6360 Discussion and Summary

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Chapter 5: Navigating Change Through
Formal Structures and Systems

Chapter Overview

• This chapter discusses the basics of how organizations
structure themselves.

• It outlines how change leaders can diagnose the strengths
and weaknesses of existing systems and structures.

• It examines how the formal structure and systems can
foster, impair and facilitate the acceptance of change
initiatives.

• It lays out ways to manage systems and structures to gain
approval for change initiatives. Formal approval, coalition-
building and renegade approaches to change are discussed.

• It reviews ways to develop more adaptive systems and
structures to increase the likelihood of continuous
improvement.

How Do Structures and Systems Relate
to Change Management?

• Existing formal structures and systems need to be
understood when assessing the need for change.
• Need to understand how Structures and Systems facilitate

or hinder change

• Need to understand how Structures and Systems can be
used to gain approval for change

• Need to understand how Structures and Systems can be
used to gain acceptance and promote for organizational
change

• Need to understand how to create more adaptive
Structures and Systems

The Change Path Model

Awakening
Chapter 4

Mobilization
Chapters 5 through 8

Acceleration
Chapter 9

Institutionalization
Chapter 10

• Making sense of formal
systems and structures

• Assessing their weaknesses
and strengths

• Leveraging them to gain
approval

• Leveraging them to gain
acceptance

• Creating more adaptive
systems and structures

Making Sense of
Organizational Structures and Systems

• To what degree are tasks
subdivided into separate jobs?

Work
Differentiation

• On what basis are jobs
grouped together?

Departmentalizati
on or Integration

• To whom do individuals and
groups report?

Chain of
Command

Making Sense of
Organization Structures and Systems (cont.)

• How many individuals
report to an individual
manager?

Span of Control

• Where does decision-
making authority lie?

Degree of
Centralization vs.
Decentralization

• To what degree are there
rules and regulations to
direct employees and
managers?

Standard
Operating

Procedures (SOPs)

Mechanistic vs. Organic
Organizational Forms

More Mechanistic More Organic
Tasks are broken down into separate parts
and rigidly defined/assigned

Flexible tasks that are adjusted & redefined
through teamwork and participation

High degree of formalization, strict
hierarchy or authority/control, with many
rules

Little formalization, low reliance on
hierarchical authority, more decentralization

Narrow span of control with reliance on
hierarchies of people in specialized roles Wide span of control

Knowledge and control reside with upper
management, limited lower-level authority

Highly decentralized decision-making
authority located throughout organization

Communication is vertical (boss/worker
relationship)

Communication is free-flowing—up, down,
and horizontally integrated

Simple, straight-forward planning process Sophisticated environmental scanning,
planning and forecasting process

Uncertainty and Complexity and Internal Alignment

Simple Environment Complex Environment

Stable
Environment

• Centralized, simple
mechanistic structure

• Use of rules, policies,
procedures, and hierarchy

• Few departments
• Low need for integrating roles
• Efficiency and stability

focused, little imitation

• Centralized structure, more sophisticated
information and control systems

• Use of rules and policies, procedures and
hierarchy, but adapted to the complexity

•Many departments, some boundary spanning
•Modest need for integrating roles and systems
• Some environmental scanning, imitation and

planning activity

Dynamic
Environment

• Decentralized, organic
structure, participative and
team focused

• Fewer rules, policies,
procedures

• Few departments, much
boundary spanning

• Few integrating roles
•Much environmental

scanning, imitation and a
strong planning orientation

• Decentralized, organic structure, participative
and team focused, sophisticated information
and control systems

• Fewer rules, policies and procedures
•Many departments, boundary spanning
•Many integrating roles
• Extensive environmental scanning, imitation,

sophisticated planning and forecasting
systems

Information Processing View of Structure

Mechanistic
Methods

A. Rules and Policies

B. Hierarchies
C. Goals and Visions

D. Slack
Resources

E. Self-
Contained

Tasks

F. Vertical
Information

Systems

G. Lateral
Relations

Methods to Lessen
the Need to

Process Information

Methods to Increase
the Capacity to

Process Information
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 9

Information Processing View of Structure (cont.)

Strategies to Decrease Information
Processing Needs:
1. Addition of Slack Resources
2. Creation of Self-Contained Tasks

Vertical Information Strategies to
Increase Processing Capacity:
1. Hierarchical Referral (Ask the Boss)
2. Rules, Policies and Plans, including
Vision and Goals
3. Increase the Vertical
Communication Capacity of
Information Systems

Horizontal Information Strategies to
Increase Processing Capacity:
1. Increase the Horizontal Communication
Capacity of the Information Systems
2. Create lateral relations:
a. Direct Contact
b. Liaison Role
c. Task Force
d. Formal Teams
e. Formal Integrating Roles
f. Managerial Linking Roles
g. Dual-Authority Relationships

Information Processing
Capacity of Structural

Design Choices

FIT

Organization’s Information
Processing Requirements

Organizational
Effectiveness

Formal Structures and Systems
(Adapted from Bolman & Deal’s Re-framing Organizations)

• There is no one best way to organize

• Structural decisions should follow strategic
decisions

• All structures present leaders with dilemmas
they must manage

• Once structural choices are made, formal
systems and process need to be aligned

• Structures shape and impact people’s
behavior

Toolkit Exercise 5.2—Impact of Existing
Structures and Systems on the Change

Think of a change situation you are familiar with.

1. How did the organization use structures and systems to deal
with uncertainty and complexity? Was this effective?

2. How did existing structures and systems affect the ability of the
change leader to bring about desired change?
a) What systems/structures were involved?
b) How did these systems/structures influence what happened? Was

this due to how they were formally designed? Or was this related
to how they actually came to be used in practice?

c) Who influenced how the systems/structures were used and how
did this affect the outcomes that ensued?

How to Develop an Understanding of
Structures and Systems?

• Follow the paper trail—search available
documents.

• Ask those who know.
• Develop process maps.
• Attempt to draw the relevant structures and

describe the relevant systems—then check
again with those who know to confirm and/or
refine

Three Approaches to Change

1. Using systems and structures to obtain
formal approval for change—the traditional,
hierarchical approval approach

2. Strategies based on creeping commitment
and coalition building

3. Strategies involving simply forging ahead
without formal approval—the renegade
approach

Using Structures and Systems to Increase the
Probability of Approval

• Ask if approval is necessary. Don’t initiate
activities that trigger unnecessary formal
approval systems

• If approval is necessary, show how change
is aligned with the organization’s vision and
strategy

• Use good processes to legitimize the
change. Show how benefits of change
exceed the costs and risks of doing nothing

Using Structures and Systems to Increase the
Probability of Approval (cont.)

• Show how the change will improve system
and structural alignment.

• Frame the change in ways that increase
organization comfort. For example, move in
increments by positioning it as a trial.

• If time is critical, demonstrate urgency and
focus on external pressures for change.

Using Structures and Systems to Increase the
Probability of Approval (cont.)

In all cases:
• When there is a decision maker you need

to influence, identify her/his attitudes to the
change and attempt to work with them.

• Demonstrate how the change project
relates to the strategy or vision of the
organization.

• Use good existing processes to legitimize
the change proposal.

Positioning Change for Formal Approval

Nature of approval
process?

Do I need approval?

Time
Important?

Need
support?

Incremental
or

Major?

• Whose approval do I need?
• Create awareness of crisis,
threat or opportunity
with approvers.
• Show costs & benefits.
• Use existing process
to legitimize

• Whose approval do I need?
• Engage others explain
cost/benefit & ask approval.
• Use existing process
to legitimize

• Whose approval do I need?
• Engage others approach
incrementally, studies &
pilot tests.
• Show costs & benefits
and seek approval to
proceed
• Use process to legitimize

• Involve others
who will be
affected &
influential parties

• Do it
yourself

Yes

Small

Big

Toolkit Exercise 5.3—Gaining Approval
for the Change Project

Consider a change project in an organization you are familiar with.

1. What is the approval process for minor change initiatives? For
more major change initiatives?

a. If the change requires capital approval, how is this obtained?
b. If the project needs dedicated staff, what are the processes for

adding people and selecting and developing staff?
c. Does the project alter the way work is organized and performed?

What systems are used to define jobs, and assess performance?
d. Who approves the change? What approval power do they have?

2. Can perceived risks be reduced by the way the change leader
stages the project and manages the approval process?

A Checklist for Change Initiative Approval

ü What does the paper trail say about formal
structures and systems that have to be
considered when leading the change?

ü What are key points in the process that we
need to be conscious of (e.g., timing of
meetings, getting on the agenda, cycle time,
types of decision made and where decisions are
made)?

ü How are the relevant systems and structures
interconnected? How do they influence one
another?

A Checklist for Change Initiative Approval (cont.)

ü Develop a process map that tracks the change idea
from start to finish.

• Where does formal authority and decision making lie?
• What decision parameters are normally applied and are

there zones of discretion available to decision makers?
• What are the power and influence patterns around

particular systems and structures? Who has direct and
indirect influence on how they are applied?

• How should the systems and structures be managed to
reduce resistance? Can they can be managed to create
leverage that will advance the change?

Mastering the Formal Approval Process

The likelihood of gaining formal approval
increases when:

• You have a well placed sponsor.

• You know your audience and their preferences.

• Power and influence patterns and the implications
of the project for the firm and those involved in the
approval process are understood.

Mastering the Formal Approval Process
(cont.)

The likelihood of gaining formal approval increases
when:
• You do your homework with respect to your detailed

knowledge of the change project, its scope,
objectives, costs, benefits, and risk areas.

• Needed approval and support is obtained in advance.

• The change project is effectively presented by
appropriate individuals.

• You have a good sense of timing of when its best to
bring it forward.

Using Creeping Commitment and
Coalition Building

• Use data, pilot programs, and other
incremental system-based approaches to
acclimatize organizational members to change
ideas.

• Know the key stakeholders and their interests.

• Coalition building is valuable because of the
role such coalitions might play later, during the
formal approval process.

Using Creeping Commitment &
Coalition Building (cont.)

• Create opportunities for direct involvement
that will build interest and support within
key groups.

• Use the above initiatives to build
momentum to move the organization
towards adoption.

• Coalition building contains risks that need
to be managed.

• Avoid tactics that seriously harm
relationships, diminish your integrity and/or
compromise your long-term objectives.

Bypassing the Formal Approval Process

• Assess how systems and structures can be leveraged to advance
change without prior approval

• Understand your power and authority

• Assess whether change is manageable, defensible, and within
your scope of authority

• Keep key people sufficiently informed to avoid accusations you
acted underhandedly

• Don’t create unnecessary enemies or use tactics that do long-term
damage to your reputation

• The renegade approach can be used to generate supportive data,
refine the change, and build momentum that is difficult to stop

• It is often easier to gain forgiveness than permission

Using Structures and Systems to
Promote Change

1. Look back at the questions raised in Toolkit Exercises 5.2 and
5.3. Could the existing structures and systems have been
approached and used differently to advance the desired
change?

2. What role could incremental strategies that were nested within
existing systems and structures have played?

• Would they have really moved the process forward or simply
avoided the real changes that needed to be addressed?

3. What role could more revolutionary strategies have played?
• Would they produce issues related to their alignment with

existing systems and structures?
• How would you manage the challenges created by this?

Using Alignment to Aid Approval and
Acceptance

• Gaining approval is less daunting when you can show
how the change aligns with mission, vision and strategy

• Frame changes in ways that show value, and reduce the
incongruence with existing structures and systems

• Demonstrate there is little to fear, that the level of
disruption can be managed, and benefits outweigh costs

• Reduce perceived risk by breaking a big change into
smaller stages

• Don’t assume that approval equals acceptance

Using Alignment to Aid Approval and
Acceptance (cont.)

• By minimizing initial incongruence, you can learn, adapt and
modify systems and structures as you proceed. Linked
incremental changes produce significant long-term effects

• Use existing systems and processes, where appropriate, to
advance the changes—the way they are used will influence the
way the change is perceived

• Listen carefully and communicate effectively and empathetically,
using formal processes to help in this regard

• The involvement of others can facilitate acceptance & approval
• Be patient—it takes time to build acceptance and commitment

Developing More Adaptive
Structures and Systems

1. Systematically and deliberately scan the external
environment

2. Have a shared perception of the gap between the
current and desired level of performance

3. Have a concern for measurement of performance

4. Develop an experimental mindset where people try
new things

5. Create an organizational climate of openness and
accessibility

Developing More Adaptive Structures and
Systems (cont.)

6. Engage in continuous education at all
organizational levels

7. Use a variety of methods, appreciate diversity
and take a pluralistic view of competencies

8. Have multiple individuals who act as
advocates for new ideas and methods

9. Have an involved, engaged leadership

10. Recognize the interdependence of units and
have a systems’ perspective

Summary

• We investigated formal systems and structures to see
how they influence change and how they can be
worked to advance change.

• We explored systems and structures related to the
approval process and how to work with, through, and
around them.

• We explored how formal systems and structures can
be used to advance acceptance of the change.

• We addressed the desirability of adaptive change in
formal systems and structures.

Chapter 4: Building and
Energizing the Need for Change

Chapter Overview

• This chapter asks the question “Why change?”

• A framework for assessing and understanding the need

for change from multiple perspectives is developed

• It describes what makes organizations ready for change
• It outlines how change leaders can create an awareness

for change
• The importance of developing the vision for change is

addressed. It can be a powerful aid in energizing and

focusing action

The Change Path Model

Awakening
Chapter 4

Mobilization
Chapters 5 through 8

Acceleration
Chapter 9

Institutionalization
Chapter 10

• Identify the need for
change

• Articulate the gap
between current
situation and desired
future state and develop
awareness of need for
change

• Develop and disseminate
a powerful vision for
change

• Disseminate the vision
through multiple
channels

Recognizing the Need for Change Is Not Enough!

• There is no shortage of things needing change

• Recognizing the need for change is not sufficient

• “Why change” is aided by solid analysis of what
needs to change and why its important to expend
resources on this area, but…

• We need to be able to craft a compelling vision of:
• Where we want to go (the desired change)
• Why it is worth the effort

The Need for Change:
Have You Done Your Homework?

• What is your assessment of the need for change and
the important dimensions and issues that underpin it?

• Have you investigated fully the perspectives of internal
and external stakeholders?

• Can the different perspectives be integrated in ways that
offer the possibility for collaborative solutions?

• Have you developed and communicated the need for
change in ways that will heighten readiness and
willingness to change?

Develop Your Understanding of the Need
for Change

Develop Your Understanding of
the Need for Change and Create
Awareness and Legitimacy for it

Seek Out &
Make Sense
of External

Data

Seek Out &
Make Sense

of the
Perspectives

of Other
Stakeholders

Seek Out &
Assess Your

Personal
Concerns &
Perspectives

Seek out &
Make

Sense of
Internal Data

Readying an Organization for Change

• Need for change is identified in terms of the gap
between the current state and the desired state

• People must believe that the proposed change is
the right change

• People must believe they can accomplish the
change

• The change is supported by key individuals that
organizational members look to

• “What’s in it for me?” has been addressed

A Second Look at Readiness

1. Leadership viewed as trustworthy by followers

2. Followers viewed as trustworthy and able to
dissent by leaders

3. Have capable Champions of Change

4. Involved middle management

5. Innovative culture

6. Accountable culture

7. Effective communications

8. Systems thinking

Rate the Organization’s Readiness for Change

Readiness Dimensions:

Previous Change Experience
Score Range (−8 to +4) Score? _________
Executive Support
Score Range (−3 to +7) Score? _________

Credible Leadership & Change Agents
Score Range (0 to +11) Score? _________

Openness to Change
Score Range (−9 to +22) Score? _________

Rewards for Change
Score Range (−5 to +2) Score? _________

Measures for Change & Accountability
Score Range (0 to +4) Score? _________

Rate the Organization’s Readiness for Change
(cont.)

• Total scores can range from −25 to +50

• The higher the score, the more ready the organization
is for change
• Organizations that score below +10 are likely not ready for

change, making change very difficult

• Use scores from each area as a guide to focus your
attention on those low-scoring sections. What could be
done to increase readiness?

• This tool’s purpose is to raise awareness of the
organization’s readiness for change. It is not meant to
be used as a formal research tool!

Creating Awareness of the Need for Change

• Create awareness that a crisis is near, or
create a crisis that needs to be addressed

• Develop a transformational vision for the
change based on compelling values

• Find a transformational leader to champion
the change

• Focus on common or shared goals and work
out ways to achieve them

• Create dissatisfaction with status quo
through information and education

Barriers to Recognizing the Need for Change
(“Active Inertia”)

• Mental models about the world become blinders

• Past successes reinforce existing practices

• Existing values and corporate culture may harden
into dogma

• Leadership practices may impede recognition of
need for change

• Embedded systems and processes can harden into
unquestioned routines and habits

• Existing relationships can become shackles that
impede the ability to respond to a changing
environment

Groupthink

• Illusion of
invulnerability

• Construct
rationalizations

• Morality of position is
unquestioned

• Stereotypes—distort
image of other parties

• Pressure applied to those
who express doubts
about the group’s
position

• Self-censorship—
deviations from
consensus are avoided

• Illusion of unanimity

• Mind-guards: leaders and
fellow members
protected from adverse
information

Overcoming Groupthink

• Have the leader play an impartial role
• Actively seek dissenting views. Have members

play the role of devil’s advocate
• Actively discuss and assess the costs, benefits

and risks of diverse alternatives
• Establish a methodical decision-making process

at the beginning
• Ensure an open climate and solicit input from

informed outsiders and experts
• Allow time for reflection and do not mistake silence

for consent

Value of a Vision for Change

What is Your Experience with
Vision Statements?

• What makes for a good vision statement?

• What is the difference between a vision for
the organization and one for change?

• What does the organization and senior
management want from the vision?

• How much time, energy and resources
should be devoted to creating a vision?
Who should be involved?

What is a Vision Statement?

It is an attempt to articulate what a desired

future for a company would look like… an
organizational dream. Visions are big

pictures.—Todd Jick

What is a Vision Statement? (cont.)

According to Tichy and Devanna:

It provides a conceptual framework for
understanding the organization’s purpose—the
vision includes a road map

It has emotional appeal with which people can
identify

A vision’s value lies in its ability to guide behavior

What is a Vision Statement? (cont.)

According to Simons:

A vision without task is a dream world,
and task without vision is drudgery.

Approaches to Visions for Change

• Leader-developed vision

• Leader-senior team-developed vision

• Bottom-up visioning

Your Thoughts on Organizational Vision

• How do you think an organization should go
about developing a vision? Bottom up? Top
down?

• To whom should it be communicated? How
should it be communicated?

• When does an organization need to consider or
revisit its vision?

Value of a Vision Is to Guide Behaviour

Good visions are:

• Clear, concise, easily understandable

• Memorable

• Exciting and inspiring

• Challenging

• Excellence-centered

• Stable but flexible

• Implementable and tangible

Why Is It Necessary to Have a Vision?

• A vision enhances performance measures

• It promotes change and provides a basis for a
strategic plan

• It motivates individuals and facilitates
recruitment

• It establishes a context for decision making

What Is a Useful Vision?

• A useful vision focuses on the future
• Vision integrates three factors:

• Mission: What business are we in? What’s our
reason for being and our fundamental values?

• Strategy: How are we to achieve our mission
and our competitive advantage?

• Culture: The enactment of who we are in our
values, beliefs, rituals, etc., relative to
ourselves, our coworkers and our clients

Why Do Visions Fail?

• Senior management’s walk doesn’t match the talk

• Ignores needs of those putting it into practice

• Unrealistic expectations develop that can’t be met

• Lacks grounding in the reality of the present

• Either too abstract or too concrete

• Lack of creative input

• Poor management of participation

• Complacency—no sense of urgency

The Vision Trap

• Watch for vision creep

• Get back to basics:

• Language people can identify with

• Language people can do something with
and focus upon

• Vision that engages and energizes and is
not abstract and ambiguous

“Handy-Dandy Vision Crafter”
We Strive to be the…
________________________________________________
(Premier, Leading, Pre-eminent, World-class, Dominant, Best of
Class)

Organization in Our Industry. We Provide the Best…
_______________________________________________
(Committed, Caring, Innovative, Expert, Environmentally friendly,
Reliable, Cost-effective, Focused, Diversified, High-Quality, On
Time, Ethical, High value added)

________________________________________________
(Products, Services, Business Solutions, Customer-Oriented
Solutions)

“Handy-Dandy Vision Crafter” (cont.)

To…
________________________________________________
(Serve Our Global Marketplace; Create Customer, Employee and
Shareholder Value; Fulfill Our Covenants to Our Stakeholders; Exceed
Our Customers’ Needs; Delight our Customers)

Through…
_______________________________________________
(Committed, Caring, Continuously Developed, Knowledgeable,
Customer focused)

Employees in this Rapidly Changing & Dynamic…
________________________________________________
(Industry, Society, World)

Organizational Vision and Change Vision

• The approach to vision crafting remains the same
but the focus shifts and becomes more specific
around the particular change you have in mind

• The change leader’s goals are advanced when
they develop or facilitate the development of a
compelling change vision that appeals to groups
critical to the change initiative and effectively
communicate it to them

Save the Children

Vision for Its “Survive to 5” Program

We believe all children should live to celebrate
their fifth birthday.

The Survive to 5 campaign supports
Millennium Development Goal 4:

• To reduce child mortality by two-thirds by
2015 and save the lives of over 5 million
children under 5 who are dying of preventable
and treatable diseases.

Tata’s Vision for the Nano
• Create a $2,000 “people’s car.” It has to be safe,

affordable, all weather transportation for a family. It should
adhere to regulatory requirements, and

• achieve performance targets such as fuel efficiency and
acceleration.

The Result: The Nano. 50 miles per gallon and seats five.
At $2,500—least expensive car in the world when launched.

Change Vision for the Procurement System in a
Midsize South African Manufacturer

• We believe providing reliable and cost-effective procurement services is
critical to the future survival and success of our organization.

• We will develop and deploy a computer-based process that provides
accurate and repeatable information to procurement so that those involved
will be able to eliminate purchasing errors, and make more knowledgeable
purchasing decisions.

• Through these actions we will reduce costs and increase the profitability and
effectiveness of the organization.

• This change will completely eliminate rework on the bill of material, and will
enhance the effectiveness and efficiency of the procurement process,
quoting and planning phases.

• We will know we have succeeded in bringing this change to life by the
measures we use to track progress, including error rates, costs, time
savings, and user satisfaction.

Toolkit Exercise 4.2
Developing the Background to Understand the

Need for Change

1. Consider an organizational change that you are familiar with.
What data could help you understand the need for change?

2. Have you:
a) Made sense of external data?
b) Made sense of the perspectives of other stakeholders?
c) Assessed your personal concerns and perspectives that might

affect your judgment concerning the change?
d) Understood and made sense of the internal data?
e) What else would you like to know?

3. What does your analysis suggest to you about the need for
change?

Toolkit Exercise 4.3
Writing a Vision for Change Statement
Think of an organization you are familiar with that is in need of
change. If you were the change leader, what would be your vision
statement for change?

1. Write your vision statement for the change you are striving for.

2. Evaluate your vision. Is it:
• Clear, concise, and easily understood?
• Memorable?
• Exciting and inspiring?
• Challenging?
• Excellence-centered?
• Stable and flexible?
• Implementable and tangible?

Toolkit Exercise 4.3
Writing a Vision Statement (cont.)

3. Does the vision promote change and a sense of direction?
4. Does the vision provide the basis from which you can develop

the implementation strategy and plan?
5. Does the vision provide focus and direction to those who must

make on-going decisions?
6. Does the vision embrace the critical performance factors that

organizational members should be concerned about?
7. Does the vision engage and energize, as well as clarify? What is

the emotional impact of the vision?
8. Does the vision promote commitment? Are individuals likely to

be opposed to the vision, passive (let it happen), moderately
supportive (help it happen), or actively supportive (make it
happen)?

Toolkit Exercise 4.3
Increasing the Value of a Vision Statement

Assess the vision against the following:

1. Is there consistency between the words and actions of senior
management and the vision?

2. Does it pay attention to the needs of those who will put it into
practice?

3. Are expectations related to it challenging but realistic?
4. Is it grounded in the reality of the present?
5. Is it neither too abstract or too concrete?
6. Was it forged through an appropriate combination of

synthesis and imagination?
7. Was there sufficient participation and involvement of others?
8. Does implementation contain a sense of urgency and

measurable milestones?

Toolkit Exercise 4.4
Combining the Need for Change and Vision for Change

Think of an organization in need of change:

1. What is the gap between the present state and the
desired future state?

2. How strong is the need for change?

3. What is the source of this need? Is it external to the
organization?

4. Is there tangible evidence (e.g., crisis) of the need for
change?

Toolkit Exercise 4.4
Combining Need for Change and Vision for Change (cont.)

5. If the change does not occur, what will be the impact
on the organization in the next two to six years?

6. What is the objective, long range need to change?

7. Return to the change vision statement developed in
Exercise 4.3. Does it capture a sense of higher
order purpose or values that underpin the change
and communicate what the project is about.

8. Explain how the vision links to the need for change.

A Checklist for Creating the Readiness for Change

ü What is the objective need for change? What are the
consequences to the organization of changing or not
changing? Are people aware of these risks?

ü Are members aware of the need for change? Do they
feel the need for change or do they deny its need?
How can they be informed?

ü Individuals are motivated toward change when they
perceive the benefits as outweighing the costs. Do
they see the benefits as outweighing the costs?
What can you do to ensure this is the case?

A Checklist for
Creating the Readiness for Change (cont.)

ü If individuals believe the benefits outweigh the
costs, do they also believe the probability of
success is great enough to warrant the risk
taking and needed investment of time and
energy?

ü Are there other alternatives that are more
attractive to them? What is it about their costs,
benefits, and risks? How should these
alternatives be addressed by the change leader?

Summary
• Change occurs when there is an understanding of the

need for change, the vision of where the organization
should go, and a commitment to action

• Change leaders need to address the question “Why
change?” and develop both a sound rationale for the
change and a compelling vision of a possible future.

• To develop the rationale, you need to do your homework!
Careful assessment is used to understand and
communicate the need for change and the organization’s
readiness for change. The motives and interests of key
stakeholders forms part of this assessment.

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