6. Economics-focused change
interventions
Perspectives
⢠Monetization
⢠Competition
Promise
⢠Strategic resource
acquisition
Problems
⢠Strategic resource
⢠Inadequate resources
allocation
⢠Unavailable resources
Perils Point
⢠Things >People ⢠Resources
⢠Measuring short/long ⢠Distribution systems
term costs/benefits
Promotes
⢠Resource development
⢠Resource distribution
7. Politically-focused change
interventions
Perspectives
⢠Political
⢠Alliances
Promises
⢠Power is acquired
⢠Power is appreciated Problems
⢠Power is applied with ⢠Low power
principle ⢠Poor negotiation skills
Perils Points
⢠Unprincipled manipulation ⢠Power
⢠People treated as means ⢠Networking
rather than ends
Promotes
⢠Power development
⢠Political maneuvering
8. Entrepreneurially-focused change
interventions
Perspectives
⢠Innovation
⢠Alliances
Promises Problems
⢠Quick on the OUDA Loop ⢠Organizational timidity (risk
⢠Aggressive opportunism aversion)
⢠Lean organizations ⢠Organization bureaucracy
⢠Appetite for risk taking
Perils Points
⢠Inadequate discussion and ⢠Opportunity recognition
debate about options ⢠Opportunity analysis
⢠Action prized over thinking ⢠Risk management
Promotions
⢠Courage and creativity
⢠Removing organizational structural and procedural impediments
9. Bureaucratically-focused change
interventions
Perspectives
Promises
⢠Incremental
⢠Identifying small, high-
⢠Experimental
success probability targets of
Problems
opportunity
⢠Lack of experience with
⢠Achievable change
change
expectations
⢠All-or-nothing mentality
⢠Slow, steady progress up the
⢠Rush to judgment
learning curve
Perils Points
⢠Too little change, too late ⢠Phased, limited change
⢠Assumes evolution will ⢠Feedback
triumph over revolution
Promotion
⢠A variety of small adaptations
⢠Growing accumulation of small successes
10. Value-focused change interventions
Perspectives
⢠Inspirational
⢠Emotional
Promises
Problems
⢠Articulation of deeply held
⢠Lack of passion for change
values
⢠Lack of sustained
⢠Alignment of personal values
commitment for change
with group causes
Perils Points
⢠Mere cheerleading ⢠Ideals and values
⢠Triumph of emotion over ⢠Motivation
substantive development
Promotion
⢠Charismatic leadership rooted in passionate vision
⢠Compelling devotion to change
11. Environmentally-focused change
interventions
Perspectives
⢠Environmental
Promises ⢠Catalytic
⢠Environmental opportunity Problems
perspective ⢠Ignorance of environmental
⢠Alignment of personal values realities
with group causes ⢠Intransigence in the face of
environmental pressures
Perils
⢠Inaction because of the desire Points
for more certainty ⢠Environmental sensitivity
⢠Reactive rather than proactive ⢠Environmental adaptability
responses
Promotion
⢠Environmental awareness and analysis
⢠Early and sustained adaptability
12. Organizational change interventions:
some observations
⢠Change is occurring
somewhere, somehow,
in every organization.
⢠Changes occur in
different degrees and
stages in various places
throughout the
organization
13. Organizational change interventions:
some observations
⢠However, change is also resisted
â there are very real (and
sometimes just imagined)
individual, interpersonal and
institutional reasons for
resistance
⢠Not all resistance is bad â
organizations are designed to
bring stability and predictability
and some resistance is normal
even among change advocates
⢠Responding positively and
creatively to resistance can help
us build a better strategy for
change
14. Organizational change interventions:
some observations
⢠Effective change management
requires managing the
MEANING of the change:
â What the existing state is and
what the desired state is and
WHY the desired state is both
preferable and necessary
â What elements need to be
changed to reach the desired
state
â How and when the changes
needed can best be achieved
15. Organizational change interventions:
some observations
⢠There are a variety of change
levers and a variety of change
approaches.
â Different leverage points will be
appropriate in different situations
â Different change approaches will be
effective in different situations
â NO change point or approach will be
totally effective â each has potential
positive and negative impacts
16. Organizational change interventions:
some observations
⢠Change advocates often have a
âpersonal preferenceâ for
particular change points and
leverage approaches
â The problem is that change
agents may choose an approach
to change that is comfortable
for them personally but
inappropriate for the subsystem
involved.
â The most effective change
agents are committed to the
change rather than to a
particular change modality.