Professional Documents
Culture Documents
Implementing Change:
Change Management,
Contingency,
& Processual Approaches
Focuses
on strategic, intentional
and usually large-scale change
Entails following a variety of
steps; the exact steps vary
depending upon the model used
Belief that achieving
organizational change is possible
through a coordinated and
planned approach
Claims to be appropriate for all
types of change
8-2
Processual
Approach
8-4
particular changes?
Cyclical or linear
8-5
Contingency Approaches
Change
Management
Approach
-Kotters EightStep Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
Contingency
8-7
Contingency Approaches
Change
Management
Approach
-Kotters EightStep Model
-Other n-step
models
-N-step model
issues
2.
Change
Management vs
Organization
Development
3.
Contingency
Approaches
4.
Processual
Approach
8-8
Contingency Approaches
Change
Management
Approach
-Kotters EightStep Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
8-9
Processual Approach
Change
Management
Approach
-Kotters EightStep Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
It
8-10
Kotter has worked more any other theorist on the definition of leadership and how it
actually differs from management.
Management is more a set of tools while leadership is an art which can not be
precisely codified.
Comes to a definition of leadership that privileges its dimension of being an agent of
change.
Believes that institutionalizing a leadership culture is the ultimate act of leadership.
Step 3) The vision that the group created was designed to change
everyones mentality and attitude about safety. Injuries could not be
treated as an acceptable risk at a railroad they had to be reduced
in order to get the railroads efficiency up and costs down.
Step 5)The largest barrier Katie felt she needed to overcome were related
to the concept of raising the bar on safety standards how can you make
people really care about the highest possible safety standards, when
current standards are already high? The way to do it, she said, was to
make it personal get to the heart and not just the mind. They forced
people to think about their families and how they would feel about an
injury to their loved ones. Over time, the message began to sink in and
people started to change their behavior. This created a high level of
engagement with the crew.
Step 6) The Iceberg Group set a goal for a short term win six months
injury free and communicated it broadly. Since the inception of the Iceberg
Groups work, with the exception of a small muscle pull, the Atlanta terminal
has gone almost 9 months injury free.
Other outcomes resulted as well, for example, because the terminal
became so proficient, theyve never had to reduce the number of shifts
running, even as other companies have cut back. With injuries down about
97% over last year, the Atlanta terminal has had fewer missed days of work,
fewer injury-related costs and more productive workers, enabling it to gain a
critical advantage over the competition.
Step 7&8) Even with this success, the Atlanta terminal isnt content
to let up. As they continue to move through the 8 Step process, they
hope to make the change permanent by anchoring these new
changes into the culture. The Iceberg Group continues to meet,
looking for other ways in which they can help the company improve
its operations, and hopefully, spread the Iceberg philosophy to other
divisions of the company