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Summary

Change Management and Leadership Summary
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  • Course
  • Change Management And Leadership
  • Institution
  • Universiteit Twente (UT)
  • Book
  • Making Sense of Change Management

Complete summary for the course Change Management & Leadership, including the book chapters of 'Making Sense of Change Management' (Fifth Edition) as well as the lectures.

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Document information

  • Yes
  • December 12, 2020
  • 29
  • 2019/2020
  • Summary

Subjects

  • change management
  • leadership
  • change management and leadershio

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  • Universiteit Twente (UT)
  • International Business Administration
  • Change Management And Leadership
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Lecture 1 – Change Management & Leadership | The
Individual

Introduction to change management
- Change management is a trending topic not only in the real world but also in the
scientific world
- Change Management:
o Process of continually renewing an organizations direction, structure, and
capabilities to serve the ever-changing needs of external and internal customers
- Leadership:
o Process of influencing others in a manner that enhances their contribution to the
realization of group goals
- Learning:
o The process of acquiring knowledge through
experience which leads to a change in behavior
o Unconscious incompetence – we don’t know what
we don’t know
- The learning dip:
o Performance and efficiency/effectiveness go down
for a period of time when starting something new,
but will again fall off over some time

- Change Process according to Hayes:

,o 1. Recognize need and start change process
 1. Factors that may cause change:
 External factors; political, economic, technological, etc.
 Internal factors; creativity, direction, coordination, etc.
 Recognition of change by methods such as stakeholder analysis,
continuous big data analysis and performance indicators
 2 start the change process
 Translate the need for change into a desire for change
 Determine who to involve and make people responsible
o 2. Diagnosis and formulate vision
 Know where you’re going
 Review present state
 Problems/opportunities
 Establish baseline
 Past history & environment
 Helps define future state
 Identify desired future state
 Define end point
 Who initiates change?
 Helps to predict impact on organization
 Formulate change vision
 Provides direction and focus
 Commitment/motivation
o 3. Plan and prepare for change
 1. Define your strategy for change
 Radical change
 Incremental change
 2. Develop a change plan
 Appoint a transition manager
 Identify change activities
 Produce implementation plan
 Schedule activities
 Allocate resources
 Implement reward system
o 4. Implement change
 Two main approaches for implementation
 Blueprint change – fully thorough planned
 Emergent change – there in one time
 Key questions to ask
 Are interventions being implemented as intended
 Are interventions producing the desired effect
 Is the change plan still valid?
o 5. Sustain the change

,  New ways of working and improved outcomes become the norm
 Consolidation/Institutionalizing phase
 Making change permanent
 Anchor change in organizations culture
 Feedback mechanisms
 Reward system
 Storytelling (success stories)
- Critical site of the model:
o Not always step-by-step
 Steps can be interchanged and followed in different order
- Learning and managing people issues
o We do not learn from experience; we learn from reflecting on experience

Change at the individual level
- Kolb’s Learning Cycle – model explaining how learning occurs/what stages and
individual goes through in order to learn
- Different individuals have different sets of preferences in the way they learn:
o Theorists – research various models (try to make connections/similarities)
o Pragmatists – desire to relate what is happening to their own circumstance (find
purpose)
o Activists – encourage experimentation (trying out)
o Reflector – causing reflection through questioning (watch others/conduct
reviews)




Four approaches to look at individual change
o External vs Internal psychological change

- 1. Behavioral Approach – changing behaviors
o Changing behaviors of others through rewards and punishment
 Financial rewards
 Non-financial rewards

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