org change 07
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Senior and Fleming, Organizational Change, 3rd edition © Pearson Education Limited 2006
Slide 7.1 Session Seven
hard systems models of changeLearning objectives:
• Recognize change situations (problems/opportunities)characterized mainly by hard complexity, where the use of hard
systems methodologies are appropriate
• Describe the main features of hard systems methodologies for
defining, planning and implementing change
• Explain the hard systems model of change (HSMC) as
representative of hard systems methodologies of change
• Discuss the limitations of hard systems methodologies of
change and, therefore, the need for other change
methodologies more suited to situations of soft complexity
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Senior and Fleming, Organizational Change, 3rd edition © Pearson Education Limited 2006
Slide 7.2
Situations of change• There are a variety of ways of categorizing
organizational change
• Change of hard complexity is more likely to be enacted
easily and speedily than situations that show soft
complexity
• Situations of hard complexity are also described as
‘difficulties’
• HSMC is best applied in relatively bounded situationsdescribed variously as difficulties, simple/unitarist
systems or ‘hard’ situations
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Senior and Fleming, Organizational Change, 3rd edition © Pearson Education Limited 2006
Slide 7.3 Characteristics of unitary, pluralist
and coercive relationshipsUnitary: people share common interests, have values and beliefs that
are highly compatible, largely agree upon ends and means, all
participate in decision making and act in accordance with agreedobjectives.
Pluralist: people have a basic compatibility of interest, have values
and beliefs that diverge to some extent, do not necessarily agreeupon ends and means, but compromise is possible, all participate indecision making and act in accordance with agreed objectives.
Coercive: people do not share common interests, have values andbeliefs that are likely to conflict, do not agree upon ends and meansand ‘genuine’ compromise is not possible and coerce others toaccept decisions.
Flood and Jackson 1991 p. 34-5
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Slide 7.4
Systematic approaches to change• HSMC is derived from earlier methods of problem
solving and decision making, such as systems
engineering methods and operational research
• Hard approaches rely on the assumption that clearchange objectives can be identified in order to work out
the best way in achieving them
• Objectives should be such that that it is possible to
quantify them, or be sufficiently concrete so that one can
know when they have been achieved
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Senior and Fleming, Organizational Change, 3rd edition © Pearson Education Limited 2006
Slide 7.5
The hard systems model of change1. The description phase – describing and
diagnosing the situation, understanding what isinvolved, setting the objectives for the change
2. The options phase – generating options forchange, selecting the most appropriate option,thinking about what might be done
3. The implementation phase – putting feasible
plans into practice and monitoring the results
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Senior and Fleming, Organizational Change, 3rd edition © Pearson Education Limited 2006
Slide 7.6 Stages within the hard systems
methodology for changePhase 1 Stages Actions appropriate for each stage
Description
1. Situation Summary (a) Recognize the need for change(b) Test out others’ views on the need
for change
(c) Using appropriate diagnostictechniques, confirm hard complexity
2. Identify objectives (d) Set up objectives for systems of
and constraints interest(e) Identify constraints on the
achievements of objectives
3. Identify performance (f) Decide how the achievement of themeasures objectives can be measured
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Senior and Fleming, Organizational Change, 3rd edition © Pearson Education Limited 2006
Slide 7.7
Phase 2 Stages Actions appropriate for each stage
Options
4. Generate Options (g) Develop ideas for change into clearoptions for achievement of theobjectives
(h) Consider a range of possibilities
5. Edit options and (i) Describe the most promisingdetail selected options options in some detail
(j) Decide, for each option, what isinvolved, who is involved and howit would work
6. Evaluate options against (k) Evaluate performance of chosenmeasures option against criteria set in Stage 3
Stages within the hard systems
methodology for change (continued)
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Senior and Fleming, Organizational Change, 3rd edition © Pearson Education Limited 2006
Slide 7.9
An evaluation matrix
Objective 3
Measure 3
Objective 2
Measure 2
Objective 1
Measure 1
Option DOption COption BOption A
Objectives &
Related
Measures
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Senior and Fleming, Organizational Change, 3rd edition © Pearson Education Limited 2006
Slide 7.10
Using the HSMC – Activity1. Use example used in text to go through the stages and
identify issues that might arise form this.
2. Can you think of an example that would be considered
‘bounded’ or ‘hard’ that you or a group could try to followthe stages identified in the model.
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Senior and Fleming, Organizational Change, 3rd edition © Pearson Education Limited 2006
Slide 7.11
Comment and conclusions• The hard systems model provides a practical approach to
change that has been designed to apply to situations of
low-medium complexity
• The HSMC can also be effective to begin to diagnose achange situation before categorizing it into more simple or
complex change
• What this methodology is less good at doing is identifying
the political and moral issues surrounding types of change
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