Launching the Change Initiative

2021 ◽  
pp. 112-127
Author(s):  
Thomas Packard
Keyword(s):  
Change Process ◽  
Organization Change ◽  
Real Problem ◽  
Change Initiative ◽  
Change Strategy ◽  
Change Leaders ◽  
Sense Of Urgency

The first implementation step is to determine an overall change strategy (empirical-rational, normative-reeducative, or power-coercive). Broadly and fully communicating the need and desirability of the change is necessary for staff to see the relevance of the change goal. This can include data from the earlier assessment of the problem and how achievement of the change goal will lead to a better future for the organization. Change leaders might show how the change is compatible with the organization’s mission, vision, and values. Change leaders cannot “overcommunicate” regarding the need for change. Creating a sense of urgency needs to be framed from the employees’ perspectives: how the change will address a real problem and what bad outcomes are likely if the problem is not addressed. Communicating the change vision involves referring to the new ideal future of the organization and also outlining the basics of the change process to be used.

It's Not Just a Job Anymore: The Influence of Cultural Change on Student Services Staff in a Community College

NASPA Journal ◽  
2006 ◽  
Vol 43 (2) ◽  
Author(s):  
Mary G. Locke ◽  
Lucy M. Guglielmino
Keyword(s):  
Community College ◽  
Customer Service ◽  
Cultural Change ◽  
Student Services ◽  
Change Process ◽  
Educational Leaders ◽  
Planned Change ◽  
Change Initiative ◽  
Nuanced Understanding

Today’s colleges and universities operate in a complex environment characterized by rapid and unrelenting change, and nowhere do the challenges inherent in change more directly impact students than in the delivery of student services. The need to integrate new models of service delivery, data-driven approaches to enrollment management, greater accountability for student success, stronger emphasis on customer service, and provision of “anytime, anyplace” services through technology are readily evident. Yet, many institutions are finding that their internal cultures are unreceptive, even hostile, toward adopting needed changes. This qualitative case study focusing on a 4- year purposeful change initiative at a community college was conducted to provide higher educational leaders with a more comprehensive and nuanced understanding of the influence of cultural change on student services staff. The results of this study indicated that student services staff constituted a distinct subculture that perceived, experienced, responded to, and influenced planned change differently from other subcultural groups. Specifically, student services staff more demonstrably supported the purpose of the change initiative; identified empowerment, inclusion and involvement in college decision-making, and improved lines of communication as the most important impacts of the change process; and expressed strong confidence regarding the sustainability of the changes that had occurred. Student services staff also indicated that they found greater meaning and developed stronger commitment to their work as a result of the change process. As a result of these findings, implications and strategies that may be helpful in designing and implementing a successful planned change initiative involving student services personnel are presented.

scholarly journals Learning Lessons From Implementing Enabling Environments Within Prison and Probation: Separating Standards From Process

2018 ◽  
Vol 63 (2) ◽  
pp. 218-231
Author(s):  
Jason Davies ◽  
Charlotte Pitt ◽  
Aisling O’Meara
Keyword(s):  
Longitudinal Study ◽  
Change Process ◽  
Organization Change ◽  
Organizational Research ◽  
England And Wales ◽  
The Past ◽  
The Impact ◽  
Learning Points

The probation and prison services within England and Wales are undergoing change, which is argued will enhance rehabilitation. One aspect of this change is the introduction of the Enabling Environments (EE) standards into Approved Premises and many prison establishments. This article examines the progress toward this goal across seven sites (four Approved Premises and three prisons), all of which are currently included in a multisite longitudinal study examining the impact of EE. With only one service having gained the award in the past 2 years, the majority of sites are behind the expected schedule with four relaunching the EE program. It is argued that embedding the EE standards should be seen as an organization change process. Drawing on organizational research and learning, this article presents four learning points that might be implemented to overcome the difficulties experienced and assist with realizing the change being promoted.

Historical Currents in Scholarship of Organization Change

2021 ◽  
pp. 22-49
Author(s):  
W. Warner Burke
Keyword(s):  
Change Process ◽  
External Environment ◽  
Organization Change ◽  
Theory And Practice ◽  
Evidence Based ◽  
Significant Information ◽  
Effective Change ◽  
Kurt Lewin ◽  
Areas Of Interest ◽  
Gathering Data

Grounded in open system theory this chapter covers the primary contributions to our understanding of organization change since the early work of Kurt Lewin in the 1930s and 40s. Two areas of interest represented the theory and practice back then and since—what to change and how to change organizations. Most models of organizations covered both. Regarding the what models, the organization’s external environment, its strategy, culture, and structure are examples of what has been included. The how models developed mostly from practice with learning coming from experience about stages of the change process such as gathering data, diagnosis, developing a vision and communicating it, etc. The latter part of the chapter brings organization change thinking up to date with three articles that have reviewed considerable literatures. These reviews provide significant information regarding organization change that is evidence based, the importance of an organization’s history in terms of its relevance to effective change, and how leadership has a direct impact on organization change.

Committing to Organizational Change in IT Industry

2011 ◽  
Vol 1 (4) ◽  
pp. 1-17
Author(s):  
Jukka-Pekka Kauppinen ◽  
Hannu Kivijärvi ◽  
Jari Talvinen
Keyword(s):  
Organizational Change ◽  
Pilot Study ◽  
Change Management ◽  
Change Process ◽  
Process Quality ◽  
Change Initiative ◽  
It Industry ◽  
Commitment To Change ◽  
Implementation Quality ◽  
Management Concepts

In the current competitive environment, managing organizational change successfully requires comprehensive understanding of change management concepts and processes as well as the implied drivers behind them. Information technology (IT) field is not an exception; growing interest exists for understanding organizational change and change management in the IT industry. Fast-paced changes in today’s IT and business environments are inevitable and the challenges associated with organizational changes are becoming more complex. This study aims to find at least partial answers to the question how employees’ commitment to change and the implementation quality of a change process affect achieving the goals and succeeding in an organizational change initiative. The study is conducted in two parts in a Finnish IT company providing complex IT solutions and services. The first part, the pilot study, identifies factors hindering employees’ commitment to change. The pilot study is followed by a quantitative main study, which investigates the relationships between employees’ level of commitment during the different phases of a change project, the change process quality, the importance and realization level of the different goals set for the change project, and the final success of the change initiative. The results indicate that a strong, positive relationship exists between the change process quality and the level of employees’ commitment to change.

Committing to Organizational Change in IT Industry

2013 ◽  
pp. 74-90
Author(s):  
Jukka-Pekka Kauppinen ◽  
Hannu Kivijärvi ◽  
Jari Talvinen
Keyword(s):  
Organizational Change ◽  
Pilot Study ◽  
Change Management ◽  
Change Process ◽  
Process Quality ◽  
Change Initiative ◽  
It Industry ◽  
Commitment To Change ◽  
Implementation Quality ◽  
Business Environments

In the current competitive environment, managing organizational change successfully requires comprehensive understanding of change management concepts and processes as well as the implied drivers behind them. Information technology (IT) field is not an exception; growing interest exists for understanding organizational change and change management in the IT industry. Fast-paced changes in today’s IT and business environments are inevitable and the challenges associated with organizational changes are becoming more complex. This study aims to find at least partial answers to the question how employees’ commitment to change and the implementation quality of a change process affect achieving the goals and succeeding in an organizational change initiative. The study is conducted in two parts in a Finnish IT company providing complex IT solutions and services. The first part, the pilot study, identifies factors hindering employees’ commitment to change. The pilot study is followed by a quantitative main study, which investigates the relationships between employees’ level of commitment during the different phases of a change project, the change process quality, the importance and realization level of the different goals set for the change project, and the final success of the change initiative. The results indicate that a strong, positive relationship exists between the change process quality and the level of employees’ commitment to change.

Implementing a Holographic Organization Design: The Case of GABO:mi

2015 ◽  
Vol 4 (1) ◽  
pp. 2-13
Author(s):  
Erika Jacobi
Keyword(s):  
Project Management ◽  
Phase Change ◽  
Rapid Growth ◽  
Change Process ◽  
Success Factors ◽  
Organization Design ◽  
Systemic Approach ◽  
Self Organization ◽  
European Research ◽  
Change Initiative

This case describes the implementation of a holographic organization design at a European research project management firm. The case firm, GABO:mi, underwent a phase of rapid growth. Their headcount nearly doubled, which left them challenged to the maintenance of the flexible self-organization of their teams. During a collaboratively conducted change initiative, the organization determined that a holographic organization design would best serve their business objectives. A six-phase change initiative was conducted to help the case firm identify their unique success factors and decide how to bring these factors forward into the new organization design. The change process leveraged a collaborative, appreciative and systemic approach throughout all phases, from assessment to implementation. The process itself, thereby, closely resembled the organization design that was later implemented.

scholarly journals Agile project management in lean environment

2019 ◽  
Vol 135 ◽  
pp. 04049 ◽  
Author(s):  
Elena Ganebnykh ◽  
Olga Fokina ◽  
Vitaly Lukinov
Keyword(s):  
Change Process ◽  
Lean Manufacturing ◽  
Lean Production ◽  
Integrated Approach ◽  
Management Support ◽  
Manufacturing Enterprises ◽  
Agile Project Management ◽  
Change Leaders ◽  
Short Time ◽  
Small Work

The article discusses the possibility of integrating the traditionally opposed approaches of Agile and Kanban in the management of large manufacturing enterprises. The aim of the study is to develop a new algorithm for the implementation of lean production via formation of small work groups that operate based on Scrum methodology. Authors have classified famous approaches to lean manufacturing implementation, identified general patterns, and proposed a new integrated approach. The developed algorithm helps to launch lean production at a large enterprise in a most efficient way, quickly involve personnel in the change process, and identify change leaders. Agile frameworks in lean management support to get a specific result in a short time and make quick adjustments to scheduled plans.

Organization Change Strategy

1996 ◽  
pp. 329-340
Author(s):  
Hans-Dieter Lochmann ◽  
Michaela Rüsch-Kornasoff
Keyword(s):  
Organization Change ◽  
Change Strategy

scholarly journals The influence of organizational culture on organizational preferences towards the choice of organizational change strategy

2012 ◽  
Vol 57 (193) ◽  
pp. 25-51 ◽  
Author(s):  
Nebojsa Janicijevic
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Causal Relationship ◽  
Change Process ◽  
Change Strategies ◽  
Organizational Cultures ◽  
Change Strategy ◽  
Distribution Of Power ◽  
The Way

Organizational culture, through its assumptions, values, norms and symbols, determines the way in which the members of an organization perceive and interpret the reality within and around their organization, as well as the way they behave in that reality. For this reason we may assume that organizational culture has an impact on the way in which an organization changes, and that matching of organizational culture and change strategy will improve the efficiency of the change process. In this paper specific hypotheses about the causal relationship between certain types of organizational culture and certain change strategies are formulated. Types of organizational culture are differentiated according to Handy?s and Trompenaars? classifications. Organizational change strategies have been differentiated according to previous work of Chin & Benne but one more strategy has been added. Classifications of both the organizational cultures and of the organizational change strategies are based on the same criteria of differentiation: distribution of power in an organization and orientation toward relationships or tasks. For this reason it is possible to formulate hypotheses about the causal relationship between certain types of organizational cultures and certain types of organizational change strategies. Thus, eight hypotheses are formulated in this paper, relating particular change strategies with particular types of organizational culture.

Sign in / Sign up

Export Citation Format

Share Document