models of change john pritchard higher education academy
TRANSCRIPT
Models of Change
John PritchardHigher Education Academy
Models of Change
• Levels and Forms of Change• Managing Change: Outcomes and Assumptions• Directing and Shaping Change: Six Models (Palmer and Dunford 2008)• Team Discussion• Reflections
Levels and Forms of Change
ALPHA LEVEL CHANGE • Gradual, incremental, planned approach to change that
cumulate over a period of time which focuses on changes to particular arenas within the university
BETA LEVEL CHANGE• Gradual, incremental emergent approach to change that
develops over a period of time to cumulative and comprehensive change in the university
GAMMA LEVEL CHANGE• Revolutionary, transformational and comprehensive planned
attempt to create change across the whole university. Paradigm shift.
From Golembiewski/McAuley 20103
Managing Change
• A simple enough term?• Defining Outcomes: Intended and emergent• Managing process: Controlling and shaping• Palmer and Dunford (2008) ‘Organizational
Change and the Importance of Embedded Assumptions’
Outcomes and assumptions
Assumptions about change outcomes
Assumptions about managing
Controlling Shaping
IntendedPartially intendedUnintended
DirectingNavigatingCaretaking
CoachingInterpretingNurturing
Directing
Directing
• Vision: essential and early• Communication: unambiguous, specific
actions• Resistance: can and must be overcome
Navigating
• Vision: blurring through competing stakeholders
• Communication: as a form of negotiation• Resistance: focusing on those with greatest
influence
Caretaking
Change is inevitable...
Caretaking
• Vision: determined by inexorable forces• Communication: focused on explaining
inevitability and coping strategies• Resistance: will decline naturally
Shaping Change
• Coaching• Interpreting• Nurturing
Coaching
• Vision: emerges through focused facilitation skills of leaders
• Communication: centred on emotional commitment to shared values
• Resistance: overcome through developing personal confidence and capability
Interpreting
Interpreting
• Vision: articulating ‘inner organisational voice’, surfacing values and identity
• Communication: sensemaking: narrative, storytelling and metaphors
• Resistance: negative change scripts
Interpreting opportunities for creative realisation
Nurturing
Nurturing
• Visions: are always temporary and being rewritten due to force of external change
• Communication: responsive and therapeutic• Resistance: no significant effect
Models of Change• Factors affecting choice of model: – Type of change– Institutional ethos– Phase of change– Simultaneous multiple changes– Preferences and skills of change manager
Models of Change• Any approach to managing change will do...• As long as it:–Animates people and gets them moving and
experimenting–Provides a direction– Encourages closer attention to what is
happening– Facilitates respectful interaction
Karl Weick