Page 290 - Managing Change in Organizations

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Change architecture: blocks
+/− Forces in +/− Forces in change
drivers for change architecture

Rate of change
Degree of Change
in Outputs
ambition structure
economy
Current
returns,
satisfaction,
numbers and
attitude of Processes
stakeholders
lead to
Degree of ‘confidence’
in outcomes

Low High
Listening Energy
Support Problem-solving
Enthusiasm

Rejection Distortion
Delay Regression

Figure 14.7 Energy for change

is that of problem orientation. A positive culture is one that is characterized
by openness to issues, problems and new ideas and within which people are,
and feel they are, valued for the contribution they make. One in which the
energy for change is often high, depending on both forces in the internal and
external environment and on the adequacy of the change architecture – see
Figure 14.7.
The second block relates to inadequate measurement and linked to that a lack
of transparency in performance management. As we saw when discussing the bal-
anced scorecard (see Chapter 7) organizations often rely on inadequate and poorly
balanced performance measurement frameworks. In particular this is true in the
context of radical change. Almost certainly existing measurement focuses on
finance and activity and on past performance. Clearly this is particularly prob-
lematic in the context of change.
But this point goes further. Look at the work of Sweet and Heritage (2000).
These authors report a survey of UK executives undertaken in 2000. They focus
on questions in the following 12 areas:

■ workload and efficiency;
■ training and development;
■ improving and innovating;

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