BA 4226Managing Organizational Change

Diagnosis for change

Instructor: Çağrı Topal1

Diagnostic tools and imagesDirector: evaluating relationships

between different change variablesNavigator: mapping the environmentCaretaker: obtaining some insights

about the environmentCoach: developing the competencies

neededInterpreter: understanding different

perspectives and frameworks of stakeholders

Nurturer: not using such tools 2

ModelsImplicit• Providing insights based on experience• Based on limited experience• Not known to others

Explicit• Transforming complexity into simplicity• Identifying most important activities• Constituting a common language• Providing guidance for change 3

Six-box organizational model (w)PurposesStructureRewardsHelpful mechanismsRelationshipsLeadership

4

7-S framework (w)StructureStrategySystemsStyleStaffSkillsSuperordinate goals

5

Star model (w)StrategyStructureProcesses and lateral capabilityRewards systemsPeople practices

6

Congruence model (w)

TaskIndividualsFormal organizational arrangementsInformal organization

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Burke-Litwin model (w)EnvironmentMission and strategyLeadershipOrganizational cultureStructureManagement practicesSystems (policies and procedures)Work unit climateTask requirements and individual

skills/abilitiesMotivationIndividual needs and valuesIndividual and organizational

performance8

Four-frame model (w)Structural frameHuman resource framePolitical frameSymbolic frame

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Diagnosis by image (w)

Describing the organization with an image

Discussing the details of the image

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PESTEL framework (c)

External environment• Political factors• Economic factors• Social factors• Technological factors• Environmental factors• Legal factors

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Scenario analysis (c)

Creating future scenariosDeveloping different assumptionsDetermining change needs in each

scenario

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Gap analysis (c)

Where are we now?Where do we want to get to?How can we get there?

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Elements of strategy (c)

ArenasVehiclesDifferentiatorsStagingEconomic logic

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Strategic inventory (c)

Identifying managers’ assumptions and beliefs about the environment

Identifying inconsistencies between managers’ assumptions and actual environmental variables

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Newsflash exercise (c)

Gathering the specific views of managers on change

Avoiding categorization of managers’ views

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Cultural web (c)

ParadigmRituals and routinesStoriesSymbolsControl systemsPower structuresOrganizational structure

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Structural dilemmas (c)

Differentiation vs. integrationGap vs. overlapUnderuse vs. overloadLack of clarity vs. lack of creativityExcessive autonomy vs. excessive

interdependenceToo loose vs. too tight

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Boundaryless organization (c)Factors• Speed• Flexibility• Integration• Innovation

Boundaries• Vertical• Horizontal• External•Geographic

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Stakeholder analysis (r)Identify stakeholdersAssess each stakeholder’s capacityCheck each stakeholder’s track

recordAssess each stakeholder’s interestIdentify interested and influential

stakeholdersFind out each stakeholder’s role

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Force-field analysis (r)Define the problemDetermine the restraining forcesDetermine the driving forcesIdentify possible outcomes

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