Description
You have learned about the importance of the change vision and how change leaders can create a meaningful vision that energizes and focuses action.
Discuss the difference between an organization vision and a change vision.
Then with a fictitious Middle Eastern organization in mind, following the 5 step “checklist for change” to briefly explain your fictitious change scenario.
Finally share a change vision to support this fictitious change scenario.
Chapter 4: Building and
Energizing the Need for Change
Chapter Overview
• This chapter asks the question “Why change?”
• A framework for assessing and understanding the need
for change from multiple perspectives is developed
• It describes what makes organizations ready for change
• It outlines how change leaders can create an awareness
for change
• The importance of developing the vision for change is
addressed. It can be a powerful aid in energizing and
focusing action
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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The Change Path Model
•
Awakening
•
Chapter 4
Mobilization
Chapters 5 through 8
Acceleration
Chapter 9
•
•
Identify the need for
change
Articulate the gap
between current
situation and desired
future state and develop
awareness of need for
change
Develop and disseminate
a powerful vision for
change
Disseminate the vision
through multiple
channels
Institutionalization
Chapter 10
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Recognizing the Need for Change Is Not Enough!
• There is no shortage of things needing change
• Recognizing the need for change is not sufficient
• “Why change” is aided by solid analysis of what
needs to change and why its important to expend
resources on this area, but…
• We need to be able to craft a compelling vision of:
• Where we want to go (the desired change)
• Why it is worth the effort
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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The Need for Change:
Have You Done Your Homework?
• What is your assessment of the need for change and
the important dimensions and issues that underpin it?
• Have you investigated fully the perspectives of internal
and external stakeholders?
• Can the different perspectives be integrated in ways that
offer the possibility for collaborative solutions?
• Have you developed and communicated the need for
change in ways that will heighten readiness and
willingness to change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Develop Your Understanding of the Need
for Change
Develop Your Understanding of
the Need for Change and Create
Awareness and Legitimacy for it
Seek Out &
Make Sense
of External
Data
Seek Out &
Make Sense
of the
Perspectives
of Other
Stakeholders
Seek out &
Make
Sense of
Internal Data
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Seek Out &
Assess Your
Personal
Concerns &
Perspectives
6
Readying an Organization for Change
• Need for change is identified in terms of the gap
between the current state and the desired state
• People must believe that the proposed change is
the right change
• People must believe they can accomplish the
change
• The change is supported by key individuals that
organizational members look to
• “What’s in it for me?” has been addressed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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A Second Look at Readiness
1.
Leadership viewed as trustworthy by followers
2.
Followers viewed as trustworthy and able to
dissent by leaders
3.
Have capable Champions of Change
4.
Involved middle management
5.
Innovative culture
6.
Accountable culture
7.
Effective communications
8.
Systems thinking
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Rate the Organization’s Readiness for Change
Readiness Dimensions:
Previous Change Experience
Score Range (−8 to +4)
Executive Support
Score Range (−3 to +7)
Credible Leadership & Change Agents
Score Range (0 to +11)
Openness to Change
Score Range (−9 to +22)
Rewards for Change
Score Range (−5 to +2)
Measures for Change & Accountability
Score Range (0 to +4)
Score? _________
Score? _________
Score? _________
Score? _________
Score? _________
Score? _________
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Rate the Organization’s Readiness for Change
(cont.)
• Total scores can range from −25 to +50
• The higher the score, the more ready the organization
is for change
• Organizations that score below +10 are likely not ready for
change, making change very difficult
• Use scores from each area as a guide to focus your
attention on those low-scoring sections. What could be
done to increase readiness?
• This tool’s purpose is to raise awareness of the
organization’s readiness for change. It is not meant to
be used as a formal research tool!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Creating Awareness of the Need for Change
•
Create awareness that a crisis is near, or
create a crisis that needs to be addressed
•
Develop a transformational vision for the
change based on compelling values
•
Find a transformational leader to champion
the change
•
Focus on common or shared goals and work
out ways to achieve them
•
Create dissatisfaction with status quo
through information and education
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Barriers to Recognizing the Need for Change
(“Active Inertia”)
• Mental models about the world become blinders
• Past successes reinforce existing practices
• Existing values and corporate culture may harden
into dogma
• Leadership practices may impede recognition of
need for change
• Embedded systems and processes can harden into
unquestioned routines and habits
• Existing relationships can become shackles that
impede the ability to respond to a changing
environment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Groupthink
• Illusion of
invulnerability
• Construct
rationalizations
• Pressure applied to those
who express doubts
about the group’s
position
• Morality of position is
unquestioned
• Self-censorship—
deviations from
consensus are avoided
• Stereotypes—distort
image of other parties
• Illusion of unanimity
• Mind-guards: leaders and
fellow members
protected from adverse
information
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Overcoming Groupthink
• Have the leader play an impartial role
• Actively seek dissenting views. Have members
play the role of devil’s advocate
• Actively discuss and assess the costs, benefits
and risks of diverse alternatives
• Establish a methodical decision-making process
at the beginning
• Ensure an open climate and solicit input from
informed outsiders and experts
• Allow time for reflection and do not mistake silence
for consent
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Value of a Vision for Change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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What is Your Experience with
Vision Statements?
• What makes for a good vision statement?
• What is the difference between a vision for
the organization and one for change?
• What does the organization and senior
management want from the vision?
• How much time, energy and resources
should be devoted to creating a vision?
Who should be involved?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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What is a Vision Statement?
It is an attempt to articulate what a desired
future for a company would look like… an
organizational dream. Visions are big
pictures.—Todd Jick
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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What is a Vision Statement? (cont.)
According to Tichy and Devanna:
It provides a conceptual framework for
understanding the organization’s purpose—the
vision includes a road map
It has emotional appeal with which people can
identify
A vision’s value lies in its ability to guide behavior
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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What is a Vision Statement? (cont.)
According to Simons:
A vision without task is a dream world,
and task without vision is drudgery.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Approaches to Visions for Change
• Leader-developed vision
• Leader-senior team-developed vision
• Bottom-up visioning
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Your Thoughts on Organizational Vision
• How do you think an organization should go
about developing a vision? Bottom up? Top
down?
• To whom should it be communicated? How
should it be communicated?
• When does an organization need to consider or
revisit its vision?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Value of a Vision Is to Guide Behaviour
Good visions are:
• Clear, concise, easily understandable
• Memorable
• Exciting and inspiring
• Challenging
• Excellence-centered
• Stable but flexible
• Implementable and tangible
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Why Is It Necessary to Have a Vision?
• A vision enhances performance measures
• It promotes change and provides a basis for a
strategic plan
• It motivates individuals and facilitates
recruitment
• It establishes a context for decision making
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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What Is a Useful Vision?
• A useful vision focuses on the future
• Vision integrates three factors:
• Mission: What business are we in? What’s our
reason for being and our fundamental values?
• Strategy: How are we to achieve our mission
and our competitive advantage?
• Culture: The enactment of who we are in our
values, beliefs, rituals, etc., relative to
ourselves, our coworkers and our clients
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Why Do Visions Fail?
• Senior management’s walk doesn’t match the talk
• Ignores needs of those putting it into practice
• Unrealistic expectations develop that can’t be met
• Lacks grounding in the reality of the present
• Either too abstract or too concrete
• Lack of creative input
• Poor management of participation
• Complacency—no sense of urgency
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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The Vision Trap
• Watch for vision creep
• Get back to basics:
• Language people can identify with
• Language people can do something with
and focus upon
• Vision that engages and energizes and is
not abstract and ambiguous
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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“Handy-Dandy Vision Crafter”
We Strive to be the…
________________________________________________
(Premier, Leading, Pre-eminent, World-class, Dominant, Best of
Class)
Organization in Our Industry. We Provide the Best…
_______________________________________________
(Committed, Caring, Innovative, Expert, Environmentally friendly,
Reliable, Cost-effective, Focused, Diversified, High-Quality, On
Time, Ethical, High value added)
________________________________________________
(Products, Services, Business Solutions, Customer-Oriented
Solutions)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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“Handy-Dandy Vision Crafter” (cont.)
To…
________________________________________________
(Serve Our Global Marketplace; Create Customer, Employee and
Shareholder Value; Fulfill Our Covenants to Our Stakeholders; Exceed
Our Customers’ Needs; Delight our Customers)
Through…
_______________________________________________
(Committed, Caring, Continuously Developed, Knowledgeable,
Customer focused)
Employees in this Rapidly Changing & Dynamic…
________________________________________________
(Industry, Society, World)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Organizational Vision and Change Vision
• The approach to vision crafting remains the same
but the focus shifts and becomes more specific
around the particular change you have in mind
• The change leader’s goals are advanced when
they develop or facilitate the development of a
compelling change vision that appeals to groups
critical to the change initiative and effectively
communicate it to them
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Save the Children
Vision for Its “Survive to 5” Program
We believe all children should live to celebrate
their fifth birthday.
The Survive to 5 campaign supports
Millennium Development Goal 4:
• To reduce child mortality by two-thirds by
2015 and save the lives of over 5 million
children under 5 who are dying of preventable
and treatable diseases.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Tata’s Vision for the Nano
• Create a $2,000 “people’s car.” It has to be safe,
affordable, all weather transportation for a family. It should
adhere to regulatory requirements, and
• achieve performance targets such as fuel efficiency and
acceleration.
The Result: The Nano. 50 miles per gallon and seats five.
At $2,500—least expensive car in the world when launched.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Change Vision for the Procurement System in a
Midsize South African Manufacturer
•
We believe providing reliable and cost-effective procurement services is
critical to the future survival and success of our organization.
•
We will develop and deploy a computer-based process that provides
accurate and repeatable information to procurement so that those involved
will be able to eliminate purchasing errors, and make more knowledgeable
purchasing decisions.
•
Through these actions we will reduce costs and increase the profitability and
effectiveness of the organization.
•
This change will completely eliminate rework on the bill of material, and will
enhance the effectiveness and efficiency of the procurement process,
quoting and planning phases.
•
We will know we have succeeded in bringing this change to life by the
measures we use to track progress, including error rates, costs, time
savings, and user satisfaction.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 4.2
Developing the Background to Understand the
Need for Change
1. Consider an organizational change that you are familiar with.
What data could help you understand the need for change?
2. Have you:
a) Made sense of external data?
b) Made sense of the perspectives of other stakeholders?
c) Assessed your personal concerns and perspectives that might
affect your judgment concerning the change?
d) Understood and made sense of the internal data?
e) What else would you like to know?
3. What does your analysis suggest to you about the need for
change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 4.3
Writing a Vision for Change Statement
Think of an organization you are familiar with that is in need of
change. If you were the change leader, what would be your vision
statement for change?
1. Write your vision statement for the change you are striving for.
2. Evaluate your vision. Is it:
• Clear, concise, and easily understood?
• Memorable?
• Exciting and inspiring?
• Challenging?
• Excellence-centered?
• Stable and flexible?
• Implementable and tangible?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
34
Toolkit Exercise 4.3
Writing a Vision Statement (cont.)
3. Does the vision promote change and a sense of direction?
4. Does the vision provide the basis from which you can develop
the implementation strategy and plan?
5. Does the vision provide focus and direction to those who must
make on-going decisions?
6. Does the vision embrace the critical performance factors that
organizational members should be concerned about?
7. Does the vision engage and energize, as well as clarify? What is
the emotional impact of the vision?
8. Does the vision promote commitment? Are individuals likely to
be opposed to the vision, passive (let it happen), moderately
supportive (help it happen), or actively supportive (make it
happen)?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
35
Toolkit Exercise 4.3
Increasing the Value of a Vision Statement
Assess the vision against the following:
1. Is there consistency between the words and actions of senior
management and the vision?
2. Does it pay attention to the needs of those who will put it into
practice?
3. Are expectations related to it challenging but realistic?
4. Is it grounded in the reality of the present?
5. Is it neither too abstract or too concrete?
6. Was it forged through an appropriate combination of
synthesis and imagination?
7. Was there sufficient participation and involvement of others?
8. Does implementation contain a sense of urgency and
measurable milestones?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
36
Toolkit Exercise 4.4
Combining the Need for Change and Vision for Change
Think of an organization in need of change:
1. What is the gap between the present state and the
desired future state?
2. How strong is the need for change?
3. What is the source of this need? Is it external to the
organization?
4. Is there tangible evidence (e.g., crisis) of the need for
change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
37
Toolkit Exercise 4.4
Combining Need for Change and Vision for Change (cont.)
5. If the change does not occur, what will be the impact
on the organization in the next two to six years?
6. What is the objective, long range need to change?
7. Return to the change vision statement developed in
Exercise 4.3. Does it capture a sense of higher
order purpose or values that underpin the change
and communicate what the project is about.
8. Explain how the vision links to the need for change.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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A Checklist for Creating the Readiness for Change
✓
What is the objective need for change? What are the
consequences to the organization of changing or not
changing? Are people aware of these risks?
✓
Are members aware of the need for change? Do they
feel the need for change or do they deny its need?
How can they be informed?
✓
Individuals are motivated toward change when they
perceive the benefits as outweighing the costs. Do
they see the benefits as outweighing the costs?
What can you do to ensure this is the case?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
39
A Checklist for
Creating the Readiness for Change (cont.)
✓
If individuals believe the benefits outweigh the
costs, do they also believe the probability of
success is great enough to warrant the risk
taking and needed investment of time and
energy?
✓
Are there other alternatives that are more
attractive to them? What is it about their costs,
benefits, and risks? How should these
alternatives be addressed by the change leader?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Summary
• Change occurs when there is an understanding of the
need for change, the vision of where the organization
should go, and a commitment to action
• Change leaders need to address the question “Why
change?” and develop both a sound rationale for the
change and a compelling vision of a possible future.
• To develop the rationale, you need to do your homework!
Careful assessment is used to understand and
communicate the need for change and the organization’s
readiness for change. The motives and interests of key
stakeholders forms part of this assessment.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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