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Change Management

Change Management

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Change Management

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  1. Change Management Lecture 5 Diagnosis for change

  2. Diagnostic tools • The image of the change manager impacts the types of tools that may be used. • The different images highlight the range of reasons why tools like these may be utilized – they illustrate the numerous ways change can be interpreted.

  3. Advantages of using diagnostic tools1 • Simplifies a complex situation. • Identifies priorities for attention. • Highlights interconnectedness of various organizational properties (e.g., strategy and structure). • Provides a common “language” with which to discuss organizational characteristics. • Provides a guide to the sequence of actions to take in a change situation. 1 Source: Burke (2002)

  4. Grouping • Modeling Organizations • Six box, 7-S, Star model, congruence • Burke-Litwin, Four-frame, Diagnosis by image • Component Analysis • PESTEL, Scenario Analysis, Gap Analysis, Elements of Strategy, Strategic Inventory • Newsflash, cultural web, structural dilemmas, boundaryless orgs • Diagnosing Readiness • Readiness survey, support for change, reconfigurability • Stakeholder analysis, force-field analysis

  5. Model Selection • Questions • Which change styles tend to use each of your models? • What are the strengths of each model in your grouping (vis-à-vis each other and the overall purpose)? What are the limitations? • When could you see yourself using a particular model? • What change situations? When With whom? • Which model would you be most likely to use? Least likely to use? Why? • Give an example of how your favourite model could improve change effectiveness.

  6. Boeing Case Study (in groups) • Select one or more diagnostic models that you believe provide a framework that succinctly identifies the key factors at the center of the Boeing decision • Explain your choice of models • Explain the Boeing situation in the terms of your selected model(s)