Diederik Zunneberg Diederik Zunneberg

Change management process models | Kotter, Jick, Garvin, Mento et al

Change management process models: John Kotter (1995) Strategic model for transforming organisations (Kotter’s 8 step model), Todd Jick (1991) 10 steps for implementing change, David Garvin (2000) GE’s Change Acceleration Process (CAP / GE’s Change model, Anthony Mento, Raymond Jones, Walter Dirndorfer (2002) 12 step model to implement change | Click on image to enlarge

John Kotter (1995) Strategic model for transforming organisations
1. Establish sense of urgency
2. Form a powerful guiding coalition
3. Create a vision
4. Communicate the vision
5. Empower others to act on vision
6. Plan for and create short-term wins
7. Consolidate improvements, producing more change
8. Institutionalise new approaches

Todd Jick (1991) 10 steps for implementing change
1. Analyse the organisation and its need for change
2. Create a shared vision and common direction
3. Separate from the past
4. Create a sense of urgency
5. Support a strong leader role
6. Line up political sponsorship
7. Craft an implementation plan
8. Develop enabling structures
9. Communicate, involve people, be honest
10. Reinforce and institutionalise the change

David Garvin (2000) GE’s Change Acceleration Process (CAP / GE’s Change model
1. Leader behaviour
2. Creating a shared need
3. Shaping a vision
4. Mobilising commitment
5. Making change last
6. Monitoring progress
7. Change systems and structure

Anthony Mento, Raymond Jones, Walter Dirndorfer (2002) 12 step model to implement change
1. Identify the idea and its context
2. Define the change initiative
3. Evaluate the climate for change
4. Develop a change plan
5. Find and cultivate a sponsor
6. Prepare your target audience
7. Create the cultural fit – making change last
8. Develop and choose a change leader team
9. Create small wins for motivation
10. Constantly and strategically communicate the change
11. Measure the progress of the change effort
12. Integrate lessons learned

Read More
Diederik Zunneberg Diederik Zunneberg

Using the Nadler Tushman Congruence Model

Using the Nadler Tushman Congruence model: Basic Problem Analysis Steps - 240911

Basic problem analysis steps using the Nadler Tushman Congruence Model for Diagnosing Organisational Behaviour:

  1. Identify symptoms

  2. Specify inputs

  3. Identify outputs

  4. Identify problems

  5. Describe components of the organisation

  6. Assess congruence

  7. Generate and identify causes

  8. Identify action steps

 

 

Explanation:

  1. Identify symptoms: List data indicating possible existence of problems.

  2. Specify inputs: Identify the system. Determine nature of environment, resources, and history. Identify critical aspects of strategy.

  3. Identify outputs: Identify data that define the nature of outputs at various levels (individual, group/unit, organisational). This should include desired outputs (from strategy), and actual outputs being obtained.

  4. Identify problems: Identify areas where there are significant and meaningful differences between desired and actual outputs. To the extent possible, identify penalties; that is, specific costs (actual and opportunity costs) associated with each problem.

  5. Describe components of the organisation: Describe basic nature of each of the four components with emphasis on their critical features.

  6. Assess congruence: Conduct analysis to determine relative congruence among components (draw on submodels as needed)

  7. Generate and identify causes: Analyse to associate fit with specific problems.

  8. Identify action steps: Indicate the possible actions to deal with problem causes.

References

  • Nadler, D. A., & Tushman, M. L. (1980). A model for diagnosing organizational behavior. Organizational Dynamics, 9(2), 35–51.

  • Nadler, D. A., & Tushman, M. L. (1989). Organizational frame bending: Principles for managing reorientation. Academy of Management Perspectives, 3(3), 194–204.

  • Burke, W. W. (1992). Organization development: A process of learning and changing (2nd ed.). Addison-Wesley. 

Based on: A Model for Diagnosing Organisational Behaviour, Nadler, Tushman | Stormbal Consulting | Classic Models Review | Diederik Zunneberg | #160005 c02 - 240911

 

Read More
Diederik Zunneberg Diederik Zunneberg

Change model Kurt Lewin

Change model, Kurt Lewin | Unfreezing, moving, freezing | Performance level - time | Frontiers in Group Dynamics, Concept, Method and Reality in Social Science; Social Equilibria and Social Change, Kurt Lewin, 1947 | Adapted | click on image to enlarge

Read More
Diederik Zunneberg Diederik Zunneberg

Six steps to effective change Michael Beer

Six Steps to Effective Change – Why Change Programs Don’t Produce Change – Michael Beer et al, 1990

In the article "Why Change Programs Don't Produce Change" by Michael Beer, he outlines six steps to effective change. These steps are:

  1. Mobilize commitment to change through joint diagnosis of business problems: This involves bringing together a group of people to diagnose the problems that need to be addressed and to create a shared understanding of the need for change.

  2. Develop a shared vision of how to organize and manage for competitiveness: This step involves creating a shared vision of what the organization needs to look like in order to be successful in the future.

  3. Foster consensus for the new vision, competence to enact it, and cohesion to move it along: This step involves building consensus around the new vision, ensuring that people have the skills and knowledge to implement it, and creating a sense of cohesion and teamwork to move the change process forward.

  4. Spread revitalization to all departments without pushing it from the top: This step involves creating a sense of ownership and involvement in the change process throughout the organization, rather than simply imposing change from the top down.

  5. Institutionalize revitalization through formal policies, systems, and structures: This step involves embedding the changes into the organization's formal policies, systems, and structures, so that they become part of the way the organization operates.

  6. Monitor and adjust strategies in response to problems in the revitalized organization: This step involves monitoring the change process and making adjustments as needed to ensure that the organization continues to move in the right direction.

By following these six steps, organizations can avoid the shortcomings of programmatic change and achieve effective change that leads to long-term success

Why Change Programs Don’t Produce Change, Russell Eisenstat, Bert Spector and Michael Beer, HBR, November - December 1990

Read More