This is an extended summary of all lectures for the course Management of Organizational Change and Innovation (1JM100). This 46-page document (with a clickable table of contents for easier navigation) summarizes the essence of all topics covered in the course (as far as I could imagine when writing...
Table of contents
Chapter 1: process models of change
Change process theories
Reactive sequences
Self-reinforcing sequences
Complex patterns
Minimizing the negative effects of reactive/self-reinforcing sequences
Chapter 2: leading change: a process perspective
Steps in the change process
Recognizing (chapters 3-6)
Diagnosing (chapters 7 & 8)
Planning (chapters 16-27)
Implementing & reviewing (chapters 28 & 29)
Sustaining (chapters 30 & 31)
People issues (chapters 9-15)
Learning (chapters 32 & 33)
Leader performance
Chapter 3: patterns of change
The gradualist paradigm
The equilibrium paradigm
The continuously adaptive organization
Change lead times
Typology for change
Focus for change efforts
Locus of change
Chapter 4: recognizing a need or opportunity for change
External sources of change
The cycle of competitive behavior (Strebel)
Internal sources of change (life cycle model of change)
Sensing the need for change & formulating a change agenda
Performance indicators for recognizing the need for change
Chapter 5: starting the change
Developing readiness for change
Confidence to change
Leading the change
Insiders versus outsiders
1JM100 - course summary 1
, Chapter 6: building change relationships
Modes of intervening
Prescriptive mode
Collaborative modes
Chapter 7: diagnosis
Models for diagnosis
Component models
Holistic models
Kotter’s integrative model of organizational dynamics
Diagnosing external alignment
Diagnosing internal alignment
Diagnosing both internal/external alignment
Selecting a model for diagnosis
Chapter 8: gathering and interpreting information
Observation gathering
Sampling
Analysis
Chapter 9: the role of leadership in change management
Management versus leadership
Seven key tasks of leaders in change management
Sensemaking
Visioning
Sense-giving
Aligning
Enabling
Supporting
Maintaining momentum & sustaining the change
The collective nature of leadership
Chapter 10: power, politics, and stakeholder management
Power & politics
Influencing others
Stakeholder management
Jawahar and McLaughlin’s approach
Stakeholder analysis & influencing stakeholders
Chapter 13: communicating change
Communication networks & features
Directionality
Roles
Content
Channels
Communication strategies
Chapter 14: motivating others to change
Resistance to change
Motivating people to change
Goal setting
Expectancy theory
Chapter 15: supporting others through change
Bridges’ model of transition
Psychological reaction
Implications of psychological reaction
Chapter 16: shaping implementation strategies
Historical overview
1JM100 - course summary 2
, Three change management approaches
A contingency model for change strategies
Chapter 17: developing a change plan
Chapter 18: types of intervention
Experts applying scientific principles to solve specific problems
Experts working to solve system-wide problems
Facilitators working with individuals to help them develop the capability to manage their own problems
Developing self-efficacy
Focus on obstacles
Facilitators working with groups to help them develop the capability to manage their own problems
Interventions based on: exerting influence over group members
Interventions based on: the issues affecting the group
Facilitators working with everybody to help them improve the performance of the system
Typology of interventions
Chapter 28: implementing change
Factors affecting implementation
Chapter 29: reviewing and keeping the change on track
Cause-and-effect hypothesis
Monitoring implementation
Chapter 30: making change stick
Sustainability
Promoting buy-in from the start
Promoting stickability
Chapter 31: spreading change
Chapter 1: process models of change
The change process from both a states and a process perspective.
States perspective: focuses on what needs to be, is being, or has changed.
Process perspective: focuses on how the transformation occurs.
Pace & sequence of activities
How decisions are made/communicated
How people respond to the actions of others
Change process theories
According to all theories, change involves several The necessary sequence of stages and the extent
events, decisions, and actions connected in a to which the change direction is constructed are
sequence. different among theories.
Life cycle theories (regulated change): the emphasis is on sequential, well-defined, and unavoidable
stages building on each other.
Pre-determined trajectories (constrained by inherent code or external factors)
1JM100 - course summary 3
, Prescriptive order of stages:
The seven stages of Flamholz’s organizational life cycle.
Teleological theories (intentional change): organizations focus on pre-determined objectives that are
adaptive through feedback.
Constructed trajectories (goals/steps can be changed at the will of those involved)
Less prescriptive order of stages:
These stages do not necessarily have to follow this ordered linear sequence.
Evolutionary theories (change because of competition): based on recurrent changes accumulated in
structural forms of organizations.
Pre-determined trajectories (constrained by inherent code or external factors)
Dialectical theories (change because of conflict): the change exists in a world of forces/events
constantly competing for domination.
Constructed trajectories (goals/steps can be changed at the will of those involved)
Reactive sequences
→ one party challenges another party’s attempt to secure a particular change.
An example of a reactive change sequence, after dealing with resistance.
Conflicting goals of those involved (as in dialectical theories) give rise to reactive sequences
1JM100 - course summary 4
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