Palmer 2-Types of Change

7/24/2019 Palmer 2-Types of Change

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Chapter 2

WhatChanges in

Organizations

McGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill Companies, Inc !ll


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Scale of Change

First-order change:

Incremental

Maintains and develops the organization

E.g. continos and smaller changes tothe strctre o! an organisation

"econd-order change:

#rans!ormational

Fndamentall$ changes the %a$ an

organization !nctions

E.g. do%nsizing

Scale of

Change:-1storder-2ndorder

Between 1st&

2ndOrder

Change

Implications for

Change

Managers

Types of

Change:-Downsiing-Technological-Mergers-!ey Change

Challenges

&-2


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Between 1st& 2ndOrder Change

Mid-range changes Overcomes inertia 't is not revoltionar$

(voids the alarming implications o! largescale change

)nctated e*ili'rim +ong periods o! sta'ilit$ !ollo%ed '$ short

'rsts o! change and insta'ilit$

,o'st trans!ormation Considers environmental conditions as

'eing temporar$ and re*iring ro'stresponses inclding the enactment o! ne%capa'ilities.

Scale of


Between 1st&

2ndOrder

Change

Implications for

Change

Managers

Types of


Challenges

&-


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Implications for Change Managers

Implication for ChangeManager

Image of Managing Change

Care needs to 'e taen in assming that t$peso! organizational changes can 'e neatl$categorized as small/ adaptive/ and incrementalcompared to those that are large andtrans!ormational.

Interpreter: #he change manager as interpreter imagereminds s that %hether a change is adaptive/ reactive/or trans!orming %ill depend pon the perspective o! theperson doing the considering

Mltiple t$pes o! changes simltaneosl$shold also 'e considered. In addition/ somechanges re*ire other changes nested nderthem in order !or another change to proceed.

"a#igator: %hen implementing mltiple changes/ thereis liel$ to 'e contact %ith di!!erent grops that %illre*ire negotiation and navigation throgh a range o!isses0not all o! %hich the$ %ill 'e a'le to control.

From chaos theor$ %e no% that smallchanges/ at an individal level/ ma$ have larger/nanticipated conse*ences throghot theorganization

"$rt$rer: Change managers can nrtre and shapepeople1s perceptions and reactions to change 't notcontrol them.

#here are a nm'er o! inertial !orces that act asa drag on individals and organizations inadopting adaptive/ !irst-order change.

Coach: the managers o! change are liel$ to assmethat/ as long as people have 'een %ell coached3 in avariet$ o! organizational sills/ then/ %henorganizational pro'lems3 are triggered/ the$ %ill taethe initiative and mae appropriate adaptive changes toalter organizational practices and rotines.

Change managers need to remem'er %hatmight appear at !irst sight to 'e a parado4/ thato!ten change is needed in order to remain

sta'le.

Director: Change managers %ho adopt a directingimage o! change also need to remem'er that the$ %illneed to provide directions a'ot sta'ilit$: telling people

%hat %ill not 'e changing/ or %hat %ill remain the same.

Scale of


Between 1st&

2ndOrder

Change

Implications for

Change

Managers

Types of


Challenges

&-&


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Implications for Change Managers

Implication for ChangeManager

Image of Managing Change

Change ma$ mean adding on

to/ and integrating/ rather thanremoving and replacingcrrent practices.

What this reminds the managers o!

change is that the$ need to assessho% carr$ing ot a change %illimpact pon crrent practices

#here is o!ten an implicitassmption that incremental/adaptive changes are less

ris$ than large/ second-ordertrans!ormational changes.

For the manager o! change/ thisre*ires 'oth assessing the scaleo! change 5incremental6radical7

!rom the perspective o! the a!!ectedparties as %ell as assessing theris involved 5o! changing ratherthan sta$ing the same7 and thedi!!erent %a$s in %hich ris can 'eameliorated.

Scale of


Between 1st&

2ndOrder

Change

Implications for

Change

Managers

Types of


Challenges

&-8


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Types of Change

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Palmer 2-Types of Change