MBA 755 – Reflections on Module 4 Concepts.

MBA 755 – Reflections on Module 4 Concepts.
Which of the change models you were introduced to seems to make sense to you? Why?

Actually all of the change models make sense and have their proper application. The power-coercive works to get the ball rolling or is necessary for strong resistance to change. But the leader must be at the for-front of this change model. Based on my evaluation of Jack Welch in our readings - he used the power-coercive to get people off their asses. This always needs to have parallel models of normative-reeducation and rational-empirical strategies that support the main intent of the change. Once you have gotten through to people the normative-reeducation is the best way to improve the intelligence and knowledge of the workforce. This will also facilitate the collaboration of people and the development of cross-functional teams. Then based on the fact that majority of people (men specifically) will look to reasoning and logic to rationalize the change will require rational-empirical strategies.

So in summary all of the change models are needed, it just depends how one uses them for organizational change. Different people, even connected in team, need different messages and "handling" of their emotions/feelings. A leader will probably need to use all three of the major organizational changes, but the long-term cultural changes will reflect the efforts of the education strategy.

What criteria seem to be particularly appropriate for use in selecting an option for organizational renewal?

The leader will have to evaluate themselves and the impacted workforce. Renewal and change must start at the very top of the organization. The CEO/COO etc must lead the change efforts and believe in it. They also must evaluate the resistance from their direct reports and ensure their efforts filter their intent of change downstream.

The main criteria that deems one change strategy above another depends on the degree of complacency and strengthen of the workforce. The more power-coercive strategies that have been used through the years will impede the use of reeducation strategies.

How could your choice of criteria vary if the organization was a non-profit?

I already basically answered this - the degree of complacency and unmotivated workers will require the a strong use of the power-coercive strategies in order to shake the years of complacency out of demotivational process. The problem is that most of these organizations are not required to execute,so they cling to the reeducation strategies that cuddle the incompetent and do not challenge the "doers" and this is a mistake. You will never educate a "nondoer" into a "doer" by logic, rationalisation, or education. They will allows require the power-coercive aspect to force them to perform to their abilities.

A unit of government?
same
A for-profit enterprise?

This largely depends on the cultural of the organization. Some large for-profit organizations become very similar to government or non-profit organizations. This is where rewards systems that reward competencies and not politics become powerful for an organization. To attract top talent and keep them, they must be challenged and rewarded for their sacrifices or the consequences will be dramatic. Most companies do not plan for lost of talent.

In what ways does the renewal stage apply to a project instead of an organization?

This applies in numerous ways that have been explored previously. Yes, it depends very much on the project. The organization cultural depends on the possible renewal stage as a whole. But is we believe that renewal comes from the innovative and creative minds of a company or just the ones that are open minded - then departments largely impacted by the change may adversely challenge the need for change.

The major intent of all these change strategies should be to maximize the execution of change with minimal impact on the workforce. Open communication and a free flow of information should be facilitated and supported by the leaders of the company.

What are some other ways to make the renewal option choice other than by comparison against pre-selected criteria?

This is use of the normative-reeducation strategies, which is slow. This may also be a sign of denial by the management and need for a change at the top.

Under what conditions may these ways be preferable?

The conditions usually occur in the mature stage and before renewal strategies are necessary. Since these conditions take years to correct and may have been addressed through strong and proactive succession plans, then these approaches would be advisable - but this is usually not the case.

What traps await the renewal option decision maker?

Uncertainties in life and human responses are the major traps that await the champions of renewal options. The main traps are getting sucked into the complacency of the "crowd' and not focusing in on the necessity of execution of the renewal strategy.

How does the process of making renewal options apply to your own life?
We are always in the reframing strategy, trying to reinvent ourselves into new relationships and environments. Even though the most rewarding renewal is transformational - the transformational is the most difficult and challenging of all the renewal options. This is partly due to the fact that transformational change takes on a difficult journey of re-inventing oneself and not just changing for change sake. Change is truly not change, but only doing things differently and achieving the overall same results. This is why companies think that the flavor of the month will change the organizational culture - and it does not - change for the sake of change never works - you must really embrace the change as transformational and forsake all superstitions and previous beliefs.