Managing Change: Getting The Right Model, and Getting The Model Right

Managing Change: Getting the Right Model,
and Getting the Model Right
Robert Padulo, Ph.D.
iWorkwell, Inc.
215-875-9550
robert.padulo@iworkwell.com
2001 iWorkwell, Inc.
"There is nothing more difficult to carry out,
nor more doubtful of success, nor more
dangerous to handle, than to initiate a new
order of things. For the reformer has
enemies in all those who profit by the old
order, and only lukewarm defenders in all
those who would profit by the new order
who do not truly believe in anything new
until they have had actual experience of it"
(Machiavelli, 1532).
2 robert.padulo@iworkwell.com 215-875-9550
"We trained very hard, but it seemed that every
time we were beginning to form up into teams,
we would be reorganized. I was to learn later in
life that we tended to react to any new situation
by reorganizing, and a wonderful method it can
be for creating the illusion of progress, while
producing confusion, inefficiency and
demoralization"
(Gaius Petronus, a Roman general who later
committed suicide, attributed by Petronii Arbitri
Satyricon, AD 66).
"The central idea is this: You have to
coordinate and align fundamental changes,
to many things, at the same time, to
manage a successful transformation"
(Robert Padulo, 2001).
General Nature of Organizations
Organizations as Systems
Organizations are complex systems. As their

environment changes, organizations must adapt
to survive
Organizations are composed of multiple

fundamentally interdependent parts
Organizations seek equilibrium they move

toward a state of balance
There is no universal best design
Organizational systems can and do change
What is the Process of Organizational
Change?
SCENARIO
I A B C
status quo
status quo
status quo
S2
status quo
STATE
change
change
S1
change
change
Lewin's Force Diagrams.
Organizational Change is an Iterative
Process
disequilibrium;
defining the desired future state;
assessing the present in relation to that desired future;
further symmetry breaking or unfreezing;
experimentation;
moving towards the desired new state;
repeating stages 26 until, at some point,
forming a new, dynamic equilibrium.
Definition of Corporate Transformation
A total, fundamental, discontinuous and revolutionary

change of qualities (paradigm, character, behavior,
capabilities) such that the organization as a whole
becomes dramatically different. This change of one
thing into another has the general goal of attaining a
better fit with the environment, to increase chances
of survival and achieve quantum-leap improvements
in performance.
Recommendations/Practical Advice:
35 Factors
*See 35 Factor List
Use financial incentives to shape behavior
"I think incentives are God-given and inspired.

You just have to be careful how you structure
them. You also need to package it correctly.
Even though it's only a semantic difference, you
need to sell it as 'better patient care' (not 'cost
reduction'!) ... and then add: 'Oh, by the way,
if we save any money you get to keep some of it
to do whatever you want for your department.'
That would work
(Dr. George Huggins).
35 Factors
*See 35 Factor List
Do These Lessons About Corporate
Transformation Apply to
Organizational Change Generally?
Summing Up The Key Takeaway
The core idea uniting all 35 success factors is the necessity of

a systems-change approach.
To manage change successfully, you need to:

get the right model (i.e., along the lines of my diagram
incorporating the relevant factors),
and get the model right (i.e., the dynamic process must be fine-
tuned and managed, to work within your specific circumstances).
In other words, not only do you have to address the roughly

35 factors, you have to address them properly.
The greater the change management task, the more you

have to coordinate and align fundamental changes, to many
things, at the same time, to manage change successfully.
Applying These Lessons
35 Factors
*See 35 Factor List
Managing Change: Getting the Right Model,
and Getting the Model Right
Robert Padulo, Ph.D.
iWorkwell, Inc.
215-875-9550
robert.padulo@iworkwell.com

Managing Change: Getting The Right Model, and Getting The Model Right

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Managing Change: Getting The Right Model, and Getting The Model Right

Uploaded by

Copyright:

Available Formats

Managing Change: Getting the Right Model,

and Getting the Model Right

Robert Padulo, Ph.D.

(Robert Padulo, 2001).

Organizations are complex systems. As their

Organizations are composed of multiple

Organizations seek equilibrium they move

There is no universal best design

Organizational systems can and do change

Lewin's Force Diagrams.

defining the desired future state;

assessing the present in relation to that desired future;

further symmetry breaking or unfreezing;

moving towards the desired new state;

repeating stages 26 until, at some point,

forming a new, dynamic equilibrium.

A total, fundamental, discontinuous and revolutionary

*See 35 Factor List

"I think incentives are God-given and inspired.

*See 35 Factor List

The core idea uniting all 35 success factors is the necessity of

To manage change successfully, you need to:

In other words, not only do you have to address the roughly

The greater the change management task, the more you

*See 35 Factor List

Robert Padulo, Ph.D.

You might also like