Become a Master of Organizational Change!

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Chapter 1. Change: A Search for a New Stability

Synopsis of chapter

Although there is some truth in Kurt Lewin's pessimistic conclusion that “change can not always be painless”, in this chapter we juxtapose the idea that change must always be painful. We provide examples that challenge this negative bias perspective and highlight that adopting this negative psychology view is the wrong way to approach any change process. In essence, change is the continuous search for a new and more useful stability, and in this sense it is a process of innovation and creative design. We would therefore recommend you to approach your change projects on the basis of this more positive point of view. Appreciative inquiry is advocated as an alternative method to the deficit model that characterizes mainstream thinking in organizational development and change management. More specifically, applying appreciative inquiry contributes towards greater innovation and creative design, by focusing attention on the best practices from the past and integrating them with a new vision of the future.

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Chapter 2. Which Strategy: Pre-Programming Or Branching?

Synopsis of chapter

In this chapter we claim that a good change process begins with a conscious decision about the best approach to take. Balancing between pro-actively determined processes (planned top down driven changes) on the one hand and a continuous stream of flexible adaptations (continuous incremental changes) on the other hand should guarantee the effectiveness and success of any organization.

Whichever strategy you choose, there will be both direct and indirect consequences. In this chapter we discuss change strategies along a continuum with pre-programmed or blueprint strategies on the one hand and branching or dynamic capabilities strategies on the other hand. If all goes smoothly, pre-programming will eventually merge into a branching strategy, and vice versa. If this is not the case, the organization in question is almost certainly in poor health. Both change strategies also have an impact on the so-called organizational building blocks. We will be looking more closely at this in Chapter 4. But in Chapter 3 we will first explain how leadership can make a difference in the steering or planning of change.

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Chapter 3. Leaders Can Make the Difference!

Synopsis of chapter

In every organization, the mind-set of the dominant coalition plays a crucial role, particularly in change projects. The choice between controlling or inspirational leadership is therefore a matter of the utmost importance. This is a choice between “you have to” and “what do you think?”. A choice between fear-inducing demotivation and a positive attitude which will encourage teams to bigger and better efforts. Power is a tool which can be used to compel compliance with specific actions and specific objectives in the short term. In these circumstances, people do things because they have to, because they have no choice – and sometimes this is necessary. But if the use of power in this manner becomes the rule rather than the exception, there is a real danger that your organization will experience serious problems in the long term. Problems will no longer be capable of discussion and the CEO will become isolated, starved of accurate information, while the skills and commitment of the staff are used to ensure mere survival, rather than growth and expansion. Power-freaks have a clear preference – almost by definition – for pre-programming. Inspirational personalities are able to see the clear benefits of vision and intrapreneurship. The choice is yours! But remember: charisma without substance will never get you very far – whatever choice you make!

In this chapter we highlight different types of leadership and how they can facilitate the process of change. We also underline that inspirational leaders can make a difference, because of their ability to adjust their style to reflect the nature of change process (planned versus incremental), their ability to enthuse, guide, coach, streer, direct their staff to ensure that change moves the organization towards the desired objectives, among many other characteristics that are described in this third chapter.

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Chapter 4. Change: The Building Blocks

Synopsis of chapter

In this chapter a basic framework of organizational behaviour is offered that every expert on change should be familiar with. This framework comprises formal rules and working methods, objectives, consultation, mission and values, and intrapreneurship. We explain how these five building blocks serve as a launching platform for change. The chapter also provides insights into how structural change is more focused on rules and regulations, whereas process change is more focused on consultation, values and intrapreneurship. Finally we discuss how the quality of change is dependent upon an organization’s ability to implement the change process in an integrated manner, by striking a harmonious balance between the five different building blocks.

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Chapter 5. Phases of the Change Process: Phase 0 – Scanning; Phase 2 – Launching; Phase 3 – Putting Together a Project Team

Synopsis of chapter

In chapter 5 we describe the first three phases that should lead to the active implementation of change. The step-by-step plan starts by scanning the environment for potential problems, but also for potential opportunities. Grandmasters of change during these first phases will create calm when there is unrest, and unrest when there is complacency. They will make an inventory of possible opportunities in their role as ‘scout’ and use that information towards drawing up the first broad guidelines for the change project. Also during these first steps it is essential to analyse the willingness to change and translate this willingness into a constructive approach. Finally, to ensure the successful implementation of change the project management team in charge of the change should be composed of people with complementary skills.

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Chapter 6. Phases of the Change Process: Phase 3 – Documenting; Phase 4 – Mobilising; Phase 5 – Implementing; Phase 6 – Anchoring

Synopsis of chapter

Chapter 6 describes the remaining phases in our model that are pivotal in managing change processes step-by-step. We highlight several rules of thumb and potential bottlenecks for every phase. Some guidelines offered include but are not limited to: (1) thoroughly define and redefine both problems and opportunities inherent to change; (2) ask the necessary questions about the correlation between the objectives of the change project and the wider strategic choices of the organization; (3) work with a detailed blueprint, which is regularly amended to reflect changing circumstances; (4) appreciate the value of creative frustration and energetic communication as drivers and motivators of change.

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Chapter 7. Mergers And Acquisitions (M&A): Where Hard Meets Soft

Synopsis of chapter

In this chapter the insights discussed in the preceding chapters are applied to a radical revolutionary change event ‘M&As’. A grandmaster in change knows that economic finalities are not the only factor which needs to be taken into consideration. A grandmaster realizes that an M&A based exclusively on a desire for greater power will not succeed. Successfully implementing M&A should also account for similarities and the differences between the organizations involved, not only with regard to structures, strategies and systems, but also with regard to processes, norms and values (in other words, the company culture). In summary, this chapter offers important do’s and don’ts for making the process of M&As as smooth as possible.

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Chapter 8. Beyond Change

Synopsis of chapter

Is there a visionary soul burning deep within you? Are you the next Bill Gates, waiting to change the world? If so, jolly good! So much the better for the rest of us! But remember, all the great influential leaders in history fall into one of three categories. So which type will you be? This is the question addressed in this chapter. Three types of influential leaders are discussed. The first type is the type which causes great disasters: Hitler, Nero, Attila, etc. The second type is the type that accomplishes great things, but meets their end in a dramatic fashion. Why do we remember Caesar so well? Would JFK have become such an icon if he had not been gunned down in Dallas? Much the same is true of Gandhi and Princess Diana. The third type is the beyonders, the leaders who have initiated and implemented worthwhile change, largely for the benefit of others, and not for themselves. Might not this be the kind of thing for you? Perhaps so, if you can agree with the words of Lao Tzu: “When I let go of what I am, I become what I might be.” In this final chapter significant attention is paid to describe the basic attributes of beyondership.

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