CHANGE MODEL -3: SYSTEMS APPROACH Concept :
An organization has many departments. But they are totally inter-
related and inter dependent to achieve the objectives of the organization.
Any decision by the top management may affect the internal and external factors in a significant way. Therefore the management should understand and anticipate the repercussions of the proposed change before implementing. For this purpose the organization should be
viewed as a single, unified, purposeful entity.
• WORKING:
• Systems theory tries to solve the problem by diagnosing them within the framework of inputs, transformation, outputs and feedback. • Eg: In an organization, the production department doing extremely well. But if the marketing dept. doesn’t anticipate changes in consumer tastes and work with the production dept. the performance will be hampered. • Thus the practical implications of systems theory for the managers are enormous. Therefore, they have to look at the system in its totality i.e; looking at the technical side, human side, and other internal and external factors influencing the system; and take a decision. • Thus they can maintain a good balance between the needs of the various parts of the enterprise and goals of the firm as a whole.
• LIMITATIONS:1. It is objective. Not influenced by catch phases like “One Best Way”, “Manager decides things for others”.
2. It does not attempt to identify situational differences and factors.
3. It tends to over emphasize oneness, coordination, and harmony
when organizations have natural, in-built conflicts.
SYSTEMS THEORY APPROACH
• CHANGE MODEL- 4: SEVEN STAGE MODEL
• Seven Stage Model is a modification of Lewins’ Three Stage model by Ronald Lippit, *Jeane Watson and Bruce westley. • It represents the consulting process . The following are stages involved: • Phase I- developing a need for change. • This corresponds to Lewins unfreezing phase. • Phase II- establishing a change relationship. • *Have a client system in need of help and a change agent from outside the system establish a working relatioship. • Phase III- Clarifying and diagnosing the client systems problems. • Phase IV- Examining alternative routes and goals; establishing goals and intentions of actions.
• Phase V- Transforming intentions into actual change efforts. • Phase 3, 4 & 5 correspond to Lewin’s moving phase. • Phase VI- Generalizing and stabilizing change. • This phase corresponds to Lewin’s Refreezing phase. • Phase 7- Achieving a terminal relationship, that is, terminating
the Client- Consultant relationship.
• In this context it is worthwhile to note Lewin’s statement, “To
break open the shell of complacency and self- righteousness it is sometimes necessary to bring about deliberately an emotional stir
up.” Kotler’s model supports this statement. It is a three – part
framework given below: 1. *Defrost the status -quo. 2. Take actions that bring about change.
3. Anchor the changes in the corporate culture.
• CHANGE MODEL 5: ADKAR MODEL
• The ADKAR model was developed by Prosei. • This model is for an individual change management. To develop
this Prosei collected inputs from 1000 organizations from 50
countries. • ADKAR signify the 5 building blocks for change to be realized
successfully on an individual level. They are;
Awareness - of why the change is needed. Desire - to support and participate in the change.
Knowledge - of how to change. Ability - to sustain the change.
The ADKAR model is depicted in a hexagon diagram:
• ADKAR is a goal oriented change management model. Change management teams focus their activities on specific business results.
• It is a tool for determining whether the change management
activities like communications and training had the desired effect (results) during organizational change. • Managers can use this model to identify gaps in change management process and provide coaching for employees.
doc_315228064.pptx
An organization has many departments. But they are totally inter-
related and inter dependent to achieve the objectives of the organization.
Any decision by the top management may affect the internal and external factors in a significant way. Therefore the management should understand and anticipate the repercussions of the proposed change before implementing. For this purpose the organization should be
viewed as a single, unified, purposeful entity.
• WORKING:
• Systems theory tries to solve the problem by diagnosing them within the framework of inputs, transformation, outputs and feedback. • Eg: In an organization, the production department doing extremely well. But if the marketing dept. doesn’t anticipate changes in consumer tastes and work with the production dept. the performance will be hampered. • Thus the practical implications of systems theory for the managers are enormous. Therefore, they have to look at the system in its totality i.e; looking at the technical side, human side, and other internal and external factors influencing the system; and take a decision. • Thus they can maintain a good balance between the needs of the various parts of the enterprise and goals of the firm as a whole.
• LIMITATIONS:1. It is objective. Not influenced by catch phases like “One Best Way”, “Manager decides things for others”.
2. It does not attempt to identify situational differences and factors.
3. It tends to over emphasize oneness, coordination, and harmony
when organizations have natural, in-built conflicts.
SYSTEMS THEORY APPROACH
• CHANGE MODEL- 4: SEVEN STAGE MODEL
• Seven Stage Model is a modification of Lewins’ Three Stage model by Ronald Lippit, *Jeane Watson and Bruce westley. • It represents the consulting process . The following are stages involved: • Phase I- developing a need for change. • This corresponds to Lewins unfreezing phase. • Phase II- establishing a change relationship. • *Have a client system in need of help and a change agent from outside the system establish a working relatioship. • Phase III- Clarifying and diagnosing the client systems problems. • Phase IV- Examining alternative routes and goals; establishing goals and intentions of actions.
• Phase V- Transforming intentions into actual change efforts. • Phase 3, 4 & 5 correspond to Lewin’s moving phase. • Phase VI- Generalizing and stabilizing change. • This phase corresponds to Lewin’s Refreezing phase. • Phase 7- Achieving a terminal relationship, that is, terminating
the Client- Consultant relationship.
• In this context it is worthwhile to note Lewin’s statement, “To
break open the shell of complacency and self- righteousness it is sometimes necessary to bring about deliberately an emotional stir
up.” Kotler’s model supports this statement. It is a three – part
framework given below: 1. *Defrost the status -quo. 2. Take actions that bring about change.
3. Anchor the changes in the corporate culture.
• CHANGE MODEL 5: ADKAR MODEL
• The ADKAR model was developed by Prosei. • This model is for an individual change management. To develop
this Prosei collected inputs from 1000 organizations from 50
countries. • ADKAR signify the 5 building blocks for change to be realized
successfully on an individual level. They are;
Awareness - of why the change is needed. Desire - to support and participate in the change.
Knowledge - of how to change. Ability - to sustain the change.
The ADKAR model is depicted in a hexagon diagram:
• ADKAR is a goal oriented change management model. Change management teams focus their activities on specific business results.
• It is a tool for determining whether the change management
activities like communications and training had the desired effect (results) during organizational change. • Managers can use this model to identify gaps in change management process and provide coaching for employees.
doc_315228064.pptx