Unit 3 Research Analysis
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Unit 3: Research Analysis
Department of Healthcare Administration, Park University
HRM636: Change Management and Conflict Resolution
Professor. Sheriley Smith
November 5, 2023
Introduction
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The ability to identify areas that require change and to gather, interpret, and implement change inside an organization makes this phase in change management perhaps the most important. Prioritizing certain areas of need after gaining a comprehensive understanding of the company is essential. Finding the connections within the company that influence productivity, employee engagement, and management team dynamics is the rationale behind having a comprehensive awareness of the situation. A study will be summed up in the analysis to support the data that Hayes has presented.
The significance of diagnosing and choosing the appropriate holistic model that best suits an organization will be highlighted, as well as the potential consequences that could arise if the model isn't a good fit or if the change agent is unable to come up with an action plan that is in line with the objectives of the organization.
Diagnosis Models
It is critical that we, as change agents, comprehend the organization within which we will
be bringing about change. A range of component and holistic models are presented; these differ according on the domains they purport to "cover" (Hayes, 2018). After a holistic model (that best
suits the organization) is used, a component model—which is more narrowly focused on certain issues—should be put into practice. Understanding the relationships within the organization and how one role, department, or individual affects the process as a whole is crucial because applying any model that is presented does not equal success if the right model is not chosen or the information is not pertinent enough to implement change (thus the idea of applying a holistic model first). Another term that can be used to describe the overall idea of holistic views is strategic diagnosis, which encompasses a wide range of important aspects of an organization's process and also includes diagnosing specific areas (Dutton & Duncan, 1987). These early change management analysts started to lay the groundwork for future developments and
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portrayed "strategic issue diagnosis as an iterative, cyclical process which involves two major events, activated by the recognition of some type of strategic issue." Dutton also saw organizations as a variety of lateral and top-down units, all of which contribute to the success or failure of the organization.
When the time comes for implementation, the change agent can be better prepared by making use of these connections and influences. Nonetheless, the choice of models remains crucial since it will direct the process of obtaining data, impact judgments, and act as a roadmap for organizational impacts. Dutton builds on the emphasis on choosing the right model for the right organization by explaining that "organizational action in response to strategic issues often depends on an ability to implement decision based on scanning strategies and subsequent interpretations of strategic information." A few models are introduced below.
Kotter's Integrative Model of Organizational Dynamics.
The McKinsey 7 S.
Weisbord's Six Box Model.
Burke-Litwin Causal Model of Organizational Performance and Change.
Klosften's business platform model
A comprehensive examination of an organization can be conducted using any of the models mentioned above, with some models emphasizing particular organizational components. Understanding the internal and external elements that affect effectiveness over the short, medium, and long terms is a key component of Kotter's integrative model of organizational dynamics. It also highlights the significance of organizational alignment. With the help of Mckinsey's 7S model, which divides many categories such as strategy, structure, system, style,
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staff, skills, shared values, and subordinate goals, various change tools can be created to pinpoint
areas of weakness or misalignment. Even if not every model will be applicable (Hayes, 2018) and the strategic issue diagnosis method are both supportive of every model that is offered.
Information starts to flow in from numerous sources through various techniques during the diagnosis process, once a model has been chosen and put to use. These approaches can include simple observations, employee surveys, management team interviews, or questionnaires. The process will need to be repeated more than required if this information is not appropriately understood and applied, which could lead to the modification being rejected after it has been implemented.
Information Gathering and Interpretation
Once the model has been chosen, all parties involved are gathering information and providing it to the change agent so they can act. Not quite so easy; the entire process of change depends heavily on how the data is interpreted. Negative reactions, ongoing problems, or the emergence of new problems within the company can result from failing to comprehend employee feedback in its whole, from failing to see problems in other departments with clarity, or from inflating information in some areas.
The change agent would be in charge of analyzing the data and presenting a change plan (Thomas, Clark, and Giola, 1993). They clarify that while ''different area and levels of organizations may be involved in the scanning activities associated with sense making, but top managers who have primary influence over which strategic issues are
attended to and how they are labeled.'' Since they will be the ones to monitor the long-term ramifications, this means that once the information is gathered, it must be analyzed and comprehended by every member of the management team. After analyzing the data, the change agent can investigate using a component model to solve the particular problems found in the
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diagnosis.
As a sensible strategy for attaining success in the change process for strategic issues, decisions must be guided by the information gathered (Thomas, 1993).
Conclusion
The change agent is responsible for a number of processes that have already undergone evaluation, such as identifying the need for change and creating action plans. It was noted in this analysis that the success of change implementation is largely dependent on diagnosis, model selection, information gathering, and interpretation. The change agent gets ready by deciding which relevant model best meets the organization's needs. After taking this step, the organization
as a whole can be best viewed by examining relationships and finding information sources. Once
the change agent has a general understanding of an organization, they are tasked with gathering information and interpreting it so that it best serves the needs of those involved in the process who will be affected. Although these are outlined more like steps, they are guidelines that ''should'' be followed; nonetheless, if the change agent interprets them incorrectly, they may not successfully implement the change.
Reference
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Dutton, J. E., & Duncan, R. B. (1987). The Creation of Momentum for Change through the Process of Strategic Issue Diagnosis. Strategic Management Journal, 8(3), 279–295. https://www.jstor.org/stable/2485895
.
Hayes, J. (2018). The theory and practice of change management (4
th
ed). New York,NY: Palgrave Macmillan.
Thomas, J. B., Clark, S. M., & Gioia, D. A. (1993). Strategic Sensemaking and Organizational Performance: Linkages among scanning, interpretation, action and outcomes. Academy of Management Journal, 36(2), 239–270. https://doi.org/10.2307/256522
.
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