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Chapter 10 Change Management, Processual & Contingency Approaches 2.pdf Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts. The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices. Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change†(Chapters 1, 4, and 12), change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator†(Chapter 7). • A new chapter, “The Effective Change Manager: What Does It Take?†(Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled. • Improved visual appeal with more graphics and occasional memorable cartoons.

Now available with —the leading adaptive learning resource. connect.mheducation.com Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts. The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices. Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change†(Chapters 1, 4, and 12), change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator†(Chapter 7). • A new chapter, “The Effective Change Manager: What Does It Take?†(Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled. • Improved visual appeal with more graphics and occasional memorable cartoons.

Now available with —the leading adaptive learning resource. connect.mheducation.com Images of Managing Change, Approach & Focus Images of Managing Change, Approach & Focus Change Management Change by Checklist Stage Models of Change Management Change Management vs OD Processual Approaches 1 Processual Approaches 2 Contingency Approaches 1 Contingency Approaches 2 Note: The caretaker and nurturer images are not central to managing change literature because they involve the assumption that managers receive rather than initiate change 7-* Image Approach Focus Chapter 9 Coach Organization Development Appreciative Inquiry Positive Organizational Scholarship Broadly based on assumptions about the importance of humanistic values (openness, honesty, integrity), democratic values (social justice, freedom of choice, involvement), and developmental values (authenticity, growth, self-realization) Interpreter Sense-Making The significance of the meanings that people attribute to actions, how these meanings influences people’s behaviors, and how managers of change can take this into account. .

Chapter 10 Director Change Management Contingency Focus on strategic and planned organizational change. Intentional change outcomes are treated as achievable through a series of planned steps. Navigator Processual Treats outcomes as the result of a complex interplay of different interests, both internal and external to the organization. Change Management Change by Checklist Stage Models Images of Managing Change, Approach & Focus Change Management Change by Checklist Stage Models of Change Management Change Management vs OD Processual Approaches 1 Processual Approaches 2 Contingency Approaches 1 Contingency Approaches 2 8-* Change by Checklist Sample checklist models Pfeffer & Sutton (2006) DICE/BCG (Sirkin et al, 2005) ADKAR (Hiatt, 2006) McKinsey/Keller et al (2010) Images of Managing Change, Approach & Focus Change Management Change by Checklist Stage Models of Change Management Change Management vs OD Processual Approaches 1 Processual Approaches 2 Contingency Approaches 1 Contingency Approaches 2 8-* Stage Models of Change Management Treat change as best managed by taking action in a specific sequence of stages/steps Lewin’s (1951) classic model: unfreezing, moving, refreezing Kotter’s (2007) widely used eight-step model Establish the need for urgency Ensure there is a powerful change group to guide the change Develop a vision Communicate the vision Empower the staff Ensure there are short-term wins Consolidate gains Embed the change in the culture Note Kotter’s (2012b) revision of his framework Images of Managing Change, Approach & Focus Change Management Change by Checklist Stage Models of Change Management Change Management vs OD Processual Approaches 1 Processual Approaches 2 Contingency Approaches 1 Contingency Approaches 2 8-* Change Management vs OD (As noted in Ch 9) critics of OD characterise it as predominantly incremental and attached to humanistic/participative values, making it too ‘employee-centric’ and as such ‘not up to’ the challenge of having organizations respond quickly to the demands of a rapidly changing environment.

Critics of Change Management (checklists, stage/step models) characterise it as over-prescriptive, simplistic, and too ‘management-centric’, and as such insufficiently attentive to the complexities and nuances involved in organizational change. Images of Managing Change, Approach & Focus Change Management Change by Checklist Stage Models of Change Management Change Management vs OD Processual Approaches 1 Processual Approaches 2 Contingency Approaches 1 Contingency Approaches 2 8-* Processual Approaches 1 Pay attention to (Dawson & Andriopoulos,2014): the past, present and future context in which the organization functions. the substance of the change, e.g., new technology the transition process – tasks, activities, decisions, timing, sequencing political activity both within and outside the organization the interactions between these factors Images of Managing Change, Approach & Focus Change Management Change by Checklist Stage Models of Change Management Change Management vs OD Processual Approaches 1 Processual Approaches 2 Contingency Approaches 1 Contingency Approaches 2 8-* Processual Approaches 2 Strengths Recognises the complexity of change, including the multiple factors that interact to produce an outcome Treats change as a process with a past, present and future, all of which have to be taken into account Highlights the political nature of organizations and the importance of the change manager having political skills Limitations Can make change seem overly complex and unmanageable Can make the role of people as active agents seem of limited significance in the face of contextual social forces Tends to produce generic rather than specific advice about what to do in a given situation.

Images of Managing Change, Approach & Focus Change Management Change by Checklist Stage Models of Change Management Change Management vs OD Processual Approaches 1 Processual Approaches 2 Contingency Approaches 1 Contingency Approaches 2 8-* Contingency Approaches 1 Contingency (‘it depends’) approaches challenge the view that there is one best way to manage change Different contingency models focus on different factors as the key ones to consider. Example model (Stace-Dunphy) (Stace & Dunphy, 2001) Focuses on two factors (i) style of change (collaborative/consultative vs directive/coersive) and (ii) scale of change (incremental vs transformative) Four resulting strategies (i) participative evolution, (ii) forced evolution, (iii) charismatic transformation, (iv) dictatorial transformation Each strategy is best used in a specified set of circumstances.

Images of Managing Change, Approach & Focus Change Management Change by Checklist Stage Models of Change Management Change Management vs OD Processual Approaches 1 Processual Approaches 2 Contingency Approaches 1 Contingency Approaches 2 8-* Contingency Approaches 2 While the idea that the best approach (to managing change) depends on the situation may be seen as logical and appealing, applying a contingency approach can be challenging because: Differing perceptions may exist as to the nature of the conditions that should determine the appropriate approach to managing change. Contingency approaches require more analysis and option selecting by managers; the prescriptiveness of change management models may be attractive to managers.

Many managers may not have the capability (the ‘behavioral flexibility’) to move between different styles as required by a contingency approach as situations change. Managers use of different change styles at different times may be interpreted as inconsistency by staff leading to the questioning of managers’ credibility. Images of Managing Change, Approach & Focus Change Management Change by Checklist Stage Models of Change Management Change Management vs OD Processual Approaches 1 Processual Approaches 2 Contingency Approaches 1 Contingency Approaches 2 8-*

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Understanding Change Management: Processual and Contingency Approaches
Change is an inevitable aspect of organizational dynamics, making change management a critical competency for leaders and managers. Palmer, Dunford, and Buchanan (2023) emphasize that change management should be viewed through multiple perspectives, as the complexity of organizational change requires an array of strategies tailored to specific contexts. This essay explores the processual and contingency approaches to change management, highlighting their unique features, implications, strengths, and weaknesses.

Processual Approaches to Change Management

Processual approaches to change management focus on the intricate dynamics and complexities involved in the change process within organizations. This perspective recognizes that change does not occur in isolation but is influenced by a multitude of factors, including organizational culture, employee perceptions, and external environmental elements (Dawson & Andriopoulos, 2014).

Key Features of Processual Approaches

1. Contextual Awareness: Processual approaches maintain that understanding the context—the past, present, and future of an organization— is foundational to managing change effectively (Dawson & Andriopoulos, 2014). Managers must assess how historical experiences shape current challenges and future needs.
2. Substantial Dimensions of Change: This approach examines not only the procedural aspects of change but also the substantive elements that constitute it, such as the introduction of new technology or shifts in organizational strategy (Palmer et al., 2023).
3. Complex Interactions: Change is treated as the result of various factors interacting. The interplay between internal dynamics and external forces creates a unique environment for each organizational change initiative.

Strengths of Processual Approaches

- Recognition of Complexity: By acknowledging the multi-faceted nature of organizational change, processual approaches provide a richer framework for understanding change dynamics (Dawson & Andriopoulos, 2014). They highlight that resistance to change is often rooted in the complexities surrounding employees' perceptions and organizational culture.
- Political Considerations: This approach addresses the political aspects of change management, recognizing that stakeholders' interests often affect change processes (Palmer et al., 2023). Managers equipped with political skills can navigate these waters more effectively.

Limitations of Processual Approaches

- Overly Complex: While the recognition of complexity is a strength, it can also render change management initiatives overwhelming for managers, leading to indecision (Palmer et al., 2023).
- Limited Actionability: Processual approaches may provide generic insights but often lack specific, actionable strategies tailored to distinct situations (Dawson & Andriopoulos, 2014).

Contingency Approaches to Change Management

In contrast, contingency approaches suggest that there is no universal solution to change management; instead, the effectiveness of any given strategy is contingent upon specific situational factors (Stace & Dunphy, 2001). This means that managers must assess various conditions and adapt their change strategies accordingly.

Key Features of Contingency Approaches

1. Situational Assessment: Managers utilizing contingency approaches need to analyze the situation critically to identify the style and scale of change required (Stace & Dunphy, 2001).
2. Strategy Selection: Contingency models such as Stace-Dunphy emphasize two key factors: the style of change (collaborative vs. directive) and the scale (incremental vs. transformative) (Stace & Dunphy, 2001). These factors guide managers in selecting the most suitable strategy for their particular context.

Strengths of Contingency Approaches

- Adaptability: The ability to adjust strategies based on situational analysis allows for more tailored and effective change processes (Stace & Dunphy, 2001). Managers can engage in participative approaches in conducive environments while utilizing directive methods when necessary.
- Promotes Critical Thinking: Contingency approaches encourage managers to critically analyze their environments, fostering a more reflective practice concerning change management (Palmer et al., 2023).

Limitations of Contingency Approaches

- Complex Decision-Making: The requirement for situational analysis can complicate decision-making processes. Managers may face challenges in determining the most relevant factors (Stace & Dunphy, 2001).
- Perceived Inconsistency: Frequent alterations in management styles to adapt to changing circumstances can lead to perceptions of inconsistency, potentially undermining the leader's credibility (Palmer et al., 2023).

Conclusion

Both processual and contingency approaches to change management offer valuable insights and frameworks for understanding the complexities of organizational change. Processual approaches emphasize the intricate interplay of contextual factors, political dynamics, and the diverse influences on change, thereby providing a comprehensive perspective. Conversely, contingency approaches advocate for adaptability and informed decision-making based on situational analyses, allowing for tailored interventions.
As organizations continue to navigate increasingly dynamic environments, embracing the strengths of both approaches will be essential for managers seeking to foster successful change initiatives. Ultimately, the integration of multiple perspectives in change management can enhance an organization's capacity to respond effectively to evolving challenges.

References

1. Dawson, P., & Andriopoulos, C. (2014). Managing Change, Creativity and Innovation. Sage Publications.
2. Palmer, I., Dunford, R., & Buchanan, D. (2023). Managing Organizational Change: A Multiple Perspectives Approach. McGraw-Hill Education.
3. Stace, D., & Dunphy, D. (2001). The Strategic Management of Change. International Journal of Management Reviews, 3(4), 1-18.
4. Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci Research.
5. Kotter, J. P. (2007). Leading Change. Harvard Business Review Press.
6. Kotter, J. P. (2012). Accelerate! Harvard Business Review Press.
7. Pfeffer, J., & Sutton, R. I. (2006). Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management. Harvard Business School Publishing.
8. Sirkin, H. L., Keenan, P., & Jackson, A. (2005). The Hard Side of Change Management. Harvard Business Review, 68-76.
9. Palmer, I., Dunford, R., & Buchanan, D. A. (2023). Managing Organizational Change: A Multiple Perspectives Approach. McGraw-Hill Education.
10. Dawson, P., & Andriopoulos, C. (2014). Management: Change and Innovation in Organizations. McGraw-Hill Education.