Comparing Management Styles and Change Readiness
Compare Imposing and Involving Management Styles
Conditions of Use:
Imposing Style
It is used when needs are clear and the change is technical in nature. It is common in crisis situations, under high stress, or when there is lack of time. It is suitable when the issue has low importance for the employees.
Involving Style
It is applied when needs are not clearly defined and the problem is open. It is used when there is no immediate time pressure, results can be seen in a longer time perspective, and the issue is highly important to the employees.
Kind of Actions
Imposing Style
Actions are based on the use of force and formal power. It follows a top-down instruction model with strict control and pre-defined results. Responsibility and work are individual.
Involving Style
Freedom of action, involvement of all in decision-making, clear aims—not instructions. Results to be defined. Evaluation, teamwork, group responsibility.
Advantages
Imposing Style
Quick actions and results. Good time management and economic effects.
Involving Style
It creates long-term motivation and organizational commitment. It utilizes the synergy of teamwork, results in much lower resistance to change, and improves the organizational atmosphere.
Disadvantages
Imposing Style
It leads to short-term involvement and lacks real commitment. Strong resistance, and mistakes are seen as individual failures, increasing stress.
Involving Style
Results are only visible in the long term. It requires a significant amount of time for consultation and participation, which may not be available in all scenarios or may cause problems.
Present Strategies of OC by Dorczak
Professor Dorczak identifies specific strategies for Organizational Change (OC) based on different areas of influence:
- Normative Strategy: Based on changing professional values of the employees.
- Psychological Strategy: Focuses on emotions and safety, making sure people feel secure during the change.
- Educational Strategy: Drives change through learning and training so people know how to act in the new system.
- Economical Strategy: Uses material stimuli, like money or rewards, to encourage people to change.
- Authoritarian Strategy: Uses formal power and force to make the change happen.
Describe Difference Between Divergent and Convergent Thinking
Divergent Thinking (Creative) – From one point of departure to many solutions. (Is the process of generating a wide variety of potential solutions or ideas from a single starting point. It is characterized by exploring many possibilities, seeking breadth, and encouraging creative association).
Convergent Thinking (Critical) – From many ideas to one best solution. (Involves evaluating the many ideas generated during the divergent phase and narrowing them down to a single, optimal, or best solution. It is a more critical process that focuses on logic and filtering to find the most appropriate answer to a given problem).
Present Brainstorming as a Method
Two phases: creative phase and critical phase.
Rules of Creative (Divergent) Phase
- Don’t criticize.
- Be open.
- Use all potentials.
- Use metaphors.
- Involve all people, all skills, and all associations.
Rules of Critical (Convergent) Phase
- Look for connections.
- Make it realistic.
- Take context into account.
- Calculate costs.
- Calculate/take into account resources.
- Involve all people and all skills.
Present Creative Problem Solving Method (Treffinger)
Both creative (divergent) thinking and critical (convergent) thinking are necessary parts of the problem-solving procedure in every phase. (We need a balance).
Problem Solving Process Consists of Several Phases:
1. Diagnosis (D/C) / 2. Identification of Best Ideas (D/C) / 3. Planning of Action (D/C) / 4. Assessment of Action (D/C) / 5. Planning of Next Diagnosis (D/C)
Diagnosis
- Divergent: List every possible fact and problem you can find.
- Convergent: Pinpoint the single most important problem to solve.
Identification of Best Ideas
- Divergent: Brainstorm a huge list of wild and creative solutions.
- Convergent: Select the most practical and effective “winning” ideas.
Planning of Action
- Divergent: Imagine all the different steps and people needed to help.
- Convergent: Build one solid, step-by-step “to-do” list.
Assessment of Action
- Divergent: Think of all the different ways to measure if you succeeded.
- Convergent: Choose the specific metrics to judge your final result.
Planning of Next Diagnosis
- Divergent: Look at the new situation and find all remaining gaps.
- Convergent: Decide exactly what your next goal will be.
Main Rule: First you “open” your mind (D), then you “close” it to make a decision (C).
Present Aspects of Readiness Assessment
Assess the Change:
- Type of change – Identify whether the change involves processes, technology, organizational structures, job roles, mergers, or strategic redirection.
- Scope of the change – Determine whether the change affects a workgroup, department, division, or the entire enterprise.
- Number of employees impacted – Assess how many individuals the change will directly and indirectly affect.
- Amount of change – Evaluate how significant the change is compared to the current state.
Assess Leadership Styles
Analyze Organizational Culture
Examine Organizational Change Capacity
Focus on Employee Readiness: ADKAR Model
- Awareness of the need for change
- Desire to participate and support the change
- Knowledge on how to change
- Ability to implement required skills
- Reinforcement to sustain the change
Understand the Predisposition of People Managers:
- Organizational culture issues, like risk-averse cultures or negative experiences from the past.
- A lack of awareness and knowledge about change.
- A belief that the change is a poor solution or that it will fail.
- Not accepting of project goals and personal incentives.
- Problems with the project team.
- An inability to be a leader of change and manage people during change.
Assess Communication:
Is it structured? Is it transparent? Is it customized for different employee groups? Is it delivered through multiple channels? Does it provide answers to employee questions? Does it create an open dialogue?
Describe Areas of Impact Assessment
Impact on Material Resources:
Effects on financial, physical, and technological resources and investment needs.
Impact on People:
Changes in workload, skills, competencies, training, and employee development.
Impact on Structures and Processes:
Implications for organizational structure, workflows, decision-making, and control systems.
Impact on Cooperative Environment:
Effects on relationships with partners, suppliers, alliances, and networks.
Impact on Competitive Environment:
Influence on market position, competitors, rivalry, and competitive advantage.
Impact on Local Community (CSR):
Social, economic, and environmental effects on the local community and corporate social responsibility.