Page 94 - Managing Change in Organizations

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Exercises
Conclusion

Linear models possess the merit of simplicity. These models fall down in respect
of ‘unintended consequences’ but the notion of emergent change does allow for
the dynamics of real world change to be taken into account. Here, however, the
key point to note is that linear models break down because reality is too complex.
Nevertheless, the idea that organization change can be viewed as a linear process
has been influential, representing at least a starting point for practitioners to think
about change strategy and tactics.

EXERCISES

1 Consider the cases set out early in Chapter 3 (see pages 38–39 and 39–41), par-
ticularly Ford. Can you utilize linear models to describe the sequence of changes
recorded? Would a systems model serve a better analytical purpose?

2 Can you think of changes where ‘unintended consequences’ arose? Why?
3 Review the BP case presented above. Does the emergent model usefully explain
the series of changes and the change strategy adopted?

4 Does BP use a planned approach to some changes? If so which and why?
5 Does the recent BP experience (as reported extensively in the second half of
2006 and early in 2007) lead you to suppose that these changes to performance
management and learning now need review?

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