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Concise summary of Lectures Process Improvement and Change

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Rijksuniversiteit Groningen (RuG)

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

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Geupload op 29 maart 2023
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Geschreven in 2022/2023
Type College aantekeningen
Docent(en) S. boscari
Bevat Alle colleges

process improvement
change
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concise summary of lectures process improvement and change
process improvement amp change

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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, …

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