Describe and critically evaluate practical interventions which can be used to help build a high-performance team going through change.
- Describe and critically evaluate practical interventions which can be used to help build a high-performance team going through change.
- Describe and critically evaluate practical interventions which can be used to help build a high-performance team going through change.
The evaluation of change management theory and techniques from an international perspective
Major Changes
Dimensions of Organisational Change
The Change Context
Change determined by strategy
Strategy Development: all leading to change, and these changes need to be managed
Strategy by design or Emergent strategy
Examples of deliberate strategy
Emerging strategy: New reality warning signals
Planned Change
A theoretical model: Kurt Lewin’s model of organisational change (originally 1947)
LEWIN Unfreezing: the first stage
LEWIN Making the change: the second stage
LEWIN Freezing or Refreezing: the third and final stage
Lewin’s Forcefield Analysis: First, there is a need to identify and work with the forces at play
Planned change: Forcefield analysis
UK Government Policy paper – COP26 declaration on accelerating the transition to
100% zero emission cars and vans
Further application of Lewin’s forcefield analysis would be to
Forcefield Analysis, another approach: used to create Action Plans
Implementing change
Introducing Kotter’s Eight Steps to Transform an Organisation
Introducing Stouten et al (2018), who reviewed and synthesised empirical literature and identified ten evidence based principles of change management
Consideration of SDG goals in the drive for change through deliberate and emerging strategies
Sustainable Development
Conventional Business Priorities
World challenges require all organisations to work together to achieve change
Sustainability routes – changes which can develop and deliver sustainable development
New Technologies – Energy generation
Process optimization (Products – Manufacturing)
Industrial Ecology
Organisational Culture
An example of an iceberg model of corporate culture
Schein – Three Levels of Culture
Espoused Values
Espoused vs. True Values?
Basic Underlying Assumptions: Shared behaviours
Assessing the organisation and organisational culture with respect to change
Cultural web (Johnson and Scholes 1999)
Assessment of power, politics and conflict in change situations and their impact on individuals, teams, and the organisation
Sources of power a change agent can use to influence the change process
Changes in the external environment impact on power and politics in organisations, and this brings changes to the power structure
Empowering Employees
Individuals and Teams: Changes in organisational structures
Organisations: a political view
Nadler 1987
Individuals and groups
Change Management or Change Leadership?
Developments in Leadership Theory
Behavioural: Theories X and Y
Transformation Theory and Emotional Intelligence
Leadership and Change
Conflict and negotiation: Individuals and Groups
Parker’s Twelve Characteristics of Effective Teams
Change can seriously undermine a team
How to create High Performing Teams
Creating High Performing Teams: (GRPI)
Team Performance Model
Team Interventions
8 Belbin’s team roles
Team/Group Formation and Development (Tuckman, 1965)
Leading high performance teams through cultural change
Kotter’s 8 steps and cultural change
Social identity theory and acculturation theories with respect to mergers and acquisitions
Changing organisational culture and building resilient teams through mindfulness – the 5 practices to develop mindfulness
