Change leaders recognize the tension between getting

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Change leaders recognize the tension between getting on with it and changing directions. Change leaders understand the need to balance patience and impatience. Critical questions When considering Organization Change 1. What is the environment telling you prior to, at the beginning, during and following the implementation of the change? 2. Why is change needed? Who sees this need? 3. What is your purpose and agenda? 4. How will you implement and manage the change? 5. What have you learned about change and how can you remember it for the future? How can you pass on what you learned. 6. Once the change is completed, What comes next? 3
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Organizational Change Chapter 3 (part 1: pg. 61-80): Change Frameworks for Organizational Diagnosis "What to Change?" > Nadler & Tushman's Congruence Model (pg. 61-64) - provides an organizational framework ("Gap Analysis") to assist change agents in organizational analysis - balances the complexity needed for organizational analysis and the simplicity needed for action planning and communication - allows one to consider key components of any organization and sharpen one's understanding of how an organization works and how well it fits with its environment - focuses on difference between the present state and the desired future state > A Systems Approach to Organization Analysis (pg. 65) - Open Systems perspective based on assumptions that: they exchange info/material/energy with environments; represents a complex set of interrelationships; seeks equilibrium; events should not be viewed by Open Systems in isolation - helps practitioners to develop a rich appreciation for the current condition of an organization and the plausible alternatives and actions that could be considered for improvement > Major Components of N&T Congruence Model (pg. 66-71) - INPUT (The External Environment, History and Resources of Organization): factors that have an impact on the organization's ability to be effective and efficient - STRATEGY: SWOT analysis chooses an organizational strategy to implement and leads to the allocation of resources; change strategy is pivotal focus - TASKS: can be key success factors that organizations must execute to be successful or basic functions; assists to develop a specific gap analysis - DESIGNED STRUCTURE AND SYSTEMS: any formal structure/systems that management creates to produce desired outcomes; purpose of structure is to enable effective task performance while systems are the formal mechanisms that help organization accomplish tasks - INFORMAL ORGANIZATION: includes culture, norms, values, beliefs and managerial style; culture acts as control system by defining acceptable and unacceptable behaviors; recognize relationships that can block change - PEOPLE: performs the Tasks using the Structure and Systems; understanding individuals is significant in managing change situations; typically, certain key individuals care critical to success of organization - OUTPUT: products/services an organization provides to generate profitability or meet other goals; need to be defined and measured attentively - 3 assumptions by Nadler and Tushman 1. The system is dynamic 4
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2. Congruence ("fit') between components is critical in diagnosing the
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  • Spring '11
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  • Organizational Analysis

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