ORGANIZATIONAL CHANGE (4TH ED.)Barbara Senior & Stephen Swailes

Chapter 7: Hard systems models of change (HSMC)

LEARNING OBJECTIVESBy the end of this chapter, you will be able to: 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.

REVIEW FROM CHAPTER 2

TERMINOLOGYHard Complexity Soft Complexity

Simple System

Difficulties

Complex System

Messes

UNITARY, PLURALIST, COERCIVE RELATIONSHIPSUnitaryPeople relating to each other from a unitary perspective: share common interests have values and beliefs that are highly

compatable largely agree upon ends and means all participate in decision making act in accordance with agreed objectives.

UNITARY, PLURALIST, COERCIVE RELATIONSHIPSPluralistPeople relating to each other from a pluralist perspective: have a basic compatibility of interest have values and beliefs that diverge to some

extent do not necessarily agree upon ends and means,

but compromise is possible all participate in decision making act in accordance with agreed objectives.

UNITARY, PLURALIST, COERCIVE RELATIONSHIPSCoercivePeople relating to each other from a coercive perspective: do not share common interests have values and beliefs that are likely to conflict t do not agree upon ends and means and “genuine”

compromise is not possible coerce others to accept decisions.

DISCUSSIONQuestion: Do you agree that “most people have the capacity to think logically and rationally”?

Question: Do you think that most people think logically and rationally? If not, why not?

One predominate perspective on change and decision making is that the logical and rational approach is the “only” way to approach problem solving.

THREE STAGES OF CHANGE IN THE HARD SYSTEMPhase StageDescription

1. Situation Summary

• Recognize need for change either to solve a problem or take advantage of an opportunity

• Test out others’ view on the need for change

• Using appropriate diagnostic techniques, confirm the presence of hard complexity and a difficulty rather than a mess

2. Identify objectives and constraints

• Set up objectives for systems of interest

• Identify constraints on the achievement of the objectives

3. Identify performance measures

• Decide how the achievement of the objectives can be measured

THREE STAGES OF CHANGE IN THE HARD SYSTEMPhase StageOptions 4. Generate options • Develop ideas for change into

clear options for achievement of the objectives

• Consider a range of possibilities5. Edit options and

detail selected options

• Describe the most promising options in some detail

• Decide, for each option, what is involved, who is involved and how it will work

6. Evaluate options against measures

• Evaluate the performance of the chosen options against the performance criteria identified in Stage 3

THREE STAGES OF CHANGE IN THE HARD SYSTEMPhase StageImplementation

7. Develop implementation strategies

• Select preferred option(s) and plan how to implement

8. Carry out the planned changes

• Involve all concerned • Allocate responsibilities• Monitor progress

IMPLEMENTATION Pilot studies help sort out problems before more

extensive change is instituted, but they can cause a delay – a factor that is particularly important in a fast-moving, dynamic situation.

Parallel running applies most frequently to the implementation of new computer systems, but can be applied to other kinds of change. The new system is run alongside the old until confidence is gained that the new system is reliable and effective.

Big bang implementation maximizes the speed of change, but can generate the greatest resistance. Carries a high risk of failure unless planned carefully.

Implementation often blends all three strategies.