WEEK 18

“There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.”

-   Machiavelli, The Prince

How can using change kaleidoscope and Force-field analysis help an organization to deliver its intended strategy?

Everyone considers change to be one of the most critical traits of effective management as change refers to the process of coping up with the moving on of the present context to a desired and a completely new state that is thought b an individual, group or an organization resulted from internal or external environmental factors that encourages to alter the present context realities.

When one is seen as a skilled person who is good at creating, acquiring and transferring knowledge to reflect new knowledge and insights, then that person is able to manage the change process properly. Sometimes Both these analytical tools help to measure change and how well does the change happen. Sometimes, the change might be assisted through these tools and sometimes they will repel or resist change. (fchs.ac.ae, 2013)

Change kaleidoscope

Developed in 2002 by Hope Hailey and Balogun, the change kaleidoscope is a better, more comprehensive type of a tool that allows people and organizations view the environment and organization from a very different and strategic perspective but contextualized by the organization, the surrounding of that particular firm as well as its people so as to mention but a few perspectives. It significantly helps to increase the potential of a change program to become successful and a hit by reducing risks that are associated with any change program in the project. (Toolan T., 2013)

It is a complex cross analysis of contextual determinants and design choice dimensions that provides a rich source of information that creates an opportunity for a leader or a manager of change to design a consistent or coherent and integrated suite of interventions that can act as a sensitive part to the particular “who, why and what” of the strategic change program.

The major strength that stays within the Kaleidoscope is the recognition of the change complexity and the change designs that are necessary to be context sensitive. This tool can be used as a context sensitive tool even if the context is very different than the original author developed it for. It is a mechanism that helps to deal with planned changes and is most appropriate when an organization has set end objectives that needs to be achieved. It is a best fit for any firm if the change is transitional in nature and to gain a very meaningful and complete design of the process of change, this model needs to be combined with cultural web or any other multi stage models.(Hailey H., Balogun J., 2013)

 Force Field Analysis

It is a simple yet a very useful tool that helps organizations to identify the - for and against the change factors and tackle the initial views of the change problems within an organization. It even helps firms to find out the core blockages of the change and also the possible remedies and solutions to continue with the change process. (ddegiust.ac.in, 2013)

This change model was developed by Psychologist Lewin 50 decades ago and was intended to help organizations understand how the process of change actually works. In his model, one side represents the forces that assist change and the other side represents the forces that resist change. The assisting factors can be things like technology, competition, demographics, etc. that are the driving force of change. Those were the external forces, but there are some of the internal forces as well from within the organization like competition within the division, inter-division, leader’s need to impose their image on the organization, etc.

However, the other side represents the resisting forces that are commonly called as the “resistance to change”. Since they come to be clear in terms of employee behavior, it acts as one of the main hurdles of change. Lewin‘s approach has been proving to be very effective and very helpful for organizations to find out the causes of resistance as well as assistance of change.

These days, businesses are facing highly dynamic and more complex environments where the tasks are operated. It keeps on creating differences in the work environment as well. The technologies, products, market, problems, solutions, people, and basically everything on earth has a phase and after that they prefer change. It is considered to be a positive thing if managed properly and these two tools helps any organization or a manager to understand a change better than a commoner. These tools help measure the different dimensions and different concerns of a change and help prepare a manager or the top level seniors to prep for the possible actions according to a positivity that can be brought through by the change. Thus, these tools help an organization deliver its intended strategy.

Hewlett Packard change kaleidoscope diagram:

Time

•         high time to make changes

•         should focus on brand image

•         urgency in change needed   

Scope

•          need a unique management style and motivation technique

•         change the management structure  

Preservation

•          loyal customers

•         brand image

•         equality and job satisfaction

•         quality and workforce autonomy

Diversity

•          norms, values and culture

•         Diversity in thoughts and perception is needed.

•          Harmony between workforce and administration must be seeked.

Capability

•          skilled people initiate change

•          good IT structure of the company

•          change restrained by organizational culture and structure

Capacity

•          trained and qualified workforce

•          has less managerial time and cash

•         can change employee perception by providing more benefits and facilities.

Readiness

•         employees are resistant to change

•          facing difficulties accepting the new CEO of HP

•         Whitman’s actions appear appealing to employees- possibility of change

Power

•          hierarchical barriers removed

•          equality  promoted and motivation provided

•          CEO has most power

•          possibility of high power distance

References

http://www.fchs.ac.ae/fchs/uploads/Files/Semester%201%20-%202010-2011/4120/Change_Force_Field_Analysis.pdf, accessed on 28^th November 2013

Managing strategic change, http://kfknowledgebank.kaplan.co.uk/KFKB/Wiki%20Pages/Managing%20strategic%20change.aspx, accessed on 28^th November 2013

 http://www.ddegjust.ac.in/studymaterial/mba/obh-413.pdf, accessed on 28^th November 2013

JeanSandraBaulcomb,http://www.researchgate.net/publication/10713623_Management_of_change_through_force_field_analysis?ev=auth_pub, accessed on 28^th November 2013

Tom Toolan, http://www.evolllution.com/program_planning/give-me-the-tools-for-change-part-1/, accessed on 28^th November 2013

http://www.proworkproject.com/prowork/change-kaleidoscope.html, accessed on 28^th November 2013

Hope Hailey V, Balogun,J., (2002), 'Devising context sensitive approaches to change: the example of Glaxo Wellcome.', Long Range planning, 35(2), p.153-178