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The document contains the notes of all 11 lectures, the summaries of all literature that was mandatory for the course, a complete summary of the book '...
Summary of the Book: Changing Organizational Culture: Cultural Change Work in
Progress by Mats Alvesson and Steve Sveningsson……………………………………………47
Possible Exam Questions & Answers…………………………………………………………….63
, 1
Lecture 1 Notes: Introduction
Demanding transitions: Sustainability, Energy transition, circular economy, Food
production chain
Transitions Require: A (multilevel) perspective on change, multidisciplinary teams
Lecture 2 Notes: Planned vs. Process Approach
What is substantive change?
- Change ideas and values (cultural level)
- Let people behave differently (structural level)
- Physical embodiments of change
- Interplay needed between levels of meaning, behaviour, material and structural
arrangements
- Cultural behaviour follows structural change?
N-Step models as grand technogractic planned change program
- Evaluation the situation and determining the change goals
- Analyzing the existing culture and sketching the desired culture
- Analyzing the gap
- Designing a plan for changing the culture
- Implementing the plan
- Evaluating the changes and efforts
Critique of these Programs
- Top down organized (little attention to those who are being changed)
- Managerial Perspective ()
- Instrumental: implementation of toolkit
- Many change models imply simplistic view of organizations
- Illusion of full control of the change process
- Change process is difficult to control
- Success depends on support of middle-level and lower-level workers
- Openness and receptiveness to new ideas, values and meanings are needed (things
can be surprising)
- Integrative perspective on organization culture is dominant conceptualization
- Little insight into the actual organizing of change
Planning Approach
- Background in Human Relations
- Open Systems School I Change Projects
Lewin Model (1951) - Punctuated equilibrium Model
Stage 1: Unfreezing - Creating Innovation to change
- Dis-conformation to old situation/behaviour
, 2
- Creation of change perspective
Stage 2: Transforming - Running the change process
- Restructuring organizational models, tasks creating new business process redesigns
(BPR)
- Supporting Cultural change by cognitive restructuring programs and communication
of new corporate values
Stage 3: Refreezing - Stabilizing the new Situation
- Integrating new behaviour in business systems
- Communicating new situation to relevant stakeholders
He pointed to integrated components necessary in understanding all the elements of a
change process
- Intentifying countervailing forces as part of force field analysis
- Understanding the characteristics necessary to influence movement
- Understanding resistance as a n element of habits within groups
- Role of group decision-making as underpinned by personal and group motivations
- Usefulness of Action research
Rosenbaum et al. (2018)
- Pointed out that Lewin’s model is viewed to simplistically
- Identify the development of planned organizational change models over time
- Ongoing centrality of lewin’s model in planned organizational change
- Lewin’s model must be understood as a developmental process
- The model challenges the interplay between organizational inputs, processes, and
outputs with the vagaries of human behaviour, a core variable in the success of
organizational change
- They identified 13 commonly used POCMs and connections with Lewin’s framework
were made
- Lewin’s approach recognizes the interrelationship between situational content,
organizational context, and change process, the varying responses needed for
different stages of an ongoing change program
- Change as a Project
- Change as an interpretive Process
- Change as a Response to Resistance
Process Approach
- Reaction to the planned n-step models
- Change is an open, continuous and unpredictable process
- Unforseen changes, resistances, consequences and results
- Central dimension involve the experiences, feelings and sense-making of those in
the change process
Tsoukas and Chia (2002) - Organizational Becoming
Change is the normal organizational life, criticizing:
, 3
- Understanding of the micro-processes of change at work
- How is change accomplished
- Change programs do not produce change
Change is grounded in the ongoing practices of organizational actors
Organizational Becoming
- Organizations must be understood as an emergent property of change
- Organizational Becoming: Change is the reweaving of actors’ webs of belief, values
and habits of action because of new experiences obtained through interactions
- Paradox: stage model of change conceive change as a series of immobility; it makes
sense of change by denying change
- This is done using the organizational becoming concept
Performative Account
- Intuition, knowledge from within and direct acquaintance make up change
- Actual emergence and accomplishment of change
- Concepts are radicatlly structured Metaphor of jazz improvisation (Weick, Orr,
Geiger)
Diffusion Model (not a very good model)
- I have a change plan and that change plan will do something with an inner force
- Change ‘move’ through the organization (trickle down idea) starts at the top and
moves down to the workfloor
- Subordinates are passive receivers of their roles and identities
- People are expected to be intermediaries, black boxes
- Example: Boskalis first CO2 Zero emission Asphalt plant
Translation Model (better than Diffusion Model)
- Middle manager receives toolbox and makes sense of it, people arent passively
receiving change but actively make sense of it
- Movements of ideas and objects
- Objects will move according how people actively align with and make sense of it
- People do something active with the ideas instead of passive transmission
- Example
Literature Notes Week 1
Planned Change Rosenbaum, More, and Steane (2018). Planned organisational change
management: Forward to the past?
Abstract
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