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Change management and MAW

Change management and MAW. Professor Peter Barrett University of Salford, UK. Resistance to change (IT) (Hirschheim & Newman, 1988). Lack of felt need. Innate conservatism. Uncertainty. Causes of resistance. Lack of involvement in the change. Poor technical quality. Lack of

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Change management and MAW

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  1. Change management and MAW Professor Peter Barrett University of Salford, UK

  2. Resistance to change (IT)(Hirschheim & Newman, 1988) Lack of felt need Innate conservatism Uncertainty Causes of resistance Lack of involvement in the change Poor technical quality Lack of management support Redistribution of resources Organisational incompatibility

  3. Change as a process

  4. Strategy into Practice(Mintzberg and Waters)

  5. Knowledge / behaviour(Hersey and Blanchard, 1982) High Difficulty involved Knowledge Low Time involved Short Long

  6. Knowledge / behaviour(Hersey and Blanchard, 1982) High Difficulty involved Attitude Knowledge Low Time involved Short Long

  7. Knowledge / behaviour(Hersey and Blanchard, 1982) High Individual behaviour Difficulty involved Attitude Knowledge Low Time involved Short Long

  8. Knowledge / behaviour(Hersey and Blanchard, 1982) High Group behaviour Individual behaviour Difficulty involved Attitude Knowledge Low Time involved Short Long

  9. Asch’s experiment (1955)

  10. Asch’s experiment (1955)

  11. Changement: Lewin’s three stage process Change Unfreeze Re-freeze Now Ideal Presentation Self-maintaining Symbolic actions “Evolution is better than revolution”

  12. High expectations Time saved Reduced motivational swing Realisation of effort and complexity Better than before Reduced motivational swing Doom and gloom Managing Uncertainty Positive Motivation Time Negative

  13. Changement: Lewin’s force-field model Desired state Restraining forces Status quo Driving forces Time

  14. Re-structuring debate – social science style!

  15. “Cultural Change”

  16. Choose some words … • You have 10 votes – give them to the words that best describe your organisation’s goals • Productivity • Growth / resource acquisition • Cohesion • Stability • Efficiency • External support • Morale • Control

  17. Choose some more … • You have 10 votes – give them to the words that best describe your organisation’s management approach • Planning • Adaptability • Training • Information management • Goal-setting • Readiness • Development of human resources • Communication

  18. Human relations model Open systems model Flexibility Internal focus External focus Control Rational goal model Internal process model Competing values modelZammuto, Gifford and Goodman, 2000, drawing on Quinn and Rohrbaugh, 1983 Ends: Cohesion Morale Means: Training Devel of human resources Ends: Growth, resource acquisition External support Means: Adaptability Readiness Ends: Stability Control Means: Information management Communication Ends: Productivity Efficiency Means: Planning Goal-setting

  19. Human relations model Open systems model Flexibility Internal focus External focus Control Rational goal model Internal process model Competing values scores – your aggregate scoresZammuto, Gifford and Goodman, 2000, drawing on Quinn and Rohrbaugh, 1983 Ends: Cohesion Morale Means: Training Devel of human resources Ends: Growth, resource acquisition External support Means: Adaptability Readiness 10 29 3 12 9 12 2 9 Ends: Stability Control Means: Information management Communication Ends: Productivity Efficiency Means: Planning Goal-setting 5 14 16 11 10 22 22 14

  20. Human relations model Open systems model Flexibility All Low Lowest Empowered or neglected? Internal focus External focus Low except … Major Focus Control Rational goal model Internal process model Competing values scores – A UK University (04)Zammuto, Gifford and Goodman, 2000, drawing on Quinn and Rohrbaugh, 1983 Veryhigh Ends: Cohesion Morale Means: Training Devel of human resources Ends: Growth, resource acquisition External support Means: Adaptability Readiness 14 47 13 14 19 9 5 13 Relatively very low Ends: Stability Control Means: Information management Communication Ends: Productivity Efficiency Means: Planning Goal-setting High 19 53 14 35 16 52 54 11

  21. Continuous learning and transformational change Transcendence Value driven cultures Self-expressession Adopting the “evaluative attitude” Security Gratification driven cultures Discrete change State A State B Defense Survival Time Culture change

  22. Practical approaches

  23. Energy investment model + Players Spectators ATTITUDE Cynics Victims _ Low High ENERGY Faced with change what are the feelings, reactions and needs of each type in your organisation?

  24. Contingency LeadershipHersey and Blanchard PEOPLE TASK

  25. Contingency LeadershipHersey and Blanchard PEOPLE Supporting Co-operating Delegating Telling TASK

  26. Contingency LeadershipHersey and Blanchard Supporting Co-operating Delegating Telling High MATURITY LEVEL Low Confidence and competence

  27. Presenting change (Kanter) • Triable • Reversible • Divisible • Concrete • Familiar • Congruent • Sexy

  28. Change Re-f Unfreeze Kotter’s eight stage elaboration • Establishing a sense of urgency • Creating the guiding coalition • Developing a vision and strategy • Communicating the change vision • Empowering broad-based action • Generating short-term wins • Consolidating gains and producing more change • Anchoring new approaches in the culture • Leading Change, J.P.Kotter, Harvard Business School Press, 1996.

  29. Approaches in HE

  30. Challenges for Academic Management • Coping with the pace of internal and external change • Managing individualistic people with an under-developed toolkit • Making the whole greater than the sum of the parts

  31. Possible Response • Managing as a change project • Taking an Organisational Development focus • Expecting the unexpected - turbulence • Build a simple annual improvement cycle to link key activities

  32. Elements of the cycle • Joint academic planning • Creating consensus amongst staff around organisational plans • Joint pre- post appraisal workshops • Disaggregating to individual activities • Individual appraisals • Crafting a fit between individual aspirations / activities and organisational goals • Joint allocation of equitable workloads • Putting time to agreed tasks

  33. A simple improvement cycle Academic plan (October/ December) Workload Allocation (April/ May) Pre- Post-appraisal workshops (Jan/March) Staff Appraisals (Feb/ March) Business plan (January/ March)

  34. HE opportunities • Freedom and responsibility • Exploiting our academic skills and knowledge on ourselves • Substantive progress • Psychological progress • Creating social pressure through transparency • Workload allocations • Student assessments • etc

  35. But avoid ...“too much nuts and bolts, not enough heart and soul”Mark Tulley on the BBC

  36. Nuts and bolts … Finances Info Time Plans People Structure

  37. Heart and soul …? Finances Info Time Plans People Structure

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