Types of Change Source: Balogun & Hope Hailey (2004) The figure identifies four types of strategic change plotted against the nature of change and the end state. 2.1.3.10 The 'Cultural Web' Culture is 'how things are done around here' (Drennan, 1992). Johnson (1990), Johnson and Scholes (1999), Johnson et al (2005) and Knight & Marshall (2008, p.270), devised the cultural behavior model as a technique for managing change. They tried to explain why firms often fail to adjust to environmental change as quickly as required. The model is concerned with the manifestations of culture in organisations and identifies six interrelated elements, namely: Symbols / titles: Symbolic aspects of the organization, Power structures: Core assumptions and important beliefs Organisational structures: Formal or informal systems Control systems: Measurements and reward systems Rituals / routines: Interactive behaviour and rituals Myths / stories: Embed organizational history into the present Johnson (1990) concluded that firms developed a way of comprehending their organisation -a paradigm or shared mindset -out of which they could not think if it were particularly strong. Together with Lewin's forcefield analysis, the 'cultural web' is a useful means of identifying obstructions to and potential accelerators for change. 2.1.4 Styles for Managing Change Styles of change management describe how the change process is actually managed. They are not new at all but to some extent reworking and expansion of the 'design choices' in the Balogun and Hope Hailey's change model. They sit on a continuum ranging from "coercion" in which change is forced on people, through 'collaboration' and 'participation' in which employees are involved on what and how to change, to 'education' and 'delegation' in which change is mostly delegated. 2.1.5 Resistance to Change Even with the best planned change process, some reaction to change is inevitable. Negative reactions are bound to be experienced in overt behaviour or passive resistance. There are four basic reactions to change and these can be countered in various ways. Disengagement: Refers to psychological withdrawal from change which is countered by involving the affected individual to freely identify and address their concerns. Disidentification: The individual's identity feels threatened by the change and they must be involved to establish change ownership and commitment. Disenchantment: Is usually expressed as negativity, anger or coalition building. The anger must be managed, acknowledged as normal and not held against them. Disorientation: The employee become lost and confused and change must be explained to minimise the ambiguity that they experience. Managers must be able to diagnose these reactions especially because each brings with it significant and different concerns such that there is no 'one best way' to address them. The traditional view of managing resistance to change is to treat it as something to be overcome but the contemporary view holds resistance simply as some form of feedback which can be used very productively to manage the change process. The key strategies for managing resistance to change are communication, participation, empathy and support.

Contexts in source publication

Context 1

... and Hope Hailey (2005) and Johnson and Scholes (2005) identified the following four types of strategic change (see Figure 3). Adaptation: Refers to incremental change which doesn't require shift in the present paradigm. ...

Context 2

... rewards addressed the short-term need for market competitiveness while culture change provides us with capabilities for future success. (Director 3, COMESA). COMESA ensures fair and competitive remuneration for its staff by conducting salary surveys every two years and adjusting its remuneration regime accordingly. ...