CULTURA MATERIAL: INDUMENTARIA, TOCADO, PINTURAS Y

In the last chapter the seven most recognized and most frequently cited models from the organizational change literature were listed and explained. Figure 8 displays the various models and compares them. It turns out that the different models have common steps to steer an organizational change. Various authors used several definitions or steps to describe the same. In order to avoid confusion while focusing on the essence of the models, this Master’s thesis developed an own model which displays the eight common steps of the nine change models.

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Figure 8- Comparison of theoretical change models Lewin

(1946) Kanter (1992) Judsons (1991) Kotters Eight (1996) Bullock & Batten (1985) Galpin (1996) Armenakis (1999) Luecke (2003) Kubler- Ross (1969)

1. Analyse the organisation and

its need for change 1. Analyse the change

3. Diagnose and analyze the current situation

1. Mobilise energy and commitment through joint identification of business problems and their solution

2. Create a vision and a common

direction 2. Plan the change

3. Developing a vision and strategy

2. Develop and disseminate a vision of a planned change

2. Develop a shared vision of how to

organise and manage competitiveness 1. Denial stage

3. Seperate from the past

4. Create a sense of urgency 1. Establish a sense of urgency

1. Exploration Phase, create the need for change

1. Establish the need to

change 2. Anger stage

5. Support strong leadership

6. Line up political sponsorship 2. Creating a guiding coalition

6. Management from internal

and external information 2. Active participation by those affected 3. Identify the leadership 3. Bargaining stage

7. Craft an implementation plan 1. Plan the change 2.Planning phase, create an action plan

9. Communicate, involve people

and be honest 4. Communicate the change

4. Communicate the change vision

4. Generate recommendations 5. Detail the

recommendations 6. Pilot testing the recommendations

1. Persuasive communication 4. Symbolic activities 5. Diffusion practices

5. Start change at the periphery. Then let it spread to other unist withouit pushing it from the top

4.Depression stage

8. Develop enabling structures

3. Gain acceptance of new behaviors 4.Change from the status quo to a desired state

5. Empower broad based actions 6. Generate short-term wins

3. Action phase, implement change according the action plan

7. Preparing the

recommendation for roll out 8. Roll out the

recommendation

3. Human resource management practises 7. Formal activities that demonstrate

support for change initiatives

4. Focus on short term results

10. Reinforce and institutionalise change

9. Consolidate and

institutionalize the new state 8. Institutionalize new approaches

4. Integration phase, aligning the change across the whole organization

9. Measure, reinforce, and refine change

6. Institutionalize success through

formal policies, systems, and structures 5. Acceptance stage

7. Consolidate gains and produce more change U n fr e e z in g Tr a n s iti o n R e fr e e z in g C o m m o n s te p s

29 1. Analyzing and diagnose:

Lewin (1946), Kanter et al. (1992), Judson (1991), Galpin (1996) and Luecke (2003), identified that analyzing and diagnosing of the current organizational status and current problems is fundamental to understand the desire to change. Understanding the main driver of the change leads to a better understanding of the need to change across the organizational levels.

2. Creation of a vision and common goals:

Lewin (1946), Kanter et al. (1992), Kotter (1996) Judsons (1991), Galpin (1996), Kübler-Ross (1969) and Luecke (2003), all agree that it is fundamental to the success of a change to develop a solution with a vision and common goals. The vision and common goals are helpful tools to visualize the change and to increase the support for overcoming the denial stage.

3. Create a sense of urgency for the change:

Kanter et al. (1992), Judson (1991), Galpin (1996), Bullock and Batten (1985) and Kübler- Ross (1969) all found that creating a sense of urgency is important to create awareness and motivate the employees. The latter is based on the psychology of humans, because they only leave their comfort zone and cut off the past (anger stage) when they realize the urgency of the change.

4. Creation of a guiding coalition:

Kanter et al.’s (1992), Kotter’s (1996), Armenakis’ (1999), Kübler-Ross’ (1969) and Luecke’s (2003) findings underpin that it is important that a guiding coalition consists of senior managers, board members, stakeholders, key customers, and powerful union leaders. In other words, a guiding coalition can be seen as a roundtable for all interested parties, in which people influence and have the possibility to support the change (bargaining stage).

5. Development of a roadmap:

Kanter et al. (1992), Judson (1991), Galpin (1996) and Bullock and Batten (1985) stress that it is important to develop an implementation and action plan, which is mainly based on recommendations from the guiding coalition. Such a plan or roadmap has the advantage to speed up the transition process and motivate the employees to transform the planned change into action.

30 6. Communication of the change:

Kanter et al. (1992), Kotter (1996), Armenakis (1999), Kübler-Ross (1969) and Luecke (2003) identified communication to be an important tool in order to successfully change an organization. The communication needs to be efficient inside the guiding coalition to keep the level of commitment of the members high. People who are not in the guiding coalition need to get informed about the need of the change and its importance. Internal and external communication is needed to promote the change and to leave the depression stage, for gatekeepers need to be involved in a transparent way.

7. Implementation of the change:

According to Kotter (1996), Armenakis (1999), Bullock and Batten (1985) and Luecke (2003), the organization should provide immediate short-term success during the implementation in order to show the people that the change was needed and to further motivate them for the next steps. The empowerment of employees to participate in the change is also a motivating tool to reduce the resistance to change.

8. Reinforce and institutionalize the change, consolidate gains on the change: Lewin (1946), Kanter et al. (1992), Kotter (1996), Judson (1991), Galpin (1996), Bullock and Batten (1985), Kübler-Ross (1969) and Luecke (2003), state that it is essential to manifest the changes and to create an environment that supports future changes. One tool can be to give people feedback by showing them how their behaviors and attitudes helped realize the planned change. Feedback in general will increase the responsibilities and awareness of the people. It is also seen as an intrinsic reward that reduces the resistance to change for future projects.

Proposition 5: An organization, that wants to reorganize its structure, needs a change plan in accordance with the eight common step procedure. The resistance to change will decrease and the acceptance of the employees will increase when every step/condition is completed and complied with.

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2.6. Theoretical concepts – Resistance to change and entrepreneurial