Managingstrategicchange报告.pptVIP

Power and politics Resources Elites Subsystems symbols Tactics Timing Job losses Quick success Communication and monitoring * Topic P A R T 2 ⑤ Pitfalls of change management four implications for change management Monitoring and control are vital. The existing culture must be understood. The organisations people should be involved in the change process. The extent of the challenge must be recognised. * (a) Ritualisation of change. When change programmes extend into the longer-term, there is a danger that organisation members will come to view the initiatives as mere ritual with little real significance. (b) Hijacked process of change. Change initiatives can be hijacked for unintended purposes: for example, improved technology provided to improve performance may be used simply to cut staffing levels, defeating the overall objective. eight unintended outcomes of change programmes * (c) Erosion. The successful introduction of new initiatives may suffer erosion from the effects of other events and processes, as, for example, when high staff turnover hampers staff development. (d) Reinvention. Recalcitrant staff may reinvent the nature and implications of the change programme in a way that accommodates previous undesirable practices. This is a failure of monitoring and control. eight unintended outcomes of change programmes * (e) Ivory tower change. When change is imposed from the top down, its proponents may be seen as inhabiting an ivory tower, out of touch with operational reality and lacking in credibility as a result. (f) Lack of attention to symbols. Change managers who pay insufficient attention to symbols can both fail to make the change relevant to day to day reality and succeed in sending the wrong messages. eight unintended outcomes of change programmes * (g) Uncontrolled efforts. If practical adjustments, to systems, for example, do not fit well with the overall intent of the change programme, staff are likely to become confused and demotivated. (h) Behavior