ASSIGNMENT OF WEEK 18

1. How can using the Change Kaleidoscope and Force-field analysis help an organization to deliver its intended strategy?

Change Kaleidoscope and Force-field analysis are the major tools which are used to assess the change within an organization. Both the tools have got positive and negative features. The positive features assist change and the negative features resist change.

Change Kaleidoscope:

Change Kaleidoscope was developed by Hope Hailey & Balogun (2002) in order to consider different factors and implementation options that need consideration during change. In several case studies change Kaleidoscope has been used as a tool for analyzing industries or organizations. Simply this tool can be used in the context of change. In this model there are eight factors which are retrieved from the literature. It can recognize complexity of change and need for change designs in a given situation. When change is about transitional, Change kaleidoscope is the best model.

Change Kaleidoscope is a very important tools for analyzing the change context.

The eight contextual features of the change kaleidoscope are:

source: J. Balogun and V. Hope Hailey, Exploring Strategic Change, 3rd edition, Prentice Hall, 2009

Adopted from J. Balogun and V. Hope Hailey, Exploring Strategic Change, 3rd edition, Prentice Hall, 2009

Time:

Time available for change can be different in different scenario. For instance, a business suffering loss has different scenario than the business which is planning for change in the future.  So, time really matters in whether the strategy is intended or emergent.

Preservation:

The change might be compulsory in some business but it has to preserve some aspects of organization which are the main sources of competencies. Suppose, for instance, that a fast growing IT business needs to become more formally organized. But it needs to satisfy its employees because they are the wealth of the company.

Diversity:

Diversity in an organization means the organization is experienced. With this different opinions and ideas can be shared. Hence diversity of experience, ideas and opinions are helpful for the change process.  On the other hand, it may be more complex in the change process due to homogeneity.  Thus, during the change process the nature and complexity of diversity should be considered.

Capability: 
This factor determines whether the manager have the experience of managing change. 
Capacity: 
This element simply determines how much human resources, cash and time is needed to achieve the organizational goals. If it requires more time in urgent situation, change context may not go in favor of the organizational goals. 
Readiness for change: 
This factor considers whether the employees are fully ready for change.  It also considers motivational factor that may direct employees towards change. Hence, change can be only possible by motivating employees. 
Power: 
This element determines the base of power in an organization. The change process can be affected with different types of management style. If an organization is running under autocratic style then there is a less change of change whereas if the management is decentralized then employees will be more flexible and can adapt to change process. It also measures the power distance between employees and management. Greater distance means less communication, leading to slow decision making. 
 On the other hand, forcefield analysis is used in the change process context to deal with pushing factors and resisting factors. They are the two factors that determine the impact of change. Pushing factors might be expectation from customers, increased skills of employees; vision for cost, unsustainable production cost, etc. the resisting factors can be traditional way of thinking, slow decision making and existence of bureaucracy, political intervention and poor management and organization structure.

2. Add your Change Kaleidoscope diagram for Hewlett Packard (Exercise 1 – slide 21) to your Learning Journal.

Figure: Change Kaleidoscope of HP

 

References:

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