Chapter 2

Images of Managing Change

Learning Objectives
Understand the importance of organizational images and mental models Identify different images of managing and of change outcomes Outline six different images of managing change Identify the theoretical underpinnings these six change management images Understand the practical implications of the six images and how to use them

IMAGES OF MANAGING CHANGE (1)

The images we hold of organizations affect our interpretations of:

What

we think is going on What we think needs to happen How we think things should happen

These images, sometimes referred to as metaphors, frames, or perspectives, are held by us often without our being aware either of their existence or of how they affect our thinking, perceptions, and actions.

IMAGES OF MANAGING CHANGE (2)

These images, act as mental models, pointing us in certain directions in order to make sense of things going on around us.
Organizations = Machine We are aware of potential breakdown Our role as Maintaining or Fixing them

Organizations = Political Arena

Seeking out hidden agendas behind decisions Try to identify who wins and who loses Our role as building coalitions, gathering support, stimulating conflict

IMAGES OF MANAGING CHANGE (3)

Organizations = Mini societies Or culture

Searching for the the way things get done around here How to encourage the organizational values that best aligned to the type of work that we do

IMAGES OF MANAGING CHANGE (4)

The images that we hold, both

of managing and of change, influence our ideas of what we think managing change is all about.

IMAGES OF MANAGING MANAGEMENT AS CONTROL

Underlies characterization of management as involving activities such as Planning, Organizing, Commanding, Coordinating, and Controlling. Associated with a top-down, hierarchical view of managing. The organization is treated as if it is a Machine.

MANAGEMENT AS CONTROL
It is up to Managers: To drive the Machine in specific directions To tell people what their roles will be To allocate resources (inputs) so that the Machine can perform efficiently To produce necessary products or services (outputs)

MANAGEMENT AS SHAPING
Managing is being about shaping an organization and what happens in it.

An image associated with a participative style of managing in which people are encouraged to be involved in decisions and to help identify how things can be done better.

MANAGEMENT AS SHAPING
It is an image often associated with a participative style of managing in which people are encouraged

to be involved in decisions and to help identify how things can be done better.

Managing People is therefore about shaping their behavior in ways that encourages them to take actions of most benefit to the organization

MANAGEMENT AS SHAPING
It is through such shaping actions that organizational capabilities are enhanced. In this approach, good management produces strong corporate capabilities that provide the organization with a firm platform from which to both respond to and shape the external changes and challenges it is likely to be.

MANAGEMENT AS SHAPING
Corporate Capabilities:
Its Practices Processes Systems Structures Culture Values Know-how Technologies

IMAGES OF CHANGE OUTCOMES

1. Intended (Planned) Change Outcomes 2. Partially Intended Change Outcomes 3. Unintended Change Outcomes

INTENDED CHANGE OUTCOMES

The dominant assumption is that intended change outcomes can be achieved. Change is treated as the realization of prior intent through the action of change managers.

THREE BROAD STRATEGIES FOR PRODUCING INTENTIONAL CHANGE

Assume that people are rational and follow their own self-interest. Effective change occurs when a change can be demonstrated as desirable and aligned with the interests of the group affected by the change.

THREE BROAD STRATEGIES FOR PRODUCING INTENTIONAL CHANGE

2

Assume that changes occur when people dispense with their old, normative orientations and gain commitment to new ones. Involve changes in people Knowledge, Information, Attitudes and Values.

THREE BROAD STRATEGIES FOR PRODUCING INTENTIONAL CHANGE

3

Rely upon achieving intentional change by those who with greater power gaining compliance in behavior from those with lesser power.

PARTIALLY INTENDED CHANGE OUTCOMES

Change intentions are only partially achievable: Power, processes, interests, and the different skill levels of managers affect their ability to produce intentional change outcomes. Intended outcomes may be adapted along the way. Externally imposed forces and factors may modify what was originally intended.

UNINTENDED CHANGE OUTCOMES

Managers often have difficulty in achieving intentional change outcomes: There are a variety of internal and external forces that either lead to change outcomes that are not intended by Managers (they are forced on to them) or inhibit the ability of Managers to implement the changes that they desire. Internally e.g. departmental or inter-unit politics. Externally e.g. legislation that mandates various requirements if an organization is to continue to function. These forces are typically viewed as being much more powerful than the influence wielded by individual change managers.

SIX IMAGES OF MANAGING CHANGE

Images of Managing
Controlling (activities) Shaping (capabilities)

Intended

DIRECTOR

COACH

Images of Change Outcomes

Partially intended

NAVIGATOR CARETAKER

INTERPRETER NURTURER

Unintended

CHANGE MANAGER AS DIRECTOR

Up to the Change Manager to direct the organization in particular ways in order to produce the required change. For example, if a Change Manager decides that it is important to realign the organization to changes in the environment by introducing a new IT-system throughout the organization. Then it is assumed that this can be done, will work well, the outcome will be a better-performing, better-aligned organization.

Theoretical Underpinning of the Director Image

n-step models or theories of change that assume the image of the Change Manager as Director. An optimistic view that intentional change can be achieved as long as the Change Manager follows the correct step that need to be taken.

Change Manager as Navigator Control still the heart of management action, Change Manager may achieve some intended change outcomes, but others will occur over which they have little control Outcomes are at least partly emergent rather than completely planned
Emergent Outcomes is as a result from variety of

influences, competing interest, and processes

CHANGE MANAGER AS NAVIGATOR

A Change Manager may wish to restructure his business unit by putting cross-functions teams in place in order to assist product development across the different business functions. While a Change Manager may be able to formally establish teams (an intentional outcomes), his ability to get them to work effectively may be minimal because: A History of Distrust Hoarding of Information Boundary Protection by Functional Units

Theoretical Underpinning the Navigator Image

The Contextualist or Processual theories of Change. Based on assumption that Change unfolds differently over time and according to the context in which the organization finds itself.(similar to contingency) Change courses may need to be plotted, and then replotted as new information comes to light and variations are made.

Theoretical Underpinning the Navigator Image

Change is a process that unfolds through the interplay of multiple variables:

Context Political Processes Consultation within an organization.

NAVIGATOR = Change courses need to be plotted and replotted as new information comes to light and variations are made.

CHANGE MANAGER AS CARETAKER

The image of management is still one of control, although the ability to exercise control is severely constrained by a variety of forces, both internally and externally driven, that propel change relatively independent of managers intentions.

CHANGE MANAGER AS CARETAKER

Change Managers may give their best intentions to implement activities to encourage entrepreneurial and innovative behavior. They may feel this is a continually failing exercise as the:

Organization grows, becomes more bureaucratic and enacts strategic planning cycles, rules, regulations, and centralized practices.

Theoretical Underpinning the Image of Caretaker (Organizational Theory) Stages from Birth to Growth, Maturity, and then Decline or Death These stages are part of the natural, developmental cycle of organizations There is little Change Managers can do to stop this natural development At best Change Managers are Caretaker of the organization as it passes through the various stages Limited roles, helping to smooth the various transitions rather than controlling

Theoretical Underpinning the Image of Caretaker (Organizational Theory)

Population ecologists focus on how the environment selects organizations for survival and extinction: 1. Organizational variation can occur as the result of random chance 2. Organizational selection can occur when an environment selects organizations that are best fit to its condition 3. Organizational retention consists of forces that retain various organizational forms (counterinfluence to forces of variation & selection)

Theoretical Underpinning the Image of Caretaker (Organizational Theory)

Change Managers take similar actions across whole population of organizations The similarity of actions they take occurs through pressures associated with the interconnectedness of organizations within an industry or environment
Three Pressures : Coercive (Government-mandated Change) Mimetic Normative

CHANGE MANAGER AS COACH In the Coach image, the assumption is that Change Managers are able to intentionally shape the organizations capabilities in particular ways. The Coach relies upon building in the right set of Values, Skills, and Drills that are deemed to be the best ones.

Theoretical Underpinning the Image of Coach The traditional Organization Development theory reinforces the Change Manager as Coach image Implementation of Change that stresses the importance of humanism, democracy, and individual development to organizational life The traditional OD act as a Coach by helping to structure activities to help the organization members solve their own problems and learn to do that better

CHANGE MANAGER AS INTERPRETER

The interpreter places the Change Managers in the position of creating meaning for other organizational members, helping them to make sense of various organizational events and actions.

CHANGE MANAGER AS INTERPRETER

May exist competing meanings about the change: Change Managers may endeavor to portray it as a way of strengthening the organization and so enable better protection of jobs of those who remain, Other organizational members may tell different stories, interpreting it as inevitable, given the changed environment of the organization; Alternatively, they may present the fact of downsizing as evidence of managements incompetence, or as an underhanded way of getting rid of some politically troublesome individuals or even departments but in the name of making organization more efficient.

Theoretical Underpinning the Image of Interpreter

Present in Karl Weicks Sense-making theory of Organizational Change A central focus is needed on the structuring processes and flows through which organizational work occurs Organizations in an on-going state of accomplishment and re-accomplishment with organizational routines constantly undergoing adjustments to better fit changing circumstances

Four Sense-Making Drivers of Organizational Change

Through Animation whereby people remain in motion e.g. with job descriptions By Direction including being able to implement in novel ways direct strategies By Paying Attention and Updating Updating Knowledge of the environment and rewriting organizational requirements Through Respectful, Candid Interaction people are encouraged to speak out, particularly when things are not working well

CHANGE MANAGER AS NURTURER

The nurturing image to managing change assumes that even small changes may have a large impact on organizations and managers are not able to control the outcome of these changes. Like a parents relationship with a child, future outcomes are nurtured or shaped, but the ability to produced intended outcomes at the end of the day is severely limited because of the impact of much wider, sometime chaotic forces and influences.

Theoretical Underpinning of Image Nurturer Chaos Theory

Assumes that organizational change is nonlinear, fundamental, and does not necessarily entail growth. Companies continuously regenerate themselves through adaptive learning and interactive structural change. These efforts periodically result in the spontaneous emergence of a whole new dynamic order, through a process called selforganization.

Chaos Theory and Change Management Roles

Change Management Actions Managing Transitions Core Elements Destabilize people Get them involved in decision making and problem solving Provide people with the ability to absorb change Create a state of tension Seek disconfirmation of organizational beliefs Act as a devils advocate Seek to nurture creativity needed to cope with the chaotic environment in which organizations operate Provide balance between a need for order and a need for change Facilitate ways in which continuous learning is available to everyone in the organization Chapter 2 40

Building resilience Destabilizing the system

Managing order and disorder, the present and the future Creating and maintaining a learning organization

Using the Six-Images Framework

Surfacing Our Assumptions about Change
Being aware of these images enables change managers to assess the assumptions that are being made by others with whom they are working with. Resulting from this assessment may be actions to reorient the images others have of the particular change in which they are involved.

Assessing Dominant Images of Change Using Multiple Images and Perspectives of Change Chapter 2 41

H-P: Leadership Over the Years

David Packard and Bill Hewlett (1938-1978)

Started the company. Created an informal, egalitarian culture where brilliant engineers could shine.
Oversaw HPs rise into a major computer company. Efforts to exert control led to bureaucracy that got HP badly bogged down. Operations expert and devoted practitioner of the HP Way Unable to prepare HP for the next big wave: the Internet

John Young (1978-1992)

Lew Platt (1992-1999)

Source: http://www.businessweek.com/1999/99_31/b3640001.htm

Leadership Example: Carly Fiorina at HP

Hired in 1999; known for brand-building and leadership skills at Lucent Read article

What was her leadership style at HP? Why did it not work at HP? Would Fiorinas leadership style work at a different kind of company?

Contrast with Mark Hurd, current CEO