“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,2013)
How can using change kaleidoscope and
Force-field analysis help an organization to deliver its intended strategy?
Change is an act or a process through which
something becomes completely different. It encourage in altering the present
context of something to a its desired new real state which why changes in life
are considered to be one of the most essential characteristics of effective management.
One is able to cope up with change process in
a proper manner only when he/she is skillful in obtaining, producing and
conveying knowledge and insights. Sometimes both these analytical tools help to
measure change and how well does the change happen. In the other hand, changes
are ought to be guided by these tools that might sometimes repel or resist
change.
Change
Kaleidoscope
Change kaleidoscope is comprehensive and
better tool that offers people and organization to view the environment and organization
in such a way that it is contextualized by the organization, its people as well
as the surroundings of that particular firm. To know more about change
kaleidoscope, it was introduced by Hope Hailey and Balogum in the year 2002.
The advantage of such tool is that it helps in the increment of the potential
of a change program for it to be more successful and a hit by reduction in
risks being linked to whichever change program in the project.
Change kaleidoscope is a combined study of
design choice dimensions and contextual determinants that offers useful
information which gives opportunity to a change leader/ manager in order to
design consistent yet a coherent as well as integrated suite of interventions
that act as a sensitive part to the particular “why, what and who” of the strategic change program.
Recognition towards the complexity as well as
designs of change that are essential for it to be context sensitive is what
stays within the Kaleidoscope. Even in case of the context differing largely from
the original author developed of it, this tool can still be used as a context
sensitive tool. Also, it is a mechanism which helps in dealing with well
planned changes as well as is very fit for any kind of organization that set
end objectives needed to be achieved. It is most appropriate for firm where
change is intermediary and in order to get a very meaningful as well as
complete design of the change process, this model should be merged along
cultural web or any other multi stage models.
Hewlett
Packard change Kaleidoscope diagram:
Time:
- · High time in order to make changes
- · Should concentrate on image of the brand
- · Need of change
Scope:
- · Necessity of distinguished management style/ motivation strategies
- · Alteration of management structure
Preservation:
- · Customers that are loyal
- · Image of the brand
- · Impartiality and satisfaction in job
- · Workforce autonomy and quality
Diversity:
- · Norms, values and culture
- · Necessity of diverse thoughts and perceptions
- · Need of co-operation between workforce and administration
Capability:
- · Change started by skilled experts
- · Company that is IT savvy
- · Change restrained by organizational culture and structure
Capacity:
- · Trained and qualified workforce
- · Limited managerial time and money
- · Ability to change employee perception by offering more facilities
Readiness:
- · Employees are resistant to change
- · To deal with new CEO issues
Power:
- · Dismiss of hierarchical barriers
- · CEO is the most powerful
- · Promotion of equality and motivation
- · Probability of high power distance
Force Field Analysis
Force Field Analysis is one tool that is simple and useful in helping organizations to identify the “for and against” change factors as well in solving initial vies of the problems related to changes within an organization. In addition to this, force field analysis offers firms with an opportunity to look for the core blockages of the change as well as provides with most suitable remedies in order to go on with the change process.
This change model was introduced 500 years ago by a psychologist named Lewin. His main intension was to help organizations to have a better understanding of the whole working process of changes. In his model, there are two sides; one that represents the forces supporting changes and the other that represents the forces resisting changes.
Forces supporting changes could be anything that is the driving factors of change such as technology, competition, demographics, etc. Mentioned previously are the external forces but internal forces, forces within an organization, such as inter-division, competition amongst division, etc are also included in forces supporting changes.
Forces resisting changes, commonly known as resistance to change, act as one of the main obstacles in changes since they come to clear in terms of employee behaviour. Lewin’s model is very effective in helping the organizations to look for the probable cause of resistance as well as assistance of change.
Nowadays, businesses have to encounter sophisticated environments where complex tasks are operated vibrantly. Also that difference in the work environments are being created constantly. Everything in this world has a phase after that they prefer change which is considered to be positive thing if they are managed properly. For the organization to have a better understanding of change, these two tools are very helpful. These tools measures different dimensions and different concerns of a change which helps in the manager or the top level seniors to have themselves prepared for any probable actions according to a positivity that can be brought through by the change.
Reference:
http://www.kenyaplex.com/resources/7361-strategic-change-context-using-a-change-kaleidoscope-and-force-field-analysis.aspx,accessed on November,
2013
Johnson, Whittington and Scholes (2011) Exploring Strategy, 9th
Edition, Pearson Education, Chapter 14
J. Balogun and V. Hope Hailey, Exploring Strategic Change, 3rd edition,
Prentice Hall, 2009
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