The document discusses various reasons why organizations change, including both external pressures from the environment and internal pressures within organizations. It outlines six different external pressures - fashion, mandated changes, geopolitical factors, market decline, hyper-competition, and reputation/credibility issues. It also discusses four internal pressures - growth, integration/collaboration needs, issues with organizational identity, and shifts in power/politics. The document debates different perspectives on the role of the environment in driving change and notes theories of organizational change processes.

1. Chapter 2
Images of Managing Change

2. Learning Objectives
• Understand the importance of organizational
images and mental models.
• Identify different images of managing and of
change outcomes.
• Outline six different images of managing change.
• Identify the theoretical underpinnings of these six
change management images.
• Understand the practical implications of the six
images and how to use them.

3. Images of Managing Change
Images of
Managing
Change  Controlling…
Images of ◦ Top-down view of management
Change
Outcomes
◦ Fayol’s theory of management:
planning, organizing, commanding,
Images of
Change
coordinating and controlling.
Managers:
-Director
 Shaping…
-Coach
-Navigator
◦ Participative style of management
-Interpreter ◦ Improving the capabilities of people
-Caretaker
-Nurturer within the organization
Three Core
Uses of the
Images

4. Images of Change Outcomes
Images of
Managing
Change  Intended Change:
Images of ◦ Change is a result of planned action
Partially Intended Change:
Change
Outcomes 
Images of
◦ Change may need to be re-modified
Change after it is initially implemented
Unintended Change:
Managers:
-Director 
-Coach
-Navigator ◦ Forces beyond the control of the
-Interpreter
-Caretaker
change manager
-Nurturer
Three Core
Uses of the
Images

5. Images of Change Managers
Images of
Managing
Change
Images of Managing
Images of
Change
Outcomes
Controlling . . . Shaping . . .
Images of (activities) (capabilities)
Change
Managers:
-Director Intended DIRECTOR COACH
-Coach
Images of
-Navigator Partially NAVIGATOR INTERPRETER
-Interpreter Change
-Caretaker Intended
Outcomes
-Nurturer
Unintended CARETAKER NURTURER
Three Core
Uses of the
Images

6. Images of Change Managers
Images of
Managing Director Coach
Change
 Based on an  Relies upon building
Images of image of in the right set of
Change
Outcomes
management as values, skills and
control and of “drills” that are
Images of
Change
change outcomes deemed to be the
Managers: as being best ones to be
-Director
-Coach achievable. drawn upon in order
-Navigator
-Interpreter  Supported by the to achieve desired
-Caretaker
n-step models and organizational
-Nurturer
contingency outcomes.
Three Core
Uses of the theory.  Related to OD
Images approaches.

7. Images of Change Managers
Images of
Managing Navigator Interpreter
Change  Control is the heart of  The manager
Images of management action, creates meaning for
Change although a variety of other organizational
Outcomes external factors mean members, helping
Images of that managers may them to make sense
Change achieve some intended of various
Managers:
-Director
change outcomes and organizational
-Coach others will occur over events and actions.
-Navigator
-Interpreter which they have little  Supported by the
-Caretaker control. sense-making
-Nurturer
 Supported by the theory of
Three Core
Uses of the
contextualist and organizational
Images processual theories of change
change.

8. Images of Change Managers
Images of
Managing Caretaker Nurturer
Change  The manager’s control  Even small changes may
Images of is severely impeded by have a large impact on
Change a variety of internal organizations and
Outcomes and external forces managers are not able to
Images of beyond their scope. control the outcome of
Change The caretaker these changes but may
Managers:
-Director
shepherds their nurture their organizations.
-Coach organizations along as This facilitates
-Navigator
-Interpreter best they can. organizational qualities
-Caretaker
 Supported by life- that enable positive self-
-Nurturer
cycle, population- organizing to occur.
Three Core ecology and  Related to chaos and
Uses of the
Images institutional theories. Confucian/ Taoist theories.

9. Three Core Uses of the Images
Images of
Managing
Change  These six images of change
Images of managers have three core uses:
Change 1) They highlight a variety of assumptions
Outcomes
that change managers make about change
Images of and increase the awareness of different
Change interpretations of change.
Managers:
-Director
2) They draw attention to the dominant
-Coach images of change within an organization.
-Navigator
-Interpreter
3) They highlight a range of perspectives
-Caretaker available to change managers.
-Nurturer
Three Core
Uses of the
Images

10. Table 2.5
Chapter Reflections for the Practicing
Change Manager

11. Chapter 3
Why Organizations Change

12. Why Change?
Why Change?
External Pressures
-Fashion  Change is a risky activity – many
organizational changes fail or do
-Mandated
-Geopolitical
-Market decline
-Hyper- competition
-Reputation &
not realize their intended
credibility
outcomes. This raises the
Role of the
Environment question: why is change so
Internal Pressures prevalent?
-Growth
-Integration &
collaboration
 Pressure to change comes from:
-Identity
-New broom
◦ External, environmental pressures
-Power & political
◦ Internal, organizational pressures

13. Environmental Pressures
Why Change?
External Pressures
-Fashion
-Mandated Pressure Examples Description
-Geopolitical
-Market decline Neo-institutionalism: mimetic
-Hyper- competition
-Reputation & Fashion Boeing isomorphism. Managers imitate
credibility pressures Co. practices associated with successful
Role of the organizations
Environment Neo-institutionalism: coercive
Internal Pressures Mandated Chevron isomorphism. An organization
-Growth pressures Texaco changes through formally or
-Integration &
collaboration informally mandated requirements.
-Identity
-New broom Macroeconomic changes (or crises)
-Power & political Geopolitica place pressure on organizations to
3M
l pressures
change the way they operate.

14. Environmental Pressures
Why Change?
External Pressures
Pressure Examples Description
-Fashion
-Mandated
-Geopolitical Market When current markets begin to
-Market decline AOL Time
-Hyper- competition
decline decline there is pressure to find
Warner
-Reputation & pressures newer, more viable markets.
credibility
Role of the The highly intensified rate of
Environment business – including shortened
Hyper-
product life cycles and rapid
Internal Pressures competition Gateway
-Growth
responses by competitors –
pressures
-Integration & produces pressure for change at
collaboration
-Identity
the organizational level.
-New broom
-Power & political In light of recent corporate
Reputation governance scandals, the
Walt Disney
and credibility pressure to maintain a good
Company
pressures reputation and high level of
credibility has increased.

15. Debate: Role of the Environment
Why Change?
External Pressures  Organizational learning vs. threat-rigidity
-Fashion ◦ whether external pressures facilitate or inhibit the process of change.
-Mandated
-Geopolitical
-Market decline  Environment as an objective entity vs. environment as a cognitive
-Hyper-competition construction
-Reputation & credibility ◦ The former treats the environment as an objective entity to which
managers must respond. The latter emphasizes the centrality of
Role of the managers’ interpretations of environmental conditions as the key
Environment determinant of behavior.
Internal Pressures  Forces for change vs. forces for stability:
-Growth ◦ External forces can vary; they either promote change or promote stability.
-Integration &
collaboration
-Identity  Bridging (adapting) vs buffering (shielding):
-New broom ◦ These represent either strategies that can maintain effectiveness by
-Power & political adapting parts of the organization to changes happening in the outside
environment (bridging) or focusing on efficiency by avoiding change
through shielding parts of it from the effects of the environment
(buffering).

16. Internal Pressures
Why Change?
External Pressures Pressure Examples Description
-Fashion
-Mandated Existing systems and processes in
-Geopolitical
-Market decline Growth an organization may no longer be
-Hyper-competition Microsoft
pressures applicable when the size of the
-Reputation &
credibility organization increases.
Role of the Integration Integration and creating
Environment and economies of scale can lead to
EDS
collaboration pressure for change in
Internal Pressures
-Growth pressures organizations.
-Integration &
collaboration A common organizational identity
-Identity and the unified commitment of
-New broom
-Power & political staff in different
Identity Forte
areas/departments of an
pressures Hotel
organization can be difficult to
manage and may encourage
change.

17. Internal Pressures
Why Change?
External Pressures
-Fashion
-Mandated Pressure Examples Description
-Geopolitical
-Market decline
-Hyper-competition
-Reputation & Change at the senior
credibility
New management level – particularly of
Bank of
Role of the broom CEO - can often be a catalyst for
America
Environment pressures significant changes in an
organization.
Internal Pressures
-Growth
-Integration &
collaboration Power and Power relationships and
-Identity Morgan
-New broom political politicking can change internal
-Power & political
Stanley
pressures processes and decision making.

18. Exercise 3.2
Public Change Rationales

19. More on the why of change…

20. Theories of Organizational Change
• Life cycle theories: linear and irreversible
sequence of prescribed change
• Organizations go through different stages: birth, youth,
midlife, maturity,…. When reached maturity,
revitalization is needed.
• Teleological theories: recurrent and discontinuous
sequence of goal setting, implementation, and
adaptation
• Dialectic theories: recurrent and discontinuous
sequence of confrontation, conflict, and synthesis
• Evolutionary theories: recurrent, cumulative and
probabilistic sequence of variation, selection, and
retention

21. Economic Pressures
• globalization: Deregulation, opening of national
economies
• Unpredictable and Rapidly changing markets
• Service and knowledge base business
• profitability based on machine power to profitability
based on intelligence and skills

22. Social Pressures
• Flexible working arrangements
• Women in management
• Educated workforce/society
• Demographics
• Immigrations
• People more independent, questioning
• Lack of loyalty between the workers and
companies

23. Technological Pressures
• Information and Communication
Technology
• High performance work systems
• Integrated information systems
• Access to information
• Global networking
• New media
• Shortening product life cycles
• High quality

24. Sustainable Development Pressures
SD Elements:
Social
1. Employee Well-Being
2. Quality of Life
3. Business Ethics
Economic
4. Shareholder Value Creation
5. Economic Development
Environmental
6. Environmental Impact Minimization
7. Natural Resource Protection

25. Organizational Self-renewal
• Challenging old assumptions
• Understanding the new rules of competition
• Capturing the potential of new paradigms by
rethinking business processes
• Constant innovation
• Improving continually as part of normal functioning
• Transforming while keeping purpose and direction
Continuous learning

26. Organic type of organizations, adopted to
unstable conditions
• continual new and unfamiliar problems cannot be
broken down and distributed among the existing
specialists roles
• continual adjustment and redefinition of individual
tasks is needed
• Interactions and communication may occur at any
level as required by the process
• organization charts are not always useful

27. Emerging Mindset
• Industrial mindset:
• Invalidity of the internal reality of human
consciousness
• Scarcity of resources
• Separate parts
• Discrete events
• emerging mindset:
• Consciousness is causative
• Abundance
• Relationships and Wholeness
• Continuous Process
parts are connected and they are connected to the
whole,
change is a continuous process, and
the internal and external dynamics are both
important.