1. Chapter 4 What Changes in Organizations McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Scale of Change First-order change: –Incremental –Maintains and develops the organization –E.g. continuous and smaller changes to the structure of an organisation Second-order change: –Transformational –Fundamentally changes the way an organization functions –E.g. downsizing Scale of Change: -1 st order -2 nd order Between 1 st & 2 nd Order Change Implications for Change Managers Types of Change: -Downsizing -Technological -Mergers -Key Change Challenges 4-2

3. Between 1 st & 2 nd Order Change Mid-range changes –Overcomes inertia but is not revolutionary –Avoids the alarming implications of large scale change Punctuated equilibrium –Long periods of stability followed by short bursts of change and instability Robust transformation –Considers environmental conditions as being temporary and requiring robust responses including the enactment of new capabilities. Scale of Change: -1 st order -2 nd order Between 1 st & 2 nd Order Change Implications for Change Managers Types of Change: -Downsizing -Technological -Mergers -Key Change Challenges 4-3

4. Implications for Change Managers Implication for Change Manager Image of Managing Change Care needs to be taken in assuming that types of organizational changes can be neatly categorized as small, adaptive, and incremental compared to those that are large and transformational. Interpreter: The change manager as interpreter image reminds us that whether a change is adaptive, reactive, or transforming will depend upon the perspective of the person doing the considering Multiple types of changes simultaneously should also be considered. In addition, some changes require other changes nested under them in order for another change to proceed. Navigator: when implementing multiple changes, there is likely to be contact with different groups that will require negotiation and navigation through a range of issues—not all of which they will be able to control. From chaos theory we know that small changes, at an individual level, may have larger, unanticipated consequences throughout the organization Nurturer: Change managers can nurture and shape people’s perceptions and reactions to change but not control them. There are a number of inertial forces that act as a drag on individuals and organizations in adopting adaptive, first-order change. Coach: the managers of change are likely to assume that, as long as people have been well “coached” in a variety of organizational skills, then, when organizational “problems” are triggered, they will take the initiative and make appropriate adaptive changes to alter organizational practices and routines. Change managers need to remember what might appear at first sight to be a paradox, that often change is needed in order to remain stable. Director: Change managers who adopt a directing image of change also need to remember that they will need to provide directions about stability: telling people what will not be changing, or what will remain the same. Scale of Change: -1 st order -2 nd order Between 1 st & 2 nd Order Change Implications for Change Managers Types of Change: -Downsizing -Technological -Mergers -Key Change Challenges 4-4

5. Implications for Change Managers Implication for Change Manager Image of Managing Change Change may mean adding on to, and integrating, rather than removing and replacing current practices. What this reminds the managers of change is that they need to assess how carrying out a change will impact upon current practices There is often an implicit assumption that incremental, adaptive changes are less risky than large, second-order transformational changes. For the manager of change, this requires both assessing the scale of change (incremental/radical) from the perspective of the affected parties as well as assessing the risk involved (of changing rather than staying the same) and the different ways in which risk can be ameliorated. Scale of Change: -1 st order -2 nd order Between 1 st & 2 nd Order Change Implications for Change Managers Types of Change: -Downsizing -Technological -Mergers -Key Change Challenges 4-5

6. Types of Change DOWNSIZING Approaches to downsizing: –Retrenchment –Downscaling –Downscoping Does not necessarily lead to increased productivity Can be an excessively costly exercise Scale of Change: -1 st order -2 nd order Between 1 st & 2 nd Order Change Implications for Change Managers Types of Change: -Downsizing -Technological -Mergers -Key Change Challenges 4-6

7. Types of Change TECHNOLOGICAL CHANGE There are a variety of new technologies being used, for example: –Customer relationship management (CRM) systems –Enterprise resource planning (ERP) –Wireless technology –Business process reengineering (BPR) –Six Sigma Scale of Change: -1 st order -2 nd order Between 1 st & 2 nd Order Change Implications for Change Managers Types of Change: -Downsizing -Technological -Mergers -Key Change Challenges 4-7

8. Types of Change MERGERS AND ACQUISITIONS Enable organizational growth at an accelerated rate Types of mergers and acquisitions: –Excessive capacity –Neighboring market expansion –New product or market investment –Research and development –Leveraging to create industries Scale of Change: -1 st order -2 nd order Between 1 st & 2 nd Order Change Implications for Change Managers Types of Change: -Downsizing -Technological -Mergers -Key Change Challenges 4-8

9. Key Change Challenges DownsizingNew TechnologiesMergers & Acquisitions Employee retention.Goal synthesis.Cost savings. Avoiding “hard landings”. Choice of technologyCultural adjustment. Minimizing political behavior and loss of teamwork. Identifying political barriers. Balancing change and continuity. Survivor syndromeThe IT team.Due diligence. Communication Employee retention Due diligenceTime frame.Contingency planning. Cultural adjustment.Contingency planningPower structure. Choice of restructuring technique Communication This table outlines the key change challenges for the three types of change. These issues need to be addressed when managing change Scale of Change: -1 st order -2 nd order Between 1 st & 2 nd Order Change Implications for Change Managers Types of Change: -Downsizing -Technological -Mergers -Key Change Challenges 4-9