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Models of Change John Pritchard Higher Education Academy.

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Presentation on theme: "Models of Change John Pritchard Higher Education Academy."— Presentation transcript:

1 Models of Change John Pritchard Higher Education Academy

2 Models of Change Levels and Forms of Change Managing Change: Outcomes and Assumptions Directing and Shaping Change: Six Models (Palmer and Dunford 2008) Team Discussion Reflections

3 Levels and Forms of Change ALPHA LEVEL CHANGE Gradual, incremental, planned approach to change that cumulate over a period of time which focuses on changes to particular arenas within the university BETA LEVEL CHANGE Gradual, incremental emergent approach to change that develops over a period of time to cumulative and comprehensive change in the university GAMMA LEVEL CHANGE Revolutionary, transformational and comprehensive planned attempt to create change across the whole university. Paradigm shift. From Golembiewski/McAuley

4 Managing Change A simple enough term? Defining Outcomes: Intended and emergent Managing process: Controlling and shaping Palmer and Dunford (2008) Organizational Change and the Importance of Embedded Assumptions

5 Outcomes and assumptions Assumptions about change outcomes Assumptions about managing ControllingShaping Intended Partially intended Unintended Directing Navigating Caretaking Coaching Interpreting Nurturing

6 Directing

7 Vision: essential and early Communication: unambiguous, specific actions Resistance: can and must be overcome


9 Navigating Vision: blurring through competing stakeholders Communication: as a form of negotiation Resistance: focusing on those with greatest influence

10 Caretaking Change is inevitable...

11 Caretaking Vision: determined by inexorable forces Communication: focused on explaining inevitability and coping strategies Resistance: will decline naturally


13 Shaping Change Coaching Interpreting Nurturing


15 Coaching Vision: emerges through focused facilitation skills of leaders Communication: centred on emotional commitment to shared values Resistance: overcome through developing personal confidence and capability

16 Interpreting

17 Vision: articulating inner organisational voice, surfacing values and identity Communication: sensemaking: narrative, storytelling and metaphors Resistance: negative change scripts

18 Interpreting opportunities for creative realisation


20 Nurturing

21 Visions: are always temporary and being rewritten due to force of external change Communication: responsive and therapeutic Resistance: no significant effect


23 Models of Change Factors affecting choice of model: – Type of change – Institutional ethos – Phase of change – Simultaneous multiple changes – Preferences and skills of change manager

24 Models of Change Any approach to managing change will do... As long as it: – Animates people and gets them moving and experimenting – Provides a direction – Encourages closer attention to what is happening – Facilitates respectful interaction Karl Weick

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