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Change Management. Lecture 5 Diagnosis for change. Diagnostic tools. The image of the change manager impacts the types of tools that may be used.
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Change Management Lecture 5 Diagnosis for change
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.
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)
Six-box organizational model 7-S framework Star model Congruence model Burke-Litwin model Four frame model Diagnosis by image PESTEL framework Scenario analysis Gap analysis Elements of strategy Strategic inventory Newsflash exercise Cultural web Stakeholder analysis Forcefield analysis Diagnostic models As a group, allocate each model to one (or more) images of change. Which models were hard to understand?
Questions (in pairs) • Have you improved your knowledge of available diagnostic tools and models by reading this chapter? • Do you feel that you could apply them when necessary? • If you were to select two or three favourite tools/models, which would they be and why? • To what extent do your images of change influence which diagnostic tools you are most comfortable using or see as most relevant? • What tools are missing that you would like to see?
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)