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Guide

Organisational development

Page 9 of 43 - Change management

Archived
This content was archived in January 2016

About this guide

  • Published: 16 May 2006
  • Updated: 31 January 2014

Print-ready

version

Contents

Change management
  • What needs to change?
    • Appreciative inquiry
    • Self-evaluation
  • Types of change
  • Theoretical models
    • Complex adaptive systems
    • Complexity theory
    • Organisational development
  • Culture
    • Organisational cultures
  • Change strategy and approaches
    • Change audit
    • Positioning your project
  • Change roles
    • Leadership
    • Change team
    • Change agents
  • Stakeholder engagement
  • External support
    • Critical friends
    • CAMEL approach
    • Using the CAMEL model to build a community of practice
    • Action learning
    • Applying action learning
    • Jisc resources
  • Adoption of change
  • Resistance to change
    • Resistance to technology
    • Five common objections
    • Example e-marketing
  • Transition management
    • Principles
    • Individual and group fears
    • Emotional responses
    • The transition curve
  • The knowing-doing gap
  • Reviving a stalled change effort
  • The end?
  • Sustaining and embedding
  • Characteristics of success
  • Experiences of transformation using technology
  • References

Organisational development promotes the notion that a successful change is a planned change and that monitoring of internal and external influences needs to be conducted on a continuous basis. The diagram below shows some of the factors involved and the model proposes that there is an iterative process of diagnosis, involvement, further diagnosis, change, evaluation and reinforcement.

Creative Commons attribution information
A Causal Model of Organisational Performance and Change – W Warner Burke & George H Litwin, Journal of Management, Vol 18, No. 3, 523-545 (1992)
©W Warner Burke & George H Litwin, Journal of Management, Vol 18, No. 3, 523-545 (1992)

Already the situation is looking complex. We may be trying to effect a change at any level from individual to whole organisation. The Pugh OD Matrix considers some of the structural and contextual factors involved as a basis for moving forward.

The organisational development approach recognises much of the complexity of our organisations and the need for an iterative change process but is nonetheless based on a presumption that a cycle based on careful analysis and planning will deliver a predictable and logical outcome.

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