Which dimensions do Palmer and Dunford (2008) use to classify change management?
The manager’s role and the extent to which change outcomes are intended.
Which work and year are associated with Palmer and Dunford’s classification of change management?
Organizational Change and the Importance of Embedded Assumptions, 2008.
How does the controlling view describe managers’ influence on change outcomes?
Managers determine outcomes through hierarchical direction.
How does the shaping view describe managers’ influence on change outcomes?
Managers influence outcomes without fully determining them.
How are intended change outcomes achieved?
They are planned and achievable through managerial action.
What can alter partially intended change outcomes?
Power, interests, processes, or context can alter them.
What mainly produces unintended change outcomes?
Forces outside managerial control.
What is the Directing image of change?
Managers believe change can be controlled toward a specific intended outcome.
What is the Navigating image of change?
Managers guide change while accepting they cannot control it completely.
What does the caretaking image say about managers’ control of change?
Managers have very limited control over change.
What largely determines change outcomes in the caretaking image?
External forces largely determine change outcomes.
What three pressures does institutional theory identify?
Coercive, mimetic, and normative pressures.
What drives coercive pressures in institutional theory?
Laws and regulations.
What drives mimetic pressures in institutional theory?
Imitation of successful or legitimate organizations.
What is the Coaching image of managing change?
Developing people’s capabilities to achieve intended outcomes rather than primarily controlling them.
What is the Interpreting image of managing change?
Helping organizational members understand events and create meaning when outcomes cannot be fully controlled.
What is the Nurturing image of change?
Managers create conditions for positive change to emerge without predicting or controlling its outcome.
What factors determine the appropriate change image?
Change type, context, phase, and simultaneous changes determine the appropriate image.
Why might managers switch change images over time?
Circumstances evolve, making a different image more appropriate.
Who or what can serve as a change agent?
An internal or external individual or team.
Which four models of change agency did Caldwell identify?
Leadership, management, consultancy, and team.
Which work and year present Caldwell’s fourfold classification of change agency?
“Models of Change Agency: A Fourfold Classification,” 2003.
What responsibilities does the leadership model assign to senior leaders?
They set strategic vision, initiate major change, align employees, and inspire support.
What roles does the management model assign to middle managers and functional specialists?
They adapt strategic change, translate strategy into practice, and build support.
What do internal or external consultants provide in the consultancy model?
Advice and expertise.
What does project management focus on compared with programme management?
One tactical change project and its objectives, timing, key events, costs, and deliverables.
What does programme management coordinate at a broader strategic level?
Multiple related projects.
Which groups can distribute change agency in the team model?
Guiding coalitions, transition teams, task groups, quality circles, and pilot groups.
What does planned organizational change consist of?
Deliberate activities that move an organization from its current situation to a desired future situation.
Which 2018 work derives ten evidence-based principles for organizational change?
“Successful organizational change: Integrating the management practice and scholarly literatures” by Stouten, Rousseau, and De Cremer.
How many practitioner models did Stouten, Rousseau, and De Cremer compare in 2018?
Seven.
What recurring practitioner practices support organizational change?
Diagnosing needs, building a guiding coalition, formulating and communicating a vision, mobilizing energy, empowering others, developing capability, securing short-term wins, monitoring change, and institutionalizing it.
What ten evidence-based principles guide organizational change?
Diagnose the problem, assess readiness, use evidence-based interventions, develop change leadership, communicate a compelling vision, work with social networks, enable participation and fairness, promote experimentation, monitor outcomes, and institutionalize change.
What is readiness for change?
An organization’s and its employees’ capacity to deal successfully with change.
Which factors influence readiness for change?
Past change experiences, stress, trust, support, and leadership capabilities.
Who are change recipients in an organization?
The people directly affected by organizational change.
How can resistance to organizational change provide feedback?
It can reveal problems such as poor diagnosis, low trust, weak communication, unfairness, stress, or flaws in the proposed solution.
How does top-down change differ from bottom-up change?
Top-down change has management diagnose and design change for employees to implement, while bottom-up change involves employees throughout the change process.
Which six images result from combining managerial roles and outcome intentions?
Directing, navigating, caretaking, coaching, interpreting, and nurturing.
How do N-step models describe successful change implementation?
As a sequence of steps managers can follow.
How should managers choose a change approach under contingency theory?
They should adapt it to the type and context of change.
How does Directing treat resistance to change?
As an obstacle to overcome.
What shapes change in processual and contextualist theories?
Context, actors, and events shape change as a continuous process.
What control do managers retain in processual and contextualist theories?
They retain some choice but cannot fully control the final outcome.
How do Navigating managers respond as new information appears?
They plot and re-plot the change course, using persuasion, negotiation, communication, listening, and stakeholder analysis.
Which stages describe organizational development in lifecycle theory?
Birth, growth, maturity, and decline or death.
Which three processes explain organizational survival in population ecology theory?
Variation, selection, and retention driven by the environment.
What do managers do for employees facing inevitable change in caretaking?
They explain why change is inevitable and help employees cope.
What does Organization Development help members develop to solve problems and improve?
Values, skills, and capabilities.
How does coaching treat resistance when change pushes people beyond their comfort zone?
As a normal response.
In coaching, what do leaders facilitate?
Shared values and positive emotions.
In sensemaking theory, what roles do employees and managers have?
Employees interpret events, while managers influence those interpretations as sensegivers.
How do conversations, dialogue, and storytelling function in interpreting change?
They create meaning.
What should an interpreting vision reflect about an organization?
Its real identity, values, and beliefs, described as its inner voice.
What do chaos and complexity perspectives say about small events?
Small events can have large, unpredictable consequences.
How can managers encourage self-organization, according to chaos and complexity perspectives?
Managers can encourage self-organization without controlling the new order.
How are visions handled in the Nurturing image of change?
Visions are continually rewritten.
How does communication prepare people in the Nurturing image of change?
It prepares people for uncertainty and new possibilities.
What is the effect of resistance in the Nurturing image of change?
Its effect is unpredictable.
Which change image may suit highly uncertain transformational change?
Navigating may be appropriate.
Which change images may suit employees ready to participate?
Coaching or interpreting may be appropriate.
When may navigating be more realistic than coaching or interpreting?
When employees are hostile or have competing interests.
Which image may initially suit an externally imposed change?
Caretaking may initially be appropriate.
Which image may later help employees understand an externally imposed change?
Interpreting may help employees understand its meaning.
How does Organizational Development traditionally characterize organizational change?
As planned, incremental or long-term improvement in organizational effectiveness.
How do Organizational Development process consultants support members’ own solutions?
Through listening, feedback, counselling, coaching, and facilitation.
What does Caldwell criticize about traditional Organization Development’s approach to change?
It is overly rational and linear and overemphasizes consensus.
What does Caldwell say traditional Organization Development underestimates?
Employees and teams as change agents.
Which leadership approaches are associated with the leadership model?
Transformational, charismatic, visionary, and change leadership.
What limitation arises from the leadership model’s heroic-leader emphasis?
It can exaggerate leaders’ power and overlook leadership at other levels.
Why are middle managers objects of change?
They experience change themselves.
Why are middle managers agents of change?
They implement change for others.
Which agendas are involved in management change agency?
Content, control, and process agendas.
What else shapes change alongside management change-agency agendas?
Backstage politics, negotiation, and trade-offs.
What do Organization Development consultants emphasize?
People, participation, dialogue, and facilitation.
What does a change-programme synergist coordinate across projects?
Resources, costs, timeframes, and deliverables.
What can distributed change agency obscure or underplay?
Coordination, power, politics, group conflict, and tacit knowledge.
What is tacit knowledge?
Knowledge gained through experience that is difficult to explain or share.
Which seven practitioner models are included in the organizational change comparison?
Lewin’s Three-Phase Process, Beer’s Six-Step Model, Appreciative Inquiry, Judson’s Five Steps, Kanter, Stein and Jick’s Ten Commandments, Kotter’s Eight-Step Model, and ADKAR.
What are Lewin’s three phases of organizational change?
Unfreezing, transitioning, and refreezing.
What are ADKAR’s five individual change elements?
Awareness, desire, knowledge, ability, and reinforcement.
Why are evidence-based change principles not a rigid sequence?
Leadership, communication, and experimentation can occur simultaneously and repeatedly.
What does scientific evidence support more strongly: careful diagnosis or extreme urgency?
Careful diagnosis.
How can extreme urgency affect effective adaptation?
It can increase stress and make effective adaptation harder.
What does research show about guiding coalitions?
Research provides limited evidence about their composition, functioning, tasks, and effectiveness.
What does institutionalization embed, according to research and practitioner models?
Change in structures, routines, human-resources practices, systems, and culture.
What makes recipients more likely to support organizational change?
Understanding and accepting its rationale, trusting management, perceiving fairness and support, and feeling able to adapt.
What characteristics support successful organizational change?
It combines top-down leadership with bottom-up participation and learning, and is evidence-based, participative, context-sensitive, and iterative.
How does the Confucian and Taoist perspective describe change?
Change emerges through interconnected and opposing forces.
Answer 42 questions on Organizational Change and Change Agency.
1. Which two dimensions do Palmer and Dunford use to classify approaches to managing change?
2. A manager can influence a change process but cannot fully determine its outcome. Which view of the manager’s role does this describe?
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