Page 274 - Managing Change in Organizations

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Cycles of change
contingencies
Time publicize success
rewards and recognition
training and
Focusing development
Building capability
flexible control
Inclusion
7
Rolling out
agreeing
4 approach establishing
steering groups new structures
establishing
Process 3 and skills
task forces
working toward heightened
decisions 1 Beginnings communication momentum
obtaining recognize Awareness of concern contingency
new skills problems changes in plans
building stakeholders
poor results providing
support
diagnosis changes in resources
building initial studies markets champions
coalitions
feasibility studies creating new proposals
‘experiments’ Process perceptions of and plans
initial training problem solving performance
creating
in new skills
brainstorming 2 change
looking at other
5
experience, etc. 6
Inclusion
shaping Cascading
change
trial runs
Process Process
pilot trials dealing with
selling
opposition
ideas
Figure 14.2 Change as a cyclical process

Stage 3: Inclusion

Now the focus of the change activity broadens. We both ‘cascade’ and ‘roll out’.
Cascading is about creating and implementing a communication plan. Rolling
out is about implementing the change throughout the organization as a whole.
The two are often linked. Thus if two organizations are merged the initial
announcement is often followed by a process of senior management appoint-
ments. This is followed by a process to decide the corporate structure for the
merged entity. In turn this is followed by a series of lower-level appointments.
Then may follow detailed examination of work organization, information sys-
tems, procedures, etc. in which small task forces (for example) are charged with
the job of picking the best ideas from the two original organizations to imple-
ment in the new. Here we see a process of decision and action both cascading
down the organization and rolling out at each level across the organization. This
cyclical process is illustrated in Table 14.1.

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