6360 Discussion and Summary

September 26, 2025 Claire B 0 Comments

Good day writer,

Please see the attached instructions for the assignment. Please let me know if anything additional is needed.

Chapter 5: Navigating Change Through Formal Structures and Systems

Chapter Overview

• This chapter discusses the basics of how organizations structure themselves.

• It outlines how change leaders can diagnose the strengths and weaknesses of existing systems and structures.

• It examines how the formal structure and systems can foster, impair and facilitate the acceptance of change initiatives.

• It lays out ways to manage systems and structures to gain approval for change initiatives. Formal approval, coalition- building and renegade approaches to change are discussed.

• It reviews ways to develop more adaptive systems and structures to increase the likelihood of continuous improvement.

How Do Structures and Systems Relate to Change Management?

• Existing formal structures and systems need to be understood when assessing the need for change. • Need to understand how Structures and Systems facilitate

or hinder change

• Need to understand how Structures and Systems can be used to gain approval for change

• Need to understand how Structures and Systems can be used to gain acceptance and promote for organizational change

• Need to understand how to create more adaptive Structures and Systems

The Change Path Model

Awakening Chapter 4

Mobilization Chapters 5 through 8

Acceleration Chapter 9

Institutionalization Chapter 10

• Making sense of formal systems and structures

• Assessing their weaknesses and strengths

• Leveraging them to gain approval

• Leveraging them to gain acceptance

• Creating more adaptive systems and structures

Making Sense of Organizational Structures and Systems

• To what degree are tasks subdivided into separate jobs?

Work Differentiation

• On what basis are jobs grouped together?

Departmentalizati on or Integration

• To whom do individuals and groups report?

Chain of Command

Making Sense of Organization Structures and Systems (cont.)

• How many individuals report to an individual manager?

Span of Control

• Where does decision- making authority lie?

Degree of Centralization vs. Decentralization

• To what degree are there rules and regulations to direct employees and managers?

Standard Operating

Procedures (SOPs)

Mechanistic vs. Organic Organizational Forms

More Mechanistic More Organic Tasks are broken down into separate parts and rigidly defined/assigned

Flexible tasks that are adjusted & redefined through teamwork and participation

High degree of formalization, strict hierarchy or authority/control, with many rules

Little formalization, low reliance on hierarchical authority, more decentralization

Narrow span of control with reliance on hierarchies of people in specialized roles Wide span of control

Knowledge and control reside with upper management, limited lower-level authority

Highly decentralized decision-making authority located throughout organization

Communication is vertical (boss/worker relationship)

Communication is free-flowing—up, down, and horizontally integrated

Simple, straight-forward planning process Sophisticated environmental scanning, planning and forecasting process

Uncertainty and Complexity and Internal Alignment

Simple Environment Complex Environment

Stable Environment

• Centralized, simple mechanistic structure

• Use of rules, policies, procedures, and hierarchy

• Few departments • Low need for integrating roles • Efficiency and stability

focused, little imitation

• Centralized structure, more sophisticated information and control systems

• Use of rules and policies, procedures and hierarchy, but adapted to the complexity

•Many departments, some boundary spanning •Modest need for integrating roles and systems • Some environmental scanning, imitation and

planning activity

Dynamic Environment

• Decentralized, organic structure, participative and team focused

• Fewer rules, policies, procedures

• Few departments, much boundary spanning

• Few integrating roles •Much environmental

scanning, imitation and a strong planning orientation

• Decentralized, organic structure, participative and team focused, sophisticated information and control systems

• Fewer rules, policies and procedures •Many departments, boundary spanning •Many integrating roles • Extensive environmental scanning, imitation,

sophisticated planning and forecasting systems

Information Processing View of Structure

Mechanistic Methods

A. Rules and Policies

B. Hierarchies C. Goals and Visions

D. Slack Resources

E. Self- Contained

Tasks

F. Vertical Information

Systems

G. Lateral Relations

Methods to Lessen the Need to

Process Information

Methods to Increase the Capacity to

Information Processing View of Structure (cont.)

Strategies to Decrease Information Processing Needs: 1. Addition of Slack Resources 2. Creation of Self-Contained Tasks

Vertical Information Strategies to Increase Processing Capacity: 1. Hierarchical Referral (Ask the Boss) 2. Rules, Policies and Plans, including Vision and Goals 3. Increase the Vertical Communication Capacity of Information Systems

Horizontal Information Strategies to Increase Processing Capacity: 1. Increase the Horizontal Communication Capacity of the Information Systems 2. Create lateral relations: a. Direct Contact b. Liaison Role c. Task Force d. Formal Teams e. Formal Integrating Roles f. Managerial Linking Roles g. Dual-Authority Relationships

Information Processing Capacity of Structural

Design Choices

FIT

Organization’s Information Processing Requirements

Organizational Effectiveness

Formal Structures and Systems (Adapted from Bolman & Deal’s Re-framing Organizations)

• There is no one best way to organize

• Structural decisions should follow strategic decisions

• All structures present leaders with dilemmas they must manage

• Once structural choices are made, formal systems and process need to be aligned

• Structures shape and impact people’s behavior

Toolkit Exercise 5.2—Impact of Existing Structures and Systems on the Change

Think of a change situation you are familiar with.

1. How did the organization use structures and systems to deal with uncertainty and complexity? Was this effective?

2. How did existing structures and systems affect the ability of the change leader to bring about desired change? a) What systems/structures were involved? b) How did these systems/structures influence what happened? Was

this due to how they were formally designed? Or was this related to how they actually came to be used in practice?

c) Who influenced how the systems/structures were used and how did this affect the outcomes that ensued?

How to Develop an Understanding of Structures and Systems?

• Follow the paper trail—search available documents.

• Ask those who know. • Develop process maps. • Attempt to draw the relevant structures and

describe the relevant systems—then check again with those who know to confirm and/or refine

Three Approaches to Change

1. Using systems and structures to obtain formal approval for change—the traditional, hierarchical approval approach

2. Strategies based on creeping commitment and coalition building

3. Strategies involving simply forging ahead without formal approval—the renegade approach

Using Structures and Systems to Increase the Probability of Approval

• Ask if approval is necessary. Don’t initiate activities that trigger unnecessary formal approval systems

• If approval is necessary, show how change is aligned with the organization’s vision and strategy

• Use good processes to legitimize the change. Show how benefits of change exceed the costs and risks of doing nothing

Using Structures and Systems to Increase the Probability of Approval (cont.)

• Show how the change will improve system and structural alignment.

• Frame the change in ways that increase organization comfort. For example, move in increments by positioning it as a trial.

• If time is critical, demonstrate urgency and focus on external pressures for change.

Using Structures and Systems to Increase the Probability of Approval (cont.)

In all cases: • When there is a decision maker you need

to influence, identify her/his attitudes to the change and attempt to work with them.

• Demonstrate how the change project relates to the strategy or vision of the organization.

• Use good existing processes to legitimize the change proposal.

Positioning Change for Formal Approval

Nature of approval process?

Do I need approval?

Time Important?

Need support?

Incremental or

Major?

• Whose approval do I need? • Create awareness of crisis, threat or opportunity with approvers. • Show costs & benefits. • Use existing process to legitimize

• Whose approval do I need? • Engage others explain cost/benefit & ask approval. • Use existing process to legitimize

• Whose approval do I need? • Engage others approach incrementally, studies & pilot tests. • Show costs & benefits and seek approval to proceed • Use process to legitimize

• Involve others who will be affected & influential parties

• Do it yourself

Yes

Small

Big

Toolkit Exercise 5.3—Gaining Approval for the Change Project

Consider a change project in an organization you are familiar with.

1. What is the approval process for minor change initiatives? For more major change initiatives?

a. If the change requires capital approval, how is this obtained? b. If the project needs dedicated staff, what are the processes for

adding people and selecting and developing staff? c. Does the project alter the way work is organized and performed?

What systems are used to define jobs, and assess performance? d. Who approves the change? What approval power do they have?

2. Can perceived risks be reduced by the way the change leader stages the project and manages the approval process?

A Checklist for Change Initiative Approval

ü What does the paper trail say about formal structures and systems that have to be considered when leading the change?

ü What are key points in the process that we need to be conscious of (e.g., timing of meetings, getting on the agenda, cycle time, types of decision made and where decisions are made)?

ü How are the relevant systems and structures interconnected? How do they influence one another?

A Checklist for Change Initiative Approval (cont.)

ü Develop a process map that tracks the change idea from start to finish.

• Where does formal authority and decision making lie? • What decision parameters are normally applied and are

there zones of discretion available to decision makers? • What are the power and influence patterns around

particular systems and structures? Who has direct and indirect influence on how they are applied?

• How should the systems and structures be managed to reduce resistance? Can they can be managed to create leverage that will advance the change?

Mastering the Formal Approval Process

The likelihood of gaining formal approval increases when:

• You have a well placed sponsor.

• You know your audience and their preferences.

• Power and influence patterns and the implications of the project for the firm and those involved in the approval process are understood.

Mastering the Formal Approval Process (cont.)

The likelihood of gaining formal approval increases when: • You do your homework with respect to your detailed

knowledge of the change project, its scope, objectives, costs, benefits, and risk areas.

• Needed approval and support is obtained in advance.

• The change project is effectively presented by appropriate individuals.

• You have a good sense of timing of when its best to bring it forward.

Using Creeping Commitment and Coalition Building

• Use data, pilot programs, and other incremental system-based approaches to acclimatize organizational members to change ideas.

• Know the key stakeholders and their interests.

• Coalition building is valuable because of the role such coalitions might play later, during the formal approval process.

Using Creeping Commitment & Coalition Building (cont.)

• Create opportunities for direct involvement that will build interest and support within key groups.

• Use the above initiatives to build momentum to move the organization towards adoption.

• Coalition building contains risks that need to be managed.

• Avoid tactics that seriously harm relationships, diminish your integrity and/or compromise your long-term objectives.

Bypassing the Formal Approval Process

• Assess how systems and structures can be leveraged to advance change without prior approval

• Understand your power and authority

• Assess whether change is manageable, defensible, and within your scope of authority

• Keep key people sufficiently informed to avoid accusations you acted underhandedly

• Don’t create unnecessary enemies or use tactics that do long-term damage to your reputation

• The renegade approach can be used to generate supportive data, refine the change, and build momentum that is difficult to stop

• It is often easier to gain forgiveness than permission

Using Structures and Systems to Promote Change

1. Look back at the questions raised in Toolkit Exercises 5.2 and 5.3. Could the existing structures and systems have been approached and used differently to advance the desired change?

2. What role could incremental strategies that were nested within existing systems and structures have played?

• Would they have really moved the process forward or simply avoided the real changes that needed to be addressed?

3. What role could more revolutionary strategies have played? • Would they produce issues related to their alignment with

existing systems and structures? • How would you manage the challenges created by this?

Using Alignment to Aid Approval and Acceptance

• Gaining approval is less daunting when you can show how the change aligns with mission, vision and strategy

• Frame changes in ways that show value, and reduce the incongruence with existing structures and systems

• Demonstrate there is little to fear, that the level of disruption can be managed, and benefits outweigh costs

• Reduce perceived risk by breaking a big change into smaller stages

• Don’t assume that approval equals acceptance

Using Alignment to Aid Approval and Acceptance (cont.)

• By minimizing initial incongruence, you can learn, adapt and modify systems and structures as you proceed. Linked incremental changes produce significant long-term effects

• Use existing systems and processes, where appropriate, to advance the changes—the way they are used will influence the way the change is perceived

• Listen carefully and communicate effectively and empathetically, using formal processes to help in this regard

• The involvement of others can facilitate acceptance & approval • Be patient—it takes time to build acceptance and commitment

Developing More Adaptive Structures and Systems

1. Systematically and deliberately scan the external environment

2. Have a shared perception of the gap between the current and desired level of performance

3. Have a concern for measurement of performance

4. Develop an experimental mindset where people try new things

5. Create an organizational climate of openness and accessibility

Developing More Adaptive Structures and Systems (cont.)

6. Engage in continuous education at all organizational levels

7. Use a variety of methods, appreciate diversity and take a pluralistic view of competencies

8. Have multiple individuals who act as advocates for new ideas and methods

9. Have an involved, engaged leadership

10. Recognize the interdependence of units and have a systems’ perspective

Summary

• We investigated formal systems and structures to see how they influence change and how they can be worked to advance change.

• We explored systems and structures related to the approval process and how to work with, through, and around them.

• We explored how formal systems and structures can be used to advance acceptance of the change.

• We addressed the desirability of adaptive change in formal systems and structures.

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

The Change Path Model

Awakening Chapter 4

Mobilization Chapters 5 through 8

Acceleration Chapter 9

Institutionalization Chapter 10

• 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

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

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?

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 & Assess Your

Personal Concerns & Perspectives

Seek out & Make

Sense of Internal Data

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

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

Rate the Organization’s Readiness for Change

Readiness Dimensions:

Previous Change Experience Score Range (−8 to +4) Score? _________ Executive Support Score Range (−3 to +7) Score? _________

Credible Leadership & Change Agents Score Range (0 to +11) Score? _________

Openness to Change Score Range (−9 to +22) Score? _________

Rewards for Change Score Range (−5 to +2) Score? _________

Measures for Change & Accountability Score Range (0 to +4) Score? _________

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!

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

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

Groupthink

• Illusion of invulnerability

• Construct rationalizations

• Morality of position is unquestioned

• Stereotypes—distort image of other parties

• Pressure applied to those who express doubts about the group’s position

• Self-censorship— deviations from consensus are avoided

• Illusion of unanimity

• Mind-guards: leaders and fellow members protected from adverse information

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

Value of a Vision for Change

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?

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

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

What is a Vision Statement? (cont.)

According to Simons:

A vision without task is a dream world, and task without vision is drudgery.

Approaches to Visions for Change

• Leader-developed vision

• Leader-senior team-developed vision

• Bottom-up visioning

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?

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

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

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

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

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

“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)

“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)

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

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.

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.

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.

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?

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?

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)?

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?

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?

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.

A Checklist for Creating the Readiness for Change

ü 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?

ü 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?

ü 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?

A Checklist for Creating the Readiness for Change (cont.)

ü 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?

ü 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?

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.

Share:

Categories:

Homework Answsers / English

Queen Essays

6360 Discussion and Summary

Order a similar assignment, and have writers from our team of experts write it for you, guaranteeing you an A