100% satisfaction guarantee Immediately available after payment Both online and in PDF No strings attached
logo-home
Concise summary of Lectures Process Improvement and Change $5.47
Add to cart

Class notes

Concise summary of Lectures Process Improvement and Change

 15 views  1 purchase
  • Course
  • Institution
  • Book

This is a concise summary of the lectures. In addition, the information on the slides is combined to give a better overview.

Preview 3 out of 28  pages

  • March 29, 2023
  • 28
  • 2022/2023
  • Class notes
  • S. boscari
  • All classes
avatar-seller
Lecture 2. Problem, Need for change, Solution and
diagnose of the change context
WHAT to change (interrelated elements):

- Problem
- Need for change
- Solution
- Diagnosis of the change context

Problem
What to change:

- Diagnose the problem or face a challenge and see if there is room for improvement
- Steps:
o Identify intended (or future) output and performance
o Identify actual output and performance
o Identify gaps between intended and actual output and performance (and costs of
this gap)
o Develop solutions, possible directions for solutions, challenges, trade-offs
- What is the main problem? How to frame it
o Sdf
o Sdf
o Sdf
- What are the consequences?
o For whom?
o How does it influence which performance dimensions?
- Why is this happening?
- What are the (main) causes?
o Fishbone diagram
- Risks and opportunities?

Factors to include in your diagnoses (WHAT):

- Develop the understanding for the change and create awareness and legitimacy for it
o Seek out and make sense of external data
o Seek out and make sense of internal data
o Seek out and make sense of the perspectives of other stakeholders
o Seek out and express personal concerns and perspectives

Need for change
Barriers to recognize the need for change (examples):

- Too abstract
- Focus on different goals (short- and longterm)
- Hierarchy vs. autonomy
- Fear of negative impact on job

Other barriers:

, - Existing values and corporate culture
- Past successes reinforce existing practices
- Leadership practices may impede recognition of need for change (they do not see a problem)
- Embedded systems and processes can harden into unquestioned routines and habits
- Existing relationships can become restraints

What is the need for change?

- Who experiences the need for change and in what way and degree?
- Whose perspectives were included?

How to create awareness and legitimacy for a change?

- What kind of data are shared?
- To whom was the message communicated?
- By whom was it communicated?
- How was the message communicated?
- What are data that support the need for change?

Creating awareness:

1. Make the organization aware of the crisis or create a crisis
2. Identify a transformational vision
3. Transformational leadership
4. Identify common/shared goals and achieve them
5. Information and education



Solution
Examples:

- Training, sensegiving, adaptation, pressure
- International (cross-functional) teamwork
- Sequence of lean methods
- Common protocols



Change context
External:

- Define the unit of analysis
- Define it’s external context
- Analyse change conditions of external context
- Broad view: PESTEL
- Narrow view

Internal:

- Scope
o Incremental or radical
o Who defines the problem
o Degree of change required

, o Does the solution raise new problems?
- Capability
o Capabilities on
 Individual level
 Managerial level
 Organizational level
 Knowledge, skills (technical, project management, problem solving,
communication)
- Readiness for change
o Individual readiness
 Cognitive component of change readiness (beliefs and thoughts)
 Affective component of change readiness (positive feelings, emotions)
o Group/organizational readiness
 Develop collective beliefs
 Emotional contagion: individuals compare and tune their emotions
o Readiness for change is closely related to resistance to change (chapter 7)
- Power
o Dimensions of power
 Resource power: access to valued resources in organizations (rewards,
sanctions, charisma, expertise)
 Process power: the control of formal decision-making arenas and agendas
 Meaning power Meaning power: the ability to define the meaning of things
 Stakeholder analysis: motives, power base, alliances, goals, issues of all
crucial stakeholders.
- Capacity
o Time available (time pressure)
o Money: investments, training, meetings
o Information processing
- Preservation
o What does the company wants to maintain protect, keep the same?
o Examples:
 Ways of working
 Cultural aspects
 Employees with particular skills, characteristics, competencies
 Mix of employees
 Maintain the collaboration with specific suppliers, clients, …

The benefits of buying summaries with Stuvia:

Guaranteed quality through customer reviews

Guaranteed quality through customer reviews

Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.

Quick and easy check-out

Quick and easy check-out

You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.

Focus on what matters

Focus on what matters

Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!

Frequently asked questions

What do I get when I buy this document?

You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.

Satisfaction guarantee: how does it work?

Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.

Who am I buying these notes from?

Stuvia is a marketplace, so you are not buying this document from us, but from seller Pimolt. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy these notes for $5.47. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

52355 documents were sold in the last 30 days

Founded in 2010, the go-to place to buy study notes for 14 years now

Start selling
$5.47  1x  sold
  • (0)
Add to cart
Added