Page 289 - Managing Change in Organizations
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Chapter 14 ■ Change architecture
Structures Outputs
■ Governance structure
■ Connectivity
■ Definition of accountability,
■ Leverage
communication cascades and ■ Consistency
processes ■ Scaleability
■ Strategy forums, project
■ Alignment
arrangements, task forces, ■ Critical mass
focus groups, panels ■ Management of expectations
■ Degree of interlocking
■ Credibility of ‘change team‘
mechanisms and reporting
lines
■ Transparency
Processes
■ Engagement
■ Commitment
■ Dialogue
■ Sharing
■ Problem
orientation
Figure 14.6 Change architecture
the business today. Change is something we do in isolation from ‘business as
usual’ – in isolation in terms of how change is monitored and measured, not of
course in terms of pressures on people.
In the change architecture model (Figure 14.6) I posit a need to focus on struc-
ture processes and outputs of any change process. This is particularly relevant if
a change is radical or wide-ranging. Or perhaps more sensibly we should say that
structures=processes=outputs of change architecture is always relevant but big
projects demand close attention to these design considerations. Doing so can sig-
nificantly lift the degree of confidence in success.
In particular, processes and outputs which include dialogue, problem orienta-
tion, connectivity, leverage, alignment, consistency, scaleability and so on create
positive pressures for change (see the force field technique in Chapter 7). This can
build confidence in the outcomes which can, in turn, reinforce the problem ori-
entation – a virtuous rather than a vicious circle.
Change architecture: blocks
So far so good! But what can get in the way? We have already seen two prob-
lems or blocks. Our corporate culture can create blocks to a successful change
architecture. Simplifying somewhat, the crucial issue is not which is the most
appropriate corporate culture but, rather, is it a positive or negative culture –
following Goffee and Jones (1998). What does this mean? If you look at the
simple pro forma tests these authors propose, it seems clear that the key issue
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