Organizational Behavior
reviewing, keeping, and sticking to the change
Tomáš Ondráček
ondracek.t@mail.muni.cz
Faculty of Economics and Administration, Masaryk University
2021
Introduction
Introduction
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Introduction
Change Management Indicator Model
(SARA32, 2020)
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Introduction
COVID
What about routines?
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Introduction
COVID: Routines
(Young, 2020)
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Introduction
questions
How to implement change?
How to review change?
How to make change stick?
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Two Main Approaches
Two Main Approaches
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Two Main Approaches blueprint changes
blueprint changes
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Two Main Approaches blueprint changes
blueprint changes
a clear action plan
↓
a vision
implementation
rolling plan
monitoring the effect of interventions
taking corrective action (learning)
the validity: a matter of course
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Two Main Approaches emergent changes
emergent changes
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Two Main Approaches emergent changes
emergent changes
generally defined goals
a general direction of change
↓
a vision
implementation
an open approach
adaptations and revisions
double-loop learning
challenging assumptions to support the change plan
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Monitoring
Monitoring
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Monitoring
Hypotheses
cause and effect
(Kaplan, Kaplan, Norton, Norton, & Davenport, 2004)
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Monitoring
Hypotheses
undestandable
clear
measurable
(Kaplan et al., 2004)
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Monitoring
Monitoring: Questions
Are interventions being implemented as intended?
Are interventions producing the desired effect?
Is the change plan still valid?
(Hayes, 2014: 452–453)
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Monitoring
Problems
the braking factors
founding
deviations and deflections
external factors
(Van de Ven & Poole, 1995: 520)
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Measuring
Measuring
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Measuring
performance
balance scorecards
Financial measures
Customer-related measures
Internal business process measures:
Innovation and learning
(Kaplan, Kaplan, Norton, & Norton, 1996)
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Responses
Responses
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Responses
Change Management Indicator Model
(Hayes & Hyde, 2016: 2)
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Sustainability
Sustainability
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Sustainability
Definitions
static
dynamic
(Van de Ven & Poole, 1995: 520–521, 525)
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Sustainability
Issues
perception
implementation
timing, sequencing, and pacing
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Sustainability
Problems
Those who initiated the change move on
Accountability for development becomes diffused
Knowledge and experience of new practices is lost through turnover
Old habits are imported with recruits from less dynamic
organizations
The issues and pressures that triggered the change initiative are no
longer visible
New managers want to drive their own agenda
Powerful stakeholders are using counter-implementation tactics to
block progress
Pump-priming funds run out
Other priorities come on stream, diverting attention and resources
Staff at all levels suffer initiative fatigue and enthusiasm for change
falters.
((Buchanan, Fitzgerald, & Ketley, 2007) via (Hayes, 2014: 474))
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Sources
Buchanan, D. A., Fitzgerald, L., & Ketley, D. (2007). Sustaining change and avoiding containment: practice and
policy. The Sustainability and Spread of Organizational Change, 249–271.
Hayes, J. (2014). The theory and practice of change management. Palgrave MacMillan.
Hayes, J., & Hyde, P. (2016). The Change Management Indicator. Retrieved from http://peterhyde.co.uk/
wp-content/uploads/2013/09/The-Change-Management-Indicator.pdf
Kaplan, R. S., Kaplan, R. E., Norton, D. P., Norton, D. P., & Davenport, T. H. (2004). Strategy maps: Converting
intangible assets into tangible outcomes. Harvard Business Press.
Kaplan, R. S., Kaplan, R. S., Norton, D. P., & Norton, D. P. (1996). The balanced scorecard: translating strategy
into action. Harvard Business Press.
SARA32. (2020). Animals funny - stick with me... change is happen... Retrieved from
https://memegenerator.net/instance/82038386/
animals-funny-stick-with-me-change-is-happening
Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in organizations. Academy of
management review, 20(3). doi: 10.5465/amr.1995.9508080329
Young, A. (2020, Mar). People are sharing their ’quarantine routines’ i’ve gotta ask, is everyone doing okay?
Retrieved from https://awol.junkee.com/quarantine-routine-memes/83539