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Summary articles Intervention & Project Management course - BA LCM 19/20

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  • Course
  • Intervention & Project Management (E_BA_IPM)
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  • Vrije Universiteit Amsterdam (VU)

Summary of all the articles of the course Intervention & Project Management of the MSc BA: Leadership & Change Management. Course year: 2019/2020

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Document information

  • September 8, 2020
  • 45
  • 2019/2020
  • Summary

Subjects

  • ipm
  • lcm
  • intervention project management
  • ba
  • vu

Written for

  • Vrije Universiteit Amsterdam (VU)
  • MSc BA: Leadership & Change Management
  • Intervention & Project Management (E_BA_IPM)
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Summary Intervention and project management
Table of content

Theme A – Step-by-step model in change management ........................................................................................................ 2
Engage! Travel guide for change adventurers – Olffen, Maas & Visser (2019) ......................................................................... 2
Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management – Cummings, Bridgman &
Brown (2016) ............................................................................................................................................................................. 4
Succesful organizational change: integrating the management practice and scholarly literatures – Stouten, Rousseau &
Cremer (2018) ............................................................................................................................................................................ 6

Theme B – Management fashions ......................................................................................................................................... 8
Management Fashion – Abrahamson (1996) ............................................................................................................................ 8
Customization or Conformity? An institutional and Network Perspective on the Content and Consequences of TQM
Adoption- Westphal, Gulati & Shortell (1997) ......................................................................................................................... 10
Identities in Translation: Management concepts as Means and Outcomes of Identity Work- Van Grinsven, Sturdy &
Heusinkveld (2019) .................................................................................................................................................................. 12

Theme C – Change Capacity .................................................................................................................................................14
Organizational Path Dependence – Opening the black box- Sydow, Schreyogg & Koch (2009) .............................................. 14
Institutional Complexity and Organizational Change: An Open Polity Perspective Waeger & Weber (2018) ......................... 15
Absorptive capacity: a review reconceptualization and extension – Zahra & George (2002).................................................. 16

Theme D – Leadership .........................................................................................................................................................19
An investigation of champion-driven leadership processes – Taylor et al. (2011) ................................................................... 19
Organizational change and managerial sensemaking: Working through paradox. - Lüscher & Lewis (2008). ....................... 20
What type of leadership behaviors are functional in teams? – Burke et al. (2006) ................................................................. 23

Theme E - the (organizational) change process ....................................................................................................................25
Sensemaking and Sensegiving in Strategic Change Initiation – Goia and Chittipeddi (1991) .................................................. 25
Resistance to change: the rest of the story – Ford, Ford & D’Amelio (2008) ........................................................................... 27
A quantum approach to time and organizational change – Lord, Dinh & Hoffman (2015) ..................................................... 28

Theme F - The (individual) change process ...........................................................................................................................30
Perceptions of organizational change: a stress and coping perspective – Rafferty & Griffin (2006) ....................................... 30
Letting go and moving on: work-related identity loss and recovery – Conroy & O’Leary-Kelly (2014) .................................... 32
The influence of social interaction on the dynamics of employees’ psychological contracting in digitally transforming
organizations – Schaft, Lub, van der Heijer & Solinger (2019) ................................................................................................. 34

Theme G – Project Management .........................................................................................................................................35
In search of project classification: a non-universal approach to project success factors – Dvir, Lipovesky, Shenhar & Tishler
(1998)....................................................................................................................................................................................... 35
Complexity, uncertainty and mental models: from a paradigm of regulation to a paradigm of emergence in project
management – Daniel & Daniel (2018) ................................................................................................................................... 37
Understanding team adaptation: a conceptual analysis and model – Burke et al. (2006) ...................................................... 39

Theme H – Projectification ..................................................................................................................................................40
The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations –
Brown & Eisenhardt (1997) ...................................................................................................................................................... 40
From projectification to programmification – Maylor, Brady, Cooke-Davies & Hodgson (2006) ............................................ 42
The project-based organization: an ideal form for managing complex products and systems? – Hobday (2000) .................. 43



1

,Theme A – Step-by-step model in change management

Engage! Travel guide for change adventurers – Olffen, Maas & Visser (2019)
The Process Model
Step 1: Building a Vision for change:
• This first step summarizes what is written down in the
change canvas.
• To build a vision the authors suggest getting internal and
external parties involved to identify trends and
formulate ambitions.
• Afterwards a group of formal and informal leaders
should be consulted to find a new story for the
organization (Story board), identify the main switches
(Switch board) and create necessary specific actions
(Action board)

Step 2: Understanding the Vision and Getting People on Board:
• The vision is the keystone and needs to be known and
understood by everyone in the organization.
• “Getting people on board”: The vision does not only
need to be understood but people also need to be
committed to contributing to make it happen. People who believe in the change are then
motivated to spread it further in the organization

Step 3: Doing and Learning:
• Change is about the ambition to learn to do something differently together
• Focus on the Change Canvas: In which direction is the change supposed to go?
• Start with yourself and go from there
• Make small steps

Step 4: Embedding and Anchoring
• Second track with focus on formal processes, procedures and working methods
• This can be done parallelly to step 3.

Step 5: Retaining and Improving
• Take time to reflect: What have we learned? What can be improved?
• Celebrate every small success to make change visible
• Take these reflection breaks every 6 weeks

Top-down vs. Bottom-Up:
In this model a top-down and bottom-up approach are combined. The authors explicitly say that it is
about the balance between these approaches. While shaping a vision, getting people on board and
mobilizing them are Top-Down steps, committing to what everyone wants/needs to do and how to
learn together are Bottom-Up steps.
Teleological vs. dialectical approach:
This model takes into account the internal perspective and the external forces, and the consultation of
informal and formal leaders, therefore it is a dialectical approach. But is also contains a teleological
approach, because with this model you can make specific objectives. It is determined, adaptive and
structures its actions aimed at an end, and monitoring the way. But it needs feedback during the
process for a constant reformulation of those objectives.
Turning Change into a movement: Many changes do not arise from a plan but from a movement.
Throughout history, movements often turn out to be effective to kickstart deep change. Communication is
the key to make people part of a movement. Strike a balance between the need for change and the vision
of a better future through change. People are not forced to join but are rather invited and convinced to
become part of the movement
The Story Board:
Our Inspiration:
• Why are we changing?
2

, • What do we want to achieve?

Crying need:
which external or internal factors make it necessary that we change now?
Change narratives:
• Strength – Bright spots: Where do we already see good examples for the change? (e.g. Which
coworkers have already successfully implemented the change and are benefiting from it
• Core qualities; what are we good at?
• Obstacles: Which problems might occur during the change process?
• Springboard stories: Stories from outside the organization that show the positive influence of
change

Switch Board:
Mission and core value:
• Look at the old mission and core values: how do they need to be adapted considering the new
vision on the Story Board?

Business model and value proposition:
• How do we currently work?
• Do not destroy unique strengths of the current organization!

Specific behavioral switches
• What visible different behavior is necessary to realize the new future, dream and mission?
• List of all behaviors to end, reduce, increase and start
• New behaviors need to be very specific and not vague, so they can be followed easily

Symbol cloud:
• Reflection of the previous switches?
• Comparison of the old and the new: What images pop up?
• Adapting the old symbol to reflect the coming change

First proof:
• New meeting culture, employee behavior etc.

Action Board:
Helping Each Other Learn: Change is a collective learning process. Learn by trial and error. Feedback is
important. Making mistakes is compulsory. Space for experiments
Reinforce connections between people:
• Between management and employees: Effective two-way communication will boost change.
Management needs to be clear on its intentions, the backgrounds to its decisions and important
developments. Employees need to be clear in expressing their questions, concerns and suggestions.
Regular interactive meetings. Management by wandering around (MBWA)
• Interaction between employees: Sharing feelings, talking to each other èassigning meaning to the
new development
• Between the organization and external stakeholders: Regular in-depth contact with the outside
world will keep the organization up to date. Meeting up with partners will bolster relationships and
identify and eliminate blind spots

Build support structures in the organization:
• Leaning infrastructure: transit network that enables fast and efficient sharing and reviewing of
lessons learned and stories from the change process.
• Leadership roles and behavior that will be the most effective in supporting the new movement.
• Check the extent to which existing rules and procedures support or block the intended change.

Take stock of and mobilize sufficient organizational resources
• At least three kinds of resources are needed: Time, money & Quality
• Learning takes time; employees will need to invest a lot of time, focus and energy
• Cost items involved in a change process: Management time, staff turnover, new recruitment,
communications, support (advice and training), temporary inefficiencies

3

, • Quality of production
resources (technical
resources like new IT
systems; Human resources:
what demands will the
targeted switches put on
employees)

Explore required rearrangements in
the formal organization
• Organizational structure: old
structures might be an
impediment to charting a
new course (e.g. a more
agile approach)
• Supporting processes:
adopted work processes and
management systems (what
would be
problematic/frustrating?)
• Strategy: How much does the existing strategy already support the change? How does it need to be
adapted?


Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change
management – Cummings, Bridgman & Brown (2016)
Part 1 (Dubious assumptions):
• CATS: Unfreeze --> Change/Stabilize --> Refreeze
• CATS was not regarded as significant when Lewin was alive but was the cornerstone of many theories
afterwards
• In history he went from being a minor figure to being a grand founder, to a well-meaning simpleton (add
years)
• He only really invented unfreeze. One of Lewins former students came up with the word unfreezing after
Lewins death
• Lewin had considered the change process shortly before his death but had recognized that problems of
inducing change would require significantly more research than had yet been carried out. Lewins moving is
transposed into stabilizing
• Lewin never presented CATS in a linear diagrammatic form and he did not list it as bullet points
• Lewins opinion:
o Group dynamics must not be seen in simplisticor static terms. o Groups are never in a steady state,
but in continuous movement o Groups only have phases of relative stability

Part 2 (the formation and form of CATS):
• Prior to the 1980s CATS was largely unseen; by the end of the 1980s it was the basis of the
understanding of a fast growing field: change management
Genealogical approach Archaeological approach traced the networks of relations that procreated
knowledge's formation over time. World views which impose norms and postulates, a general stage of
reason and a certain structure of thought on the development of knowledge objects
Genealogical formation (until1980) Archaeological form
• Lippitt (1958): frequently cites what he calls Lewin’s ‘three’ phase model as the basis for his model
• Schein (1961):The first found record of the word “refreezing”
• By 1965 CATS was described as such
How the fragments became enveloped toward the form of Lewin’s ‘classic model’: Five conditions of
possibility of CATS that fit with particular problems, viewpoints and values that framed the
development of management knowledge in the 1980s.:

4

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