organizational change models a comparison

Organizational Change Models:

A Comparison

A Paper written by

Hargovind Adhikari

Student, TISS

Abstract

The world of business could not move at a faster pace than this. The change is

spearheaded by the phenomenon more commonly known as globalization. Globalization

has not just opened newer avenues for business but has also sensitized people towards

viewing process of change in a holistic perspective. Any fundamental change or shift in

the way businesses are conducted leads to a process of change. A process, which calls for

roping in all the agents and actors involved in it to achieve success. Over years the

business philosophies have changed and so have the ways in which businesses were

conducted in the past. This has led to change in the processes, procedures and evolution

of cultures across globe. As ever, culture has remained pivotal in facilitating the process

of change. Understanding the right ingredients of culture and leveraging on them to foster

change process is a sure formula for success, however, not too many organizations have

done it successfully in the past.

Even as we enter the 21st century and feel the need to adopt new business measures for

instituting efficient business practices, we walk into a world that brings along with it the

need to change, need to be flexible, open and receptive to the whole process of change.

In wake of this, the paper discusses various change models that have evolved over time.

These change models have been instrumental in successful implementation of change

processes across organizations; however, caution must be exercised with the use of

change models, as the line distinguishing one model of change from the other is

apparently very thin. The paper endeavors to use Van de Ven & Poole (1995) framework

to assess different models and clearly lists out the parameters that can be used for

analyzing and comparing various change models. The model has been mentioned in

details by “Weick and Quinn” in their book titled “organizational change and

development”.

The paper includes analysis of 15 change models each of it analyzed on different

parameters such as organization type that it suits the most, the factors facilitating and

necessitating change under various models, the strategy for change for different models

and finally the actors involved in the change process for the change models in question.

Table of Contents

Analyzing Change Models……………………………………………………………….04

Van de Ven & Poole (1995 Framework…………………………………………………05

List of Model discussed………………………………………………………………….06

Structural Inertia Model………………………………………………………………….07

Kurt Lewin’s Equilibrium Model………………………………………………………..07

System’s Approach………………………………………………………………………09

Open Systems Planning………………………………………………………………….10

Macro Process Model……………………………………………………………………11

Constant Adaptation Model……………………………………………………………...11

Kubler – Ross Model…………………………………………………………………….12

Gleicher’s formula……………………………………………………………………….14

ADKAR model…………………………………………………………………………..15

Change Management Continuum Model………………………………………………...17

John Kotter’s Transformation Process…………………………………………………...18

POMC Model…………………………………………………………………………….20

Transformational Leadership…………………………………………………………….22

Cultural Indicator Tree Model…………………………………………………………...23

Appreciative enquiry ……………………………………………………………………25

Challenges………………………………………………………………………………..26

Conclusion……………………………………………………………………………….27

Bibliography……………………………………………………………………………..27

Analyzing Change Models

The process of change is not only strategic-leader business but also a strategic manager’s

business. For that matter, it is the business of the individuals who make up the

organization. Although one can view an organizational chart and view the structure of a

large organization, in reality there are no large organizations, only groups of small

organizations where people work day in and day out to fulfill both organizational and

personal goals.

What does this mean for creating organizational change? The answer is that to create the

desired change to maintain the health of an organization, leaders and managers need to

recognize that real change begins and ends various and sundry workforce areas. Lead if

one has the ability to do so, but as a minimum, manage the organization with the insights

and knowledge needed to create an organizational reality that will serve both the external

community but also workers who make up the organization. Only then can the

organization make the journey toward its vision a fruitful one. What is change and what necessitates a change has been a matter of intense discussion

and debate over years. An important insight into understanding the need for change and

the guiding philosophy of change can be developed from the way management thought

evolved over a period of time. In different era we see different management philosophy

and thoughts guiding the business. The following diagram is an apt representation of the

same. It tells us what has turned the wheel of change and what has been the guiding force

for the process of change from time to time.

Figure - 1

EVOLUTION OF MANAGEMENT THOUGHT

The assignment is aimed at analyzing the various change models proposed by different

experts at different times. It also attempts to critically analyze and compare the models on

various parameters such as;

1. Organizational Context

2. Factor necessitating change

3. Strategy for Change

4. Actors involvement

A good way to analyze and compare all these models would be to assess them in light of

a solid framework. The framework that we will use for analyzing the various models is

presented below.

Figure - 2

The framework finds its genesis in typology crafted by Van de Ven & Poole (1995).

They induced four basic process theories of change, each characterized by a different

event sequence and generative mechanism:

1. Developmental: Life cycle theories have an event sequence of start-up, grow,

harvest, terminate and start-up. They have a generative mechanism of an

immanent program or regulation.

2. Rational: Teleological theories have an event sequence of envision/set goals,

implement goals, dissatisfaction, search/interact, and envision/set goals. They

have a generative mechanism of purposeful enactment and social construction.

3. Political: Dialectical theory has an event sequence of thesis/antithesis, conflict,

synthesis, and thesis/antithesis. It has a generative mechanism of pluralism,

confrontation, and conflict.

4. Evolutionary: Evolutionary theory has an event sequence of variation, selection,

retention, and variation. It has a generative mechanism of competitive selection

and resource scarcity.

These four motors are classified along two dimensions:

(a) The unit of change, which depicts whether the process focuses on the development of

a single organizational entity (life cycle, teleological) or on interactions between two or

more entities (evolution, dialectic) and

(b) The mode of change, which depicts whether the sequence of change events is

prescribed by deterministic laws and produces first-order change (life cycle, evolution) or

whether the sequence is constructed, emerges as the process unfolds, and generates novel

second-order change (dialectic, teleology).

Within these motors, the change models can be assessed on different parameters such as:

• Organizational Context

• Factor necessitating Change

• Strategy for change

• Actors involvement

Let us now analyze different change models in terms of these various aspects

1. Structural Inertia Model

2. Kurt Lewin’s Equilibrium Model

3. System’s Approach

4. Open Systems Planning

5. Macro Process Model

6. Constant Adaptation Model

7. Kubler – Ross Model

8. Gleicher’s formula

9. ADKAR model

10. Change Management Continuum Model

11. John Kotter’s Transformation Process

12. POMC Model

13. Transformational Leadership

14. Cultural Indicator Tree Model

15. Appreciative enquiry

1. Structural Inertia Model

Developed by Hannan and Freeman in 1984

Organization

In terms of organization the model primarily refers to the “Oriented social constructs”.

In case of oriented social constructs the process of change is made difficult by the

inherent inertia associated with the structure. The older the organization the stronger is

the inertia.

Factors necessitating Change

Factors that necessitate change as per this model include both internal as well as external

factors.

Strategy for Change

The strategy for change as suggested by this model involves looking at two aspects viz;

a. The rate of undertaking structural change

b. The probability of succeeding in implementing change

The first factor is faster for a small sized organization while for a larger organization the

pace may be sluggish. However, the second factor for small organization is debatable as

per the model. In all the impact of size of organization is not clear on the rate at which

organization would want to change and the rate at which it would want to go back to its

original state assuming that it doesn’t die at the end of the process.

So the strategy for change includes creating necessary pace in undertaking change

process by weighing the organizational capabilities Vs Inertia.

Actors Involvement

This kind of change process would need to fight the inertia of the organization primarily

at the top; however, the effect can be observed even at middle and lower levels to some

extent. The larger the organization the stronger is the inertia and therefore, in such cases

the change needs to be implemented through “Extensive Involvement”.

2. Kurt Lewin’s Equilibrium model

Sociologist Kurt Lewin developed a 'force field analysis' model (1951), which describes

any current level of performance or being as a state of equilibrium between the driving

forces that encourage upward movement and the restraining forces that discourage it.

Essentially this means that a current equilibrium exists because the forces acting for

change are balanced by the forces acting against change.

The driving forces are (usually) positive, reasonable, logical, conscious and economic.

The restraining forces are (usually) negative, emotional, illogical, unconscious and social/psychological. Both sets of forces are very real and need to be taken into account when dealing with

change, or managing change, or reacting to change.

Organization

Applicable to all the organizations except the ones operating in a highly unstable

environment since in such a case the refreezing will not happen and if forced it may force

the organization out of business.

So it is applicable to “Oriented social constructs”, “Developing social construct” and

“pluralistic social construct” (Moderately unstable). Largely, the context of organization

should be static.

Factors necessitating change

Here the factors responsible for embracing change include “driving forces” which may

be an outcome of progressive nature of business, external environment and other business

decisions.

Strategy for change Strategy for change includes three steps as given below

Figure – 3

a. Unfreezing – reducing strength of forces, which maintain current equilibrium.

b. Moving – developing new organizational values, attitudes and behaviors to help

move the organization on.

c. Refreezing – stabilizing after the changes have been made so that there’s a new

equilibrium.

Actors Involvement

The restraining forces may be present anywhere in the organizational set up; however, the

area of concern would be the top management because though, the restraining forces at

Unfreezing Changing Refreezing

lower level may be apparent they may not be instrumental in preventing the change from

happening. So the actors here would be the top management with involvement from

layers of middle and lower management.

3. System’s Approach Model

Organization

The model is best suited for organizations, which are static; however, the external

environment may impact. The organizations perceive businesses to be a system, which

processes the inputs to deliver outputs.

So it is applicable to “Oriented social constructs”


Factors necessitating change include:

• Impact of external environment

• Substantial interdependence between sub-systems

• Any change in the inputs to the system

In case there is substantial interdependence between sub-systems there tends to be some

friction leading to organizational inefficiencies. In wake of this, it becomes imperative to

overcome such friction.

Strategy for change

Strategy for change includes three steps as given below

Figure – 4

Here the change agent carefully studies the system and acts in order to change the state of

the system and once, the change is achieved the next step is to reach the state of

equilibrium again.

Actors Involvement

If we look at the factors here, we realize that necessity of change arising on account of

change in external environment is to be acted upon by the top management. However, if

we look at the sub-system interdependence then we realize that the change is to be acted

upon at sub-system level too which calls for extensive participation. So we need

interactive sub-systems, top management support and extensive participation at all

operative levels to bring about change as per this model.

System Analysis Act of Change Equilibrium

4. Open System’s Planning Model

Organization

The model is best suited for organizations, which are dynamic, and “breathing” through

transport mechanism, which are closely linked to external environment and where

Transport mechanisms are developed to bring organization closer to environment.

Figure - 5

So it is applicable to “Oriented social constructs”, “Pluralistic social construct” &

“Unstable system”


The single most important factor necessitating change in this model is the “external

turbulence” i.e., rapid changes in the external environment.

Example

The world of technology has always been unstable in favour of the consumers. The

technologies change rapidly. In the process, the end users benefit from new features and

enhanced convenience, however, imagine the turbulence within these organizations

involved in developing such technologies amidst cutthroat competition. The recent trend

in the field of technology is intellectual exchange of knowledge where companies see

themselves as open systems ready to learn through mutual exchange of information.

Strategy for change

Strategy for change is driven purely by competition and external environment. The

change implementation is rapid and is facilitated to percolate down to the lowest level.

Environment

Active, adaptive, planning

Puzzle Learning System

Transport Mechanism

Actors Involvement

Extensive Participation: Employees involved in change via planning process.

5. Macro Process Model

Organization

The model is best suited for organizations, which are dynamic & closely linked to external

environment through customers & Suppliers.

So it is applicable to all such organization as mentioned in above model, however, here

the process of change and underlying perspective is different as we discuss later.


The single most important factor necessitating change in this model is the “external

turbulence” i.e., rapid changes in the external environment.

Strategy for change

Strategy for change is driven purely by competition and external environment. The key

elements of strategy include:

• Create a “Continuous improvement mindset”

• Focus on Macro processes across organizations

• Focus on measurement and data.

Actors Involvement

Extensive Participation: Employee body involved in change via measurement data

6. Constant Adaptation Model

Organization

The model is best suited for organizations, which are dynamic and respond quickly,

organizations, which are linked to external environment through a very thin membrane,

which believe in proactive change and do not look for achieving equilibrium. This is

highly relevant to informal organizations, which have simple processes, few policies and

procedures.

Most Suited to “Pluralistic Social Construct” & “Unstable Social Construct”.

Figure - 6


The single most important factor necessitating change in this model is the “high external

turbulence” i.e., very rapid changes in the external environment.

Strategy for change



• Encourage employees to initiate change

• Reward management philosophy appreciates and rewards change initiatives

• All employees constantly implement change.

Actors Involvement

Extensive Participation: All employees participate in the change implementation. Also,

various sub-systems need to embrace the positive change.

7. Kubler – Ross Model

Organization

Elizabeth Kubler-Ross developed a model of personal change after spending time

analyzing the emotional responses to grief by terminally ill patients. The model identifies

the human emotional response to change over time that includes denial, anger,

bargaining, depression and acceptance.

Example:

The model has been tried and tested across the globe for handling human emotional

response to change processes varying from introduction of ERP package in the US army

to change arising from implementation of quality initiatives across organizations.

Simple Processes

Focused Outward

Thin Membrane

In essence the model is effective for handling human emotional response to change in

“Oriented Social Construct”


The various factors leading to change process as per this model include instances of

personal trauma, grief and grieving, associated with death and dying

Strategy for change

Emotional Response Response Suggestion to Overcome

Problem has corrected itself

and it will be over soon

Review business case

Exhibit apathy and

numbness

Emphasize that the

change will happen

Denial

Rationalize change away Allow time for change to

sink in

Sabotage the change effort Acknowledge legitimacy

of anger

Play Shoot the messenger Distinguish between

feelings and inappropriate

behavior

Anger Withdraw from the team Redirect the blame from

the change agent to the

real reason necessitating

the change (goals of the

organization/business

case)

Cut a deal to spare them

Focus on how the

individual or their area

will benefit from the

change

Bargaining

Suggest other concerns to

redirect problem solving

Keep problem solving

focused on the root cause

Express a loss of control

over the work environment

Provide a series of

specific next steps and

follow-up frequently

Depression

Increase in absenteeism Reinforce positive actions

the individual takes

Express ownership for

solutions

Use the individual as a

coach or mentor for

others

Acceptance

Focus on achieving benefits Provide recognition for

their efforts

Table - 1

Two very important factors in handling the process of change are “Counselling” &

“Compassionate Support”

Actors Involvement:

In a change process involving various sub-systems of the organization, the most

important factor is the interaction amongst sub-systems. Besides, the change actors also

include Top Management & various interest groups with in the organization.

8. Gleicher’s formula

As per Gleicher’s formula:

If the product of dissatisfaction with existing practice, Vision of new practice & Initial

steps taken to address the initiative is greater than the resistance to change then the

likelihood of success of any change process is very high.

Organization

Applicable to any organizations of the type “Oriented Social Construct”, “Developing

Social Construct”, “Pluralistic Social Construct” & even “Unstable Systems”

Example:

A brilliant example of this particular change model was its use by the North Coast

Department of community services for developing a smoke free policy.

Factors Necessitating Change

Leading change factor is “a feeling of dissatisfaction” and a “sense of urgency”. These

may further be a consequence of inefficiencies observed in existing processes or the need

to adapt or change as per the existing business environment. Success of the change

process, however, depends a lot on other two factors as mentioned in the introduction of

this change model.

Strategy for change

Strategy for change is driven purely by nature of change needed. The key elements of

strategy include:

• Identifying the sense of urgency

• Prepare the vision for the future

• Involve actors for launching initial steps

Actors Involvement

Clearly, the change in this case has to be spearheaded by the top management where not

only the vision is crystal clear but also the draft for first few steps to move towards a

changed regime is ready for implementation.

9. ADKAR model

ADKAR is a goal-oriented change management model that allows change management

teams to focus their activities on specific business results. The model was initially used

as a tool for determining if change management activities like communications and

training were having the desired results during organizational change. The model has its

origins in aligning traditional change management activities to a given result or goal.

For example, Awareness of the business reasons for change is a goal of early

communications related to a business change. Desire to engage and participate in the

change is the goal of sponsorship and resistance management. Knowledge about how to

change is the goal of training and coaching. By identifying the required outcomes or

goals of change management, ADKAR becomes a useful framework for change

management teams in the planning and execution of their work.

Five elements of ADKAR are depicted in the diagram below:

Figure - 7

The power of the ADKAR model is that it creates focus on the first element that is the

root cause of failure. When we approach change using this model, we can immediately

identify where the process is breaking down and which elements are being overlooked.

This avoids generic conversations about the change that rarely produce actionable steps.

This results-oriented approach helps focus energy on the area that will produce the

highest probability for success.

ADKAR can help us plan effectively for a new change or diagnose why a current change

is failing. In some cases, corrective action can be taken and the change successfully

implemented.

Organization

Applicable to organizations of the type “Oriented Social Construct”, “Developing Social

Construct”, “Pluralistic Social Construct”

Example:

Changing a child's behavior

Children first need to know what they are doing is wrong. This awareness often comes

when an upset parent tells the child he is doing something wrong. Simply knowing it is

wrong, however, will not stop most children. Their natural inclination is to test the

boundaries and push the limits. Consequences, either positive or negative, are usually

required. These consequences impact the child's desire to change. However, the process

cannot stop here. Given proper motivation to change, children need a role model to

understand what the proper behavior looks like. They need examples so they can obtain

the knowledge of what the correct behavior is. Next, they need practice in order to obtain

the fourth result of ADKAR, ability. Few children can change immediately; it is an

ongoing process requiring them to develop new skills and habits. They need time to

develop the ability to act in a new way. Finally, children need reinforcement to keep the

good behavior going. This may be in the form of positive encouragement or other types

of rewards.


Factors necessitating change include need to adapt to environment, Natural progression in

the business & turbulence (Confrontation).

Strategy for change



• Diagnose employee resistance to change

• Help employees transition through the change process

• Create a successful action plan for personal and professional advancement during

change

• Develop a change management plan for your employees

Actors Involvement

People at different levels in the organization can implement change. The actor

involvement depends on the nature and level at which the change process is undertaken.

So starting from top management the change actors may be Managers and supervisors in

the organization.

10. Change Management Continuum Model

Building commitment is an essential part of any transformation initiative. However, most

organizations involved in large-scale change have not taken the time to understand what

commitment is, what must be done to prepare for it, how it is developed, and how it can

be lost. The “Change Management Continuum” model provides a cognitive map of how

commitment is generated. The model consists of three developmental phases, Inform,

Educate and Commit, and several progressive commitment stages in each phase. Each

stage represented contains critical junctures where commitment to change can be

threatened or advanced.

Figure - 8

Organization



Example:




Leading change factor is “a feeling of dissatisfaction” and a “sense of urgency”. These

may further be a consequence of inefficiencies observed in existing processes or the need

to adapt or change as per the existing business environment. Success of the change

process, however, depends a lot on other two factors as mentioned in the introduction of

this change model.

Strategy for change

Strategy for change includes three developmental phases viz:

• Inform Phase: This phase forms the foundation for later development of support

for the change. It prepares people for changing their behavior. It consists mainly

of making people aware of change and why it is occurring.

• Educate Phase: This phase marks a passage into an understanding of what the

change means for them. This enables people to begin making decisions about

whether to accept or reject the change. During this phase, the stakeholders begin

to understand how the change will directly impact them and their routines; and, it

will be necessary to present information about the change that promotes a positive

perception.

• Commit Phase: The change is implemented during this phase. Everything up to

this point has been preparation for the change. During this phase the change is

acted upon and becomes part of everyday life for the stakeholders.

Actors Involvement

Process managers or process owners of various change exercises can be the actors here.

This may vary across different levels of management. Depending upon who has been

assigned the charge of the activity, the actors may vary from one level to another.

11. John Kotter’s Transformation Process

John Kotter says that the change process takes time and goes through several different

phases in a successful change effort and that a mistake made during any phase of the

change effort can have a negative impact on the organization.

Kotter’s model is useful for ERP and CPI programs to understand that the change process

takes time and is not something that happens overnight. It is essential for program

managers to understand that the steps needed to support any transformation initiative take

place during all phase of an ERP or CBPI program.

Organization

It is applicable to any organization of the type “Oriented Social Construct”, “Developing

Social Construct”, “Pluralistic Social Construct”. This may not suit well to the

organizations, which need to change very rapidly since as per Kotter the process of

change takes long time. It is a methodical process and failure at any step will send the

organization back to the point from where it started.


Any organizational change activity/process, which may arise from business needs such as

implementing new technology that takes month at a stretch for, roll out. Subsequent

handling of change can be made effective though the use of this change model.

Strategy for change

Strategy for change includes following eight steps:

1. Increase urgency

• Examine market and competitive realities

• Identify and discuss crisis, potential crisis, or major opportunities

• Provide evidence from outside the organization that change is necessary

2. Build the Guiding Team

• Assemble a group with enough power to lead the change effort

• Attract key change leaders by showing enthusiasm and commitment

• Encourage the group to work together as a team

3. Get the Vision Right

• Create a vision to help direct the change effort

• Develop strategies for achieving that vision

4. Communicate for Buy-in

• Use every vehicle possible to communicate the new vision and strategies

• Keep communication simple and heartfelt

• Teach new behaviors by the example of the guiding coalition

5. Empowering Action

• Get rid of obstacles to the change

• Change systems or structures that seriously undermine the vision

• Encourage risk-taking and non-traditional ideas, activities, and actions

6. Create short-term wins

• Plan for visible performance improvements

• Create those improvements

• Recognize and reward personnel involved in the improvements

7. Do Not Let Up

• Plan for visible performance improvements

• Create those improvements

• Recognize and reward personnel involved in the improvements

8. Make Change Stick

• Articulate the connections between the new behaviors and corporate success

• Develop the means to ensure leadership development and succession

Actors Involvement

Process managers or process owners of various change exercises can be the actors here.

This may vary across different levels of management. Depending upon who has been

assigned the charge of the activity, the actors may vary from one level to another.

12. POMC Model

POMC model has evolved from Henry Fayol’s, a 19th century French mining engineer,

experience searching for the factors that contribute to an organization’s success.

Figure - 9

The POMC model provides a process to help any organization focus its energy on a

common goal. This model is relevant because it provides a framework for change

management initiatives to support an organization’s vision and strategy.

Organization




Change factors are more based out of the rationale business approach. Factors aimed at

weeding out inefficiencies and promoting the effectiveness organizations can well be the

leading agents to catalyze the process.

Strategy for change

Strategy for change includes four different phases viz.:

• Planning – Setting the organizations goals and deciding how to best achieve

them.

• Organizing – Determining how best to group activities and resources, including

staffing.

• Motivating – Motivating members to work in the best interest of the

organization.

• Controlling – Monitoring and correcting ongoing activities to facilitate goal

attainment.

Actors Involvement

There is some confusion as to what management level performs which functions. The

answer is that each level performs all the functions, not at equal levels of effort, but rather

at the level of specificity that matches its level in the organization. Figure 4 provides a

clear understanding of this situation as it depicts the amount of emphasis that is usually

placed on each management function by the various levels of management (Rue and

Byars). Caution should be taken at each level of management to preclude constraining the

flexibility needed by subordinate managers. Managers at every level in an organization

need a certain amount of flexibility in order to allow them to react to situations that may

demand some creative problem solving solutions.

Figure - 10

Relative Amount of Emphasis Placed on Each Function of Management

13. Transformational Leadership

The Transformational leader strives to achieve a true consensus in aligning individual and

organizational interests. In true consensus, the interests of all are fully considered, but the

final decision reached may fail to please everyone completely. The decision is accepted

as the best under the circumstances even if it means some individual members’ interests

may have to be sacrificed.

Organization

Organizations of the future will be created and built based on "mass customization"

(geared towards the shifting and unique needs of the marketplace) rather than "mass

production" (utilizing economies of scale). This will require greater amounts of customer,

vendor and employee collaboration, rather than marketplace competition and

territoriality. Applicable to any organizations of the type “Oriented Social Construct”,

“Developing Social Construct”, “Pluralistic Social Construct” & even “Unstable

Systems”

Example:




Important factors leading to change in case of transformational leadership involve “crisis

management”, “need for incremental improvement”, “need for creating new

organizational capabilities” etc. There can be other factors as well but these are the

primary factors that demand the use of transformational leadership change model.

Strategy for change

Strategy for change includes following steps/measures:

• First is idealized influence. Genuine trust must be built between leaders and

followers. “If the leadership is truly transformational, its charisma or idealized

influence is characterized by high moral and ethical standards.” Trust for both

leader and follower is built on a solid moral and ethical foundation.

• The second component is inspirational motivation. “Transformational

leadership’s inspirational motivation provides followers with challenges and

meaning for engaging in shared goals and undertakings.” The leader’s appeal to

what is right and needs to be done provides the impetus for all to move forward.

• Next, is intellectual stimulation, “intellectual stimulation helps followers to

question assumptions and to generate more creative solutions to problems”. The

leader’s vision provides the framework for followers to see how they connect to

the leader, the organization, each other, and the goal. Once they have this big

picture view and are allowed freedom from convention they can creatively

overcome any obstacles in the way of the mission.

• Lastly, is individual consideration, “individual consideration treats each

follower as an individual and provides coaching, mentoring and growth

opportunities.” This approach not only educates the next generation of leaders,

but also fulfills the individuals’ need for self-actualization, self-fulfillment, and

self-worth. It also naturally propels followers to further achievement and growth.

Actors Involvement

Top management in the initial phase and the process heads to kick start the change. The

process, as it moves further, will call for extensive participation.

14. Cultural Indicator Tree Model

An important aspect of undertaking a change management initiative is to have a clear

understanding of an organization’s culture. Culture can be defined as “the way people do

things around workplace,” the unwritten rules of what constitutes intelligent behavior in

any organization.

A framework to understand an organization’s cultural indicators is outlined in the

Cultural Indicator Tree Model. The leaves provide a visible indicator of an organization’s

culture. The trunk and branches indicate the unwritten expectations, values and norms of

an organization. The roots are an organization’s core beliefs and commonly held

assumptions.

The Cultural Indicator Tree Model provides a reference for program managers to identify

organization’s cultural indicators and how indicators can be leveraged to build support

for any change program.

Figure - 11

Cultural Indicators Description

Rites, rituals,

ceremonies

Elaborate formalized activities that dramatically

communicate a cultural expression of the organization

(orientation, promotion, celebration, reward, retirement).

Stories, legends, heroes

A narrative description of a wonderful historical event –

embellished with fictional details – that describes the

actions taken by an organizational member dramatizing a

fundamental philosophy of the organization

Rules, policies, and

slogans

Formal written statements of organizational philosophy

authorized by organizational leaders and intended to

summarize and guide the activities and decisions of the

members of the organization.

Language and

behaviors

The common and consistent utterances and actions taken by

organizational members that serve as actual expressions of

the organizational cultures (customers come first, never

volunteer, image is everything)

Control systems

The means by which members of the organization are

monitored and controlled in the performance of their jobs

give insight into the culture. What actions are rewarded?

Which are sanctioned? How tight is the control? What

mechanisms are used?

Symbols and artifacts

The physical setting, arrangements, and objects in view can

signify status, cultural philosophy, and organizational

values. Where does the real work take place? How are

people arranged? How much space is provided? What

messages do objects on wall convey?

Table – 2

Organization

Any change program’s success has its roots deeply embedded in the culture of the

organization. The organizational culture may differ and vastly vary from one

organizational context to another but at the end of the day, it remains pivotal in ensuring

the successful implementation of the change program. Applicable to any organizations of

the type “Oriented Social Construct”, “Developing Social Construct”, “Pluralistic

Social Construct” & even “Unstable Systems”, since culture is inherent to all these

organizations.



the business, turbulence (Confrontation) & Disruption/Mutation.

Strategy for change

• Identify various core beliefs, values and other aspects on which the culture is

hinged.

• Identify the various cultural anchors within the organizations in form of people

who have strongly demonstrated such cultural trains as fostered by the

organization

• Use the right tools and tackles to create awareness and deliver strong messages

foster change process through the identified anchors.

• Follow up the delivered messages regularly for reinforcement.

Actors Involvement

Actors include top management, interest groups & various interactive sub-systems.

15. Appreciative Enquiry

Appreciative Inquiry is about the co-evolutionary search for the best in people, their

organizations, and the relevant world around them. In its broadest focus, it involves

systematic discovery of what gives “life” to a living system when it is most alive, most

effective, and most constructively capable in economic, ecological, and human terms. AI

involves, in a central way, the art and practice of asking questions that strengthen a

system’s capacity to apprehend, anticipate, and heighten positive potential. It centrally

involves the mobilization of inquiry through the crafting of the “unconditional positive

question” often-involving hundreds or sometimes thousands of people. In AI the arduous

task of intervention gives way to the speed of imagination and innovation; instead of

negation, criticism, and spiraling diagnosis, there is discovery, dream, and design. AI

seeks, fundamentally, to build a constructive union between a whole people and the

massive entirety of what people talk about as past and present capacities: achievements,

assets, unexplored potentials, innovations, strengths, elevated thoughts, opportunities,

benchmarks, high point moments, lived values, traditions, strategic competencies, stories,

expressions of wisdom, insights into the deeper corporate spirit or soul-- and visions of

valued and possible futures. Taking all of these together as a gestalt, AI deliberately, in

everything it does, seeks to work from accounts of this “positive change core”—and it

assumes that every living system has many untapped and rich and inspiring accounts of

the positive. Link the energy of this core directly to any change agenda and changes

never thought possible are suddenly and democratically mobilized.

Organization

Appreciative enquiry begins a process, which may vary in duration depending upon the

nature of the change required. The process may be a long drawn process in certain

cases. Applicable to any organizations of the type “Oriented Social Construct”,

“Developing Social Construct & “Pluralistic Social Construct”.



the business, turbulence (Confrontation).

Strategy for change

• Discovery—mobilizing a whole system inquiry into the positive change core;

• Dream—creating a clear results-oriented vision in relation to discovered potential

and in relation to questions of higher purpose, i.e., “What is the world calling us to

become?”

• Design—creating possibility propositions of the ideal organization, an organization

design which people feel is capable of magnifying or eclipsing the positive core and

realizing the articulated new dream; and

• Destiny—strengthening the affirmative capability of the whole system enabling it to

build hope and momentum around a deep purpose and creating processes for learning,

adjustment, and improvisation like a jazz group over time

Actors Involvement

Actors include change consultant, top management, interest groups & various interactive

sub-systems.

Challenges

Metrics - How to accurately measure and track costs and benefits associated with

change?

• “How can I put financial values to organizational change management so that it is

seen as a priority?”

• “How do I weigh long term benefits of employee awards versus short term

expenses?”

• Identifying impact of process changes throughout the organization

• Weighing long term benefits of employee awards against near term expenses

• Putting financial value to organizational change management

• Creating a compelling business case for the change. How do you create a need so

people are not comfortable simply sticking with the status quo?

• What types of change create sustainable and measurable success over the long haul?

Conclusion

To be sure change processes begin an adventure. The urge and call to adventure has been

sounded by many people and many organizations, and it will take many more to fully

explore the vast vistas that are now appearing on the horizon. As said at the outset we

believe we are infants when it comes to our understanding of processes of knowing and

social construction. Yet we are increasingly clear the world is ready to leap beyond

methodologies of deficit based changes and enter a domain that is life-centric. Change

model, whichever, would be successful only when people see the best in one another,

when they share their dreams and ultimate concerns in affirming ways, and when they are

connected in full voice to create not just new worlds but better worlds.

Bibliography

1. Weick and Quinn : Organizational change and development

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6. http://www.elisabethkublerross.com/

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Murphy, Ph.D.

8. http://www.army.mil/

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organizational change models a comparison

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