1. Process Models for Change (Book 1 – Ch 5)
Pg – Key Steps in Change Process

2. Change managers need to address people issues (motivation, training, support, communication etc.) at all stages of the change process and not just when designing a strategy for implementation.

3. Pg 58 – Change Strategy needs to be regarded as something that is dynamic and evolving and not a grand plan that can be ‘set in stone’ from the start. It is also important to recognise that there is no one recipe or prescription about how change ‘should’ be managed, that can be applied to all situations.

4. Recognising the need for change and starting the change process (Book 1 – Ch 6 – Pg 63)
Need for Change ? Why Change? Who will facilitate Change?
“Fail to recognise the need for change until have little choice but to react quickly to an unanticipated set of circumstances.”

5. The Trap of Success – Nadler and Shaw Model (Fig 6.1 – Pg 64)

6. Change Agent – Insider vs Outsider (Spoke about it in one of the classes). Read pg 66+67
Outsider? How to build trust? May take time!
Where clients feel that they can trust the consultant/change agent and believe that they are ‘on their side’ and are ‘working for them’ they will be more likely to share sensitive information and be receptive to feedback or suggestions about helpful processes and so on. However, where the change agent is seen as untrustworthy, incompetent or ‘not for them’ the clients will be much more likely to react defensively and resist any attempt to influence their thinking. Pg 69 gives nice example!

7. Diagnostic Model (Ch 7) Environmental Fit Models
Strebel's Cycle of Competitive Behaviour (Anticipate Technological/Economic Changes). Fig 7.2 (Pg 79)

8. Internal Alignment Fitness
Pascale and Athos' (1981) 7S model

9. Weisbord's (1978) Six-Box Model

10. Internal & External Fitness
Kotter's integrative model of organisational dynamics (Go through it)
Nadler and Tushman's congruence model (Spoke about it in one class). There is a misprint – Correct it!
Burke & Litwin Model (Spoke about it – Read, please!) Pg

11. Characteristics of a good model (Pg 86)
Are relevant to the particular issues under consideration;
Help change agents recognise cause and effect relationships;
Focus on elements that they can influence.

12. Points to consider when refining your own model (Pg 87)
How do the available models relate to your personal experience? For example, to what extent do the models considered accommodate or ignore elements and causal relationships that your experience has led you to believe are important? It might be unwise to slavishly apply a model that ignores aspects of organisational functioning that your own experience tells you are significant.
Do any of the available models include elements and/or relationships that you have never previously considered but which, on reflection, might help you make better sense of your own experience? Even if you decide not to adopt an alternative model in its entirety, you might decide to incorporate some aspects of it into your own model.

13. Gathering and interpreting information for diagnosis (Ch 8 – Book 1 – Pg 89)
Table Fig 8.2 – Go through carefully – Give example of Burke-Litwin model’s application. (BBC Staff Survey).
Methods of collecting information
Interviews (Time Consuming)
Questionnaires
Projective Methods (Drawings – when difficult to explain in other ways)
Observations
Force field analysis

14. Book 2 – Organizational Change (Ch 3) – Continued from last class
Fig 3.6 – William Bridges Model

15. We make changes & want results right away…
Carnall Change Model (Fig 3.7)
Completed last week! Read Explanation in the book, please!

16. Stacey and Shaw Model - Read pg 132!
Senge Model – Pg 128
Start small.
• Grow steadily.
• Don’t plan the whole thing.
• Expect challenges – it will not go smoothly
Stacey and Shaw Model - Read pg 132!
“This is disturbing stuff & a paradox that sets up anxiety in management” … Explore Why ?

17. Table 3. 3 (Pg 135+136) – Pointers about models we looked at
Table 3.3 (Pg ) – Pointers about models we looked at! Read, please!