diagnosis
Group Level Diagnosis
Individual Level Diagnosis
Steps After Diagnosis

• Feeding back the information

• Choosing interventions

• Managing change

• Institutionalizing change
Team Building Intervention

• Improved group processes

• Communication
• Goal clarification
• Role clarification
• Task orientation
Survey Feedback

• Small meetings to
feedback survey
results
• Meetings used to
formulate change
• Managers conduct
meetings to indicate
commitment
Employee Involvement

• Quality of work life

• Quality circles
• Total quality management
• Six Sigma
 Re-Engineering

• Job redesign
• Teamwork
• Work performed by most appropriate
person
• Advanced information technologies
used
OD Effectiveness
• More impact on organizational than
individual outcomes
• Works better for white collars than blue
collars
• Works better if multiple techniques are used
• Technological change shows more positive
outcomes
 Clients of OD
Board of Directors, CEOs, VPs
During changes in corporate strategy, mission, leadership, technology or
organization structure
Middle Managers
Within specific areas or across functions to identify sources of conflict and
barriers to performance, or help build a broader vision and more effective
leadership
First Line Supervisors
To improve operations and employee involvement, establish high
involvement work teams, improve organizational communication, develop
supervisory training or new reward systems
Line Workers
To facilitate job redesign improved performance, teambuilding or
improvement in the work environment
Course Name: Managing Change in Organizations
Faculty Name: KBL Srivastava
Department: Humanities and Social Sciences

Indian Institute of Technology Kharagpur

Topic: Implementation of Change:

Appreciative Inquiry
Appreciative Inquiry

• Philosophical origins of A.I. emerge from the

discipline of Positive Psychology
• Development and dissemination of A.I. attributed to
collaborative work of doctoral student David
Cooperrider and his advisor Suresh Srivastva at
Case Western Reserve University, 1980
• Cooperrider & Srivastva co-author “Appreciative
Inquiry in Organizational Life”, 1987
The Essence of Appreciative Inquiry (AI)

Study and exploration of what

gives life to human systems
when they function at their best
Positive Core
Approach to organization change
is based on the assumption that
questions and dialogue about
strengths, successes, values,
hopes, and dreams are
themselves transformational
 Appreciative Inquiry
PROBLEM SOLVING APPRECIATIVE
ORIENTATION ORIENTATION

Fill the Gap Realize the Possibilities

PAST CURRENT FUTURE

STATE
THE QUESTIONS
THE QUESTIONS What’s working?
What’s wrong?
What’s possible?
How do we fix it?
What shall we do to achieve it?
AI: Definition/Primary Purpose
• A method of organizational development that focuses on what
organizations do well

• Epistemology-like”
study of the nature and scope of knowledge and justified belief.
It analyzes the nature of knowledge and how it relates to similar notions
such as truth, belief and justification.
It also deals with the means of production of knowledge, as well as
skepticism about different knowledge claims

• The A.I. process generates strategy

for intentional change
Five Principles of A.I.

• Constructionist: The way we know is fateful

• Simultaneity: Change begins the moment you ask the
question
• Poetic: Organizations are an open book
• Anticipatory: Deep changes = change in active images of
the future
• Positive: The more positive the question=greater/longer
lasting change
Key Understandings of A.I.
• Appreciate/value the best of what is
• Envision what might be
• Engage in dialogue about what should be
• Innovate what will be
• A cooperative inquiry
• A collaborative process
• Generate new narratives/perspectives
Problem Solving vs. Appreciative Inquiry

◼ Identify problems ◼ Appreciate “What is” (What

◼ Conduct Root Cause gives life?)
Analysis ◼ Imagine “What might be”
◼ Brainstorm Solutions & ◼ Determine “What Should Be”
Analyze
◼ Create “What Will Be”
◼ Develop Action Plans
◼ Metaphor:
◼ Metaphor:
Organizations are Organizations are a
problems to be solved solution/mystery to be
embraced
Facilitating an Appreciative View

Ask the right

question…

“What do you see here

that would be useful to
you?”
4D Cycle of A.I
Example of Appreciative Inquiry
Example: A manufacturing company wants to develop capacity for innovation to expand
research and development, and earn more market share. In this example, your strategic
focus (also called the affirmative topic) would be improving innovation.

In the Discovery phase, explore when your company has been at its best around
innovation, and then identify the common factors in these stories.

in the Dream phase, you’d invest time in thinking about what a truly innovative
organization would look like: How would leaders, resources, behaviors, the physical
space, organizational processes, etc., change? You’d work to create a vision of the future.

Design the future. you get as strategic and tactical as possible, creating models and
prototypes of different elements of your future, mapping steps, identifying required
resources, and engaging the support of others.
Finally, in the Destiny phase your team will work to implement your design, to make the
vision a reality.
 4D Cycle

• Discover: The identification of organizational processes

that work well
• Dream: The envisioning of processes that would work
well in the future
• Design: Planning and prioritizing process that work well
• Destiny: The implementation of the proposed design
A Map of AI
Positive Image/Positive Action
Placebo Effect: In medical studies 30-60% of the time, placebos are as
effective as a drug
Pygmalion Effect (higher expectations from supervisors lead to an increase in
performance. The teacher's image is the most powerful predictor of
performance
Sports Imagery: Visualization by world-class athletes cited as significant
contributor to victory
Inner Dialogue: Our guiding image is the sum of +/- self-talk; healthy people
maintain at least 2:1 ratio
Rise and Fall of Cultures: Can predict 25 years ahead based upon the stories
the culture tells about itself
Affirmative Capability: The mind doesn't hold "not" so the image stays
without the “no”
 The Appreciative Organization
A system that consistently achieves what is most important
to it, individually and collectively by…
continually increasing its capacity for emergence through…
people caring for themselves, others and the whole…in service to a
meaningful purpose
Potential uses of AI
• Umbrella for Multiple Change Initiatives in a System
• Mission Statement/Vision Development
• Strategic Planning
• Organizational/System Redesign
• Process & Service Enhancement
• Improvement Initiatives
• Group Culture Change
• Civic/Community Development
Potential outcomes of AI

• Change in basic orientation from problem – focussed to

possibility focussed
• Clarified or enhanced sense of identity, shared values and
culture
• Established climate of continual learning and inquiry
• Renewal of group energy, hope, motivation and commitment
• Whole system changes in culture and language ( increase in
cooperative practices, and decrease in competition)
• Improved working relations and conflict resolution
 The emergent Field of AI

Listen & follow INDIVIDUAL

your heart
Discovery
of
“Attractive” questions open for divergence Emergence: Converge in coherent
the Purposeful action

Connect & personal is ,

reflect together universal

Course Name: Managing Change in Organizations
Faculty Name: KBL Srivastava
Department: Humanities and Social Sciences

Indian Institute of Technology Kharagpur

Topic: Implementation of Change: Action

Research Approach
 Action research

It was conceptualized by Kurt Lewin and later elaborated and expanded

on by other behavioral scientists.
• Concerned with social change and, more particularly, with effective, permanent
social change,
Lewin believed that the motivation to change was strongly related to action.
• If people are active in decisions affecting them, they are more likely to adopt
new ways.
• "Rational social management", he said, "proceeds in a spiral of steps, each of
which is composed of a circle of planning, action, and fact-finding about the result
of action".
Kurt Lewin’s Action Research Model
The process of change involves three steps
– Unfreezing: Faced with a dilemma or disconfirmation, the
individual or group
becomes aware of a need to change.
– Moving: The situation is diagnosed and new models of
behavior are explored and tested.
– Refreezing: Application of new behavior is evaluated, and if
reinforcing, adopted
 Action Research
Action research is based on the scientific tradition that involves
fact-finding and experimentation.
It involves:
• observing what is going on,
• developing hypotheses that specify cause and effect
relationships and point to interventions to help manage the
problem more effectively
• Taking action
• Collecting data to evaluate the effect of the action and test the
hypothesis.
Definition & Characteristics
Action Research Process
The process of action research
FELT
NEED
3
Following the identification of an issue (a Work on
felt need) action research involves data
successive cycles of action and evaluation. 2 Share
data 1 Plan 4
Each cycle involves 5 steps: Collect
data
1. Collecting information Act 5

2. Sharing data Work on

data
3. Working on the data to generate
Share
hypotheses about cause and effect data Revise
4. Planning action to deliver Collect plan
improvement data
5. Taking action Act
 The Axelrod meeting canoe: A useful change tool
The meeting canoe is a blueprint for making meetings dynamic and energy-creating rather than spirit-
sapping and energy-draining. The canoe represents the opening up phase, the body of the meeting
and the closing down phase.

Connect to each Decide who

other and the Discover where Elicit peoples’ does what Attend
Welcome task we are dreams to the
end

Start by making people feel welcome. Pay attention to how you greet people and pay
attention to seating arrangements.
• A circle or semicircle may work better that seating people in rows with senior
people at a top table.
Connect people to each other and the task

Connect to Decide
each other Discover Elicit who does Attend
Welcome and the task where peoples’ what to the
we are dreams end

Find ways to create connections among people. Conversations help us

connect. Find a way to get everybody engage with others. If they are
strangers or semi-strangers you might start by asking them to share
something about themselves that others may not know, or you might initiate
a quick once round the group with people saying why they are there or what
they hope to get out of the meeting.
Build a shared picture of the current situation

Connect to Discover Decide

each other where Elicit who does Attend
Welcome and the task we are peoples’ what to the
dreams end

Discover the way things are—build a shared picture of the current situation.
If the purpose is to solve a particular problem you might start by encouraging
people to talk about how the problem impacts on them and their bit of the
organization.
Build a shared picture of what people want

Connect to Decide
each other Discover Elicit who does Attend
Welcome and the task where peoples’ what to the
we are dreams end

Elicit people’s dreams—build a shared picture of where you want to go. One
way of doing this is to get people to pretend it is two years on and ask them
what they would like to be telling outsiders about what the situation has
become.
• Pay attention to the themes that emerge. Is there a shared picture?
Decide what needs to be done

Connect to Decide
each other Discover Elicit who does Attend
Welcome and the task where peoples’ what to the
we are dreams end

Decide on who does what

• Identifying what needs to be done and decide who will
do it.
Connect people to each other and the task

Connect to Decide
each other Discover Elicit who does Attend
Welcome and the task where peoples’ what to the
we are dreams end

Attend to the end.

• Put as much thought and attention into saying goodbye as you did to
saying hello.
• You might end by reviewing decisions and agreements so that everyone
is sure what has been decided and the next steps are.
Relevance of Action Research to Change Management
Discovery of a phenomena called “change management effect”.

Participants in Action Research projects that investigated new

processes required by transformational change became “sold” on
the new processes without any change management intervention.

Participants became advocates of the new processes with their

peers.

Action Research is not intended to change people—it is intended to

discover new information and knowledge about a subject or
problem
Applications of Action Research

➢ A wide range of change management interventions are rooted in

action research methodologies in so far as they involve some
form of fact finding and action taking designed to improve the
way problems are managed.
➢ Many also reflect the principles of interactive or participatory
action research in so far as they involve organizational members
in the problem solving process (in order to promote the kind of
learning that will support the ongoing development of the group
or organization).
Course Name: Managing Change in Organizations
Faculty Name: KBL Srivastava
Department: Humanities and Social Sciences

Indian Institute of Technology Kharagpur

Topic: Implementation of Change: Positive

Organizational Scholarship and Sense
making Approach
 The Positive organizational scholarship
• Focus on human strengths and potential as a way to prevent mental and
behavioral problems and to improve the general quality of life.
• Positive Organizational Behavior (POB)
– the study and application of positively oriented human
resource strengths and psychological capacities
– That can be measured, developed, and effectively
managed for performance improvement in today’s
workplace.
Positive Organizational behaviour States

•Several important positive psychology states are emerging to help

in both the better understanding and effective application of
organizational behavior:
•Optimism
•Resilience
•Hope
•Confidence
•Emotional Intelligence
•Psychological Well-Being
•Positive Psychological Capital (PsyCap)
Luthans’s CHOSE Model Of Key POB Dimensions

• Confidence/ Efficacy

• Hope

• Optimism

• Subjective wellbeing

• Emotional intelligence
 Positive Psychological Capital

An individual’s positive psychological state of development that is characterized by:

(1) having confidence (self-efficacy) to take on and put in the necessary, effort to
succeed at challenging tasks;
(2) making a positive attribution (optimism) about succeeding now and in the
future;
(3) persevering toward goals and, when necessary, redirecting paths to goals
(hope) in order to succeed;
(4) when beset by problems and adversity, sustaining and bouncing back and even
beyond (resiliency) to attain success (Luthans, Youssef, et al., 2007).
Sense Making Approach to Change Management
Made famous by Karl Weick

A process through which people work to understand issues or events that are novel,
ambiguous, confusing, or in some other way violate expectations

– It challenges three key assumptions of change

– Inertia: assumes that organizations reach a point in which there is a gap
between environmental change and organizational adaptation
– The need for a standardized change program
– Unfreezing: as organizations are in a constant state of flux, they require
freezing to analyse change – not unfreezing to begin the process of
change
Sense making
 Conceptual Framework for Sense making Decisions
Sense making •Choices among alternatives
•Values
Decision processes •Anticipated dynamic futures including contingent choices
Judgment
•Alternatives perceived •Choices to wait
Pre-real
Understanding = Deep understanding Planning •Choices to seek info
time
Shared Awareness •of the situation of •Missions •Choices to consult others
knowledge situation •Assets
•cause & effect
•temporal relations •Emotions •Boundaries
Opportunities & Risks Cognitive
•Physiological Factors •Schedules
C Capabilities &
Intentions E •Beliefs •Contingencies Domain
M o n
i
s
n
s Red
v •Perceptions
s& t Blue i
i r r Directives
o Othe o
n a •Requests for support
i r n
n m •Queries Information
t Time & Space e
s n •Reports
t •Efforts to consult
Domain
Information (data in context)

Data (representation) Synchronization

Reality
Sensing or
Actions
Physical
Objects/events Domain
Sense making framework
Sense making framework
Example of Sense making
Sense making processes in the management team of a new center in a hospital.
Sense making framework
According to Weick, sense making consists of seven aspects

1. Grounded in identity construction: a sense maker is needed otherwise there

won’t be any sense making. The sense maker is singular and no individual ever
acts like a single sense maker, each individual has a lot of identities

2. Retrospective: After a certain time the process is reflected. This is always

done afterwards. This aspect, looking afterwards at a process, will depend on
the success of the process.

3. Furthermore, retrospection makes the past clearer than the present or future; it
cannot make the past transparent
Sense making framework
4)Enactive and sensible environments. In organizational life people often
produce part of the environment they face.

Action is crucial for sense making; we can’t command and the environment
will obey.

You are neither a plaything in the environment or independent. Somewhere

between is the meaning.

5. Social: Sense making is a social process; human thinking and social

functioning are essential aspects of another.

What a person does depends on others, so the direct influence is not clear.

To understand sense making is to pay more intention to sufficient cues for

coordination such as generalized other, prototypes, stereotypes, and roles
Sense making framework

6)Ongoing: Sense making never starts or stops, it is an ongoing process.

7. Focused on and by extracted cues: In life people are confronted with a

lot of cues, too much too notice anyway.
A person will only notice a few cues, because of his own filter. Your own
interest and your unconsciousness depend what cues you focus on.
It is also impossible to notice all the cues, as there are too many

8. Driven by plausibility rather than accuracy: People are cognitively lazy,

when they found an answer to the question, people stop searching.
No alternatives are evaluated, while people might not even know the half of
it.
Example of seven elements used in sense making
1. Identity: The recipe is a question about who I am as indicated by discovery of how and
what I think.

2.Retrospect: To learn what I think, I look back over what I said earlier.
3.Enactment: I create the object to be seen and inspected when I say or do
something.
4.Social: What I say and single out and conclude are determined by who
socialized me and how I was socialized, as well as by the audience
 Example of seven elements used in sense
making
5.Ongoing: My talking is spread across time, competes for attention with
other ongoing projects, and it reflected on after it is finished, which means
my interests may already have changed.

6.Extracted cues: The “what” that I single out and embellish as the content
of the thought is only a small portion of the utterance that becomes salient
because of context and personal dispositions.
7.Plausibility: I need to know enough about what I think to get on with my
projects, but no more, which means sufficiency and plausibility, take
precedence over accuracy.
Course Name: Managing Change in Organizations
Faculty Name: KBL Srivastava
Department: Humanities and Social Sciences

Indian Institute of Technology Kharagpur

Topic: Implementation of Change:

Contingency and Process based Approach
Change Management Approach

• Focuses on strategic, intentional and usually large-scale

change.
• Entails following a variety of steps; the exact steps vary
depending upon the model used.
• Belief that achieving organizational change is possible
through a coordinated and planned approach.
Kotter’s Eight-Step Model
Kotter’s eight-step model :
1. Establish the need for urgency
2. Ensure there is a powerful change group to guide the
change
3. Develop a vision
4. Communicate the vision
5. Empower the staff
6. Ensure there are short-term wins
7. Consolidate gains
8. Embed the change in the culture
Other N-Step Models
• Ten commandements (Kanter, Stein and Jick 1992)
• Ten Keys (Pendlebury, Grouard, and Meston 1998)
• 12 Action Steps (Nadler 1998)
• Transformation Trajectory (Taffinfer, 1998)
• Nine-Phase Change Process Model (Anderson & Anderson 2001)
• Step-by-Step Change Model (Kirkpatrick, 2001)
• 12 Step Framework (Mento, Jones and Dirndorfer, 2002)
• RAND’s Six Steps (Light, 2005)
• Integrated Model (Leppitt, 2006)
Ten Commandments for Implementing Change
1.Analyze the organization and its need for change

2.Create vision and common direction

3. Separate from the past

4. Create a sense of urgency

5.Support a strong leader role

Ten Commandments for Implementing Change

6. Line up political sponsorship

7.Craft an implementation plan

8.Develop enabling structures

9.Communicate, involve people, and be honest

10.Reinforce and institutionalize the change

 The Ten Keys to Successful Change Management
Key 1 – defining the vision: establishing the overall objective of change and outlining the way
in which it will be implemented.
Key 2 – Mobilising: creating a dynamic for change among employees, evaluating the issues
raised by the vision and specifying the main directions for improvement as a consequence.
Key 3 – Catalysing: : defining the project structure and how it will work in supporting,
facilitating and accelerating change.
Key 4 – Steering: defining and carrying out the set of actions which will guide the process of
change and keep it on course.
Key 5 – Delivering: implementing the changes by realising the vision in terms of the day-to-
day operation of the business, in other words altering structures, methods, attitudes and
culture in order to produce the anticipated quantitative and qualitative results.
Key 6 - Obtaining participation: ensuring that all employees affected by change participate, in
order both to enhance the vision and to ease its implementation.
Key 7 - Handling the emotional dimension: overcoming resistance and mental blockages, so
that change can be delivered.
Key 8 - Handling the power issues: redirecting power relations to bring them into line with the
vision so that they contribute positively to the process of change.
Key 9 - Training and coaching: providing training in both technical and interpersonal skills, to
help employees maximize their contribution to the process of change and subsequently
incorporate the vision into their everyday life
Key 10: Communicating actively: initiating and coordinating a communication explosion, to
encourage universal participation and involvement and hence promote change
 Nadler,s Approach
•Nadler’s 12 Action Steps:
▪Get support of key power groups
▪Get leaders t model change behavior
▪Use symbols and language
▪Define areas of stability
▪Surface dissatisfaction
▪Promote participation
▪Reward behavior that supports change
▪Disengage from the old
▪Communicate image of future
▪Use multiple leverage points
▪Develop transition mgt arrangements
▪Create feedback
Taffinder’s trajectory (Taffinfer, 1998)
•Taffinder’s prescription for “transformation” has three aspects: leadership, systematic
innovation and conflict escalation.
•Claiming that conflict is inherent in all social life. Avoidance or suppression by can have
undesirable consequences, such as reduced innovation and a “tendency towards
groupthink”.
• His advice is to strive for “an optimal level of conflict” as a deliberate management act.
Nine-Phase Change Process Model (Anderson & Anderson
2001)
It organizes your
process for moving
your organization
from where it is
today to where it
needs to be to
ensure continued
success in your
marketplace.

It provides guidance for

How to change so that
you get your intended
business outcomes
while simultaneously
engaging your people in
positive ways that
bolster your culture,
change readiness, and
capability to succeed.
Step-by-Step Change Model (Kirkpatrick 2001)
Kirkpatrick recommends a organized model for managing
change

•Shaping the requirements and aspiration for a change

•Formulating an uncertain strategy.
•Investigating possible feedbacks.
•Creating an ultimate result.
•Creating a schedule.
•Making a plan for change.
•Executing the change
N-Step Model Issues
• The sequences of steps
• The number of steps
• The timing of steps
• The resourcing of steps
• The involvement in each step
• Managing multiple steps
• Revisiting different steps
• “Are all steps needed for particular changes?”
Contingency Approaches

• Contingency approaches challenge the view that

there is “one best way”
• The style of change will vary, depending upon the
scale of the change and the receptivity to change
of organizational members.
• In the Dunphy-Stace model the style of change
varies from collaborative to coercive
Contingency Approaches
• Contingency approaches remain less common than
change management approaches. Suggested reasons
include:
– Achieving “fit” may be difficult due to differing perceptions of the
conditions in which the fit is sought
– Contingency approaches require greater analysis and decisions
by managers; the prescriptiveness of change management
models may be attractive to managers
– Contingency approaches focus on leadership style rather than a
specific set of actions
– The use of different change styles at different times may raises
questions in the mins of staff as to the credibility of senior
management.
– There is a question about “what” is contingent to managing
change
Processual Approach
Change is a continuous process which unfolds differently depending
upon the time and the context

• It sees the outcome of change as occurring through a complex interplay

of different interest groups, goals, and politics.
• This approach alerts the change manager to the range of influences
which they will confront and the way in which these will lead to only
certain change outcomes being achieved
• This approach is often used to provide a detailed analysis and
understanding of change retrospectively
Diagnosed issue
• The nature of the diagnosed problem or opportunity that
underpins the aim of the change initiative has to be a key
consideration
•Diagnosed issue

•HUMAN •TECHNO- •HUMAN •STRATEGIC

•PROCESS STRUCTURAL •RESOURCE
Level of change target

•TRANS-ORGANIZATION

•ORGANISATION

•Level •INTER-GROUP

•GROUP

•INDIVIDUAL

•Diagnosed issue
Depth of intervention • The extent to which the intervention requires
emotional involvement
•Human •Techno- •Human •strategic
process structural resource

•TRANS-ORGANIZATION

•ORGANISATION

•INTER-GROUP
•Level
•GROUP
•DEEP
•INDIVIDUAL
•Depth
•SHALLOW
•Diagnosed issue
A comprehensive model to help select/design
interventions
• Diagnosed issue
• Level of change target
• Depth
• Change strategy favoured by dominant coalition/CEO
• Culture: national & organizational
• Need for input from employees and other stakeholders
• Time available to implement change
• Evidence re effectiveness of available interventions
• Change agent’s competence to implement interventions
Conclusion:

OD approach to change

Appreciative enquiry

Positive organizational behavior approach and

sense making

Contingency approach

Process Approach
References:
1. Ian Palmer; Richard Dunford; David Buchanan (2009)
Managing Organizational Change: A Multiple
Perspectives Approach: McGraw-Hill: New York
2. John Hays (2002). Theory and Practice of Change
Management. Palgrave Mcmilan: UK.
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