Managing Change Enquiry And Action Australasian Edition Paul Krust, Selvi Kannan - Solutions

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What are the pros and cons of taking a closed framing approach to problem solving?
What are the characteristics of open problem framing? Are there any drawbacks?
How might the way in which a problem is framed affect the way the same problem is tackled?
Can you have a problem that isn’t framed? Explain your answer.
What is meant by the term ‘framing a problem’?
Applying the WXYZ format:a. map which components are present/missing in each statementb. translate the statement to the WXYZ format by filling in any missing components.
Is this framing appropriate?
highlight the strengths and limitations of setting clear change targets.
introduce a two-step process to specify the change challenge
explore the different ways in which change objectives can be framed
In what ways did different mutual benefits across the above stakeholder groups(in the Simplot case) enable change that turned the business around?
Review the Simplot Australia mini-case. Conduct a high-level stakeholder needs analysis of Simplot’s customers, unions and management.
Consider existing Service NSW employees undergoing change as key stakeholders. What challenges would they have faced?
Review the Service NSW mini-case. What analysis might Service NSW have conducted to determine that changes were needed in its internal context?
How might using a McKinsey 7S analysis provide a more balanced view of changes required within an organisation?
What circumstances might support using a formal model to analyse the organisational context, such PESTEDG or Okumus? When might it be more appropriate to conduct your own informal or unstructured contextual analysis using systems thinking and other tools?
What are the major contextual factors that make up the external environment?
Using the Okumus framework, summarise Kodak’s strategic approach and response to declining revenue. What were some of the unintended outcomes that were the result of the organisation’s strategic responses?
Using the 7S framework, what sorts of changes might Kodak have made across its internal dimensions to respond to the threat of digital photography?
What internal contextual factors negatively affected Kodak’s ability to successfully change its strategy? Were there any systemic issues that can be identified in the case?
What were the key issues in Kodak’s external environment that posed challenges in the late 1990s? Use the PESTEDG framework to categorise them.
anticipate issues associated with taking a contextual view of change including complexity, uncertainty and the need for a pragmatic and practical approach
compare and critique key models and frameworks used to assess and address contextual factors in organisational change
understand the complex nature of change context, its broad internal and external dimensions and its relevance for organisational change
Google is often presented as an exemplar of the creative economy. Discuss what some of its distinctive successes are and what could potentially lead to the ‘death’of this organisation.
Review Mini-case: ‘Google’s vision’. Search online for Kathy Chin Leong’s article‘Google Reveals its 9 Principles of Innovation’ or Liz Tay’s article ‘Google has updated its 9 principles of innovation: Here they are and the products they have enabled’. Discuss whether these same
Steiber (2014) claims that Google has built an ‘unorthodox management model’as its central innovative change strategy. Discuss this radical strategy and whether it will be successful if applied to all organisations.
Review the Google mini-case. What role does innovation play in Google’s strategy?
Discuss Uber’s creative business model and how it benefits the customer. Taking your reading further, what are the major issues facing Uber in Australia?
Review the Uber mini-case. Can Uber be described as a disruptive change to traditional taxis? What is disruptive innovation and how does Uber fit this diagnosis?
In managing change and innovation what are some of the critical issues an organisation needs to consider?
Research to find out what the Internet of Things (IoT) is. Discuss how this is changing the face of workplaces and the future promises that it brings. Can IoT necessarily bring innovation? Discuss.
Name at least three external triggers of change that can bring about innovation.
Discuss the pros and cons in using the Burke–Litwin model in managing change.
Review Nadler and Tushman’s model of change and discuss why in innovation this congruence model will prove to be more successful than a model you choose to compare it with. Discuss the benefits of this model.
As a change agent, when selecting a change model what are the critical issues that you will need to consider for planning a change?
In a group, choose a well-known car brand and discuss the brand’s most recent innovations. Comment on how quickly these innovations have occurred. Once complete, review what changes the company may have had to make to adapt to these innovations.
Do you believe that Isuzu demonstrates its core competencies and corporate values? How could Isuzu best navigate these elements in future?
Select two other competitors in the automotive industry and compare and contrast how their organisational philosophy has led them into the innovation space.
How critical do you believe the company’s vision and philosophy is in guiding innovation?
introduce the innovation frameworks.
consider innovation as a strategic change intervention
review the innovative changing landscape – social, economic and environmental
define and describe innovation and change
Reflect on and discuss possible limitations to Kotter’s eight-step model.
Referring to Burnes’s 2009 scale and speed approach to change, list the desirable and undesirable social behaviours with which an individual might respond to this change approach.
Discuss how Van de Ven and Poole’s model and Burnes’s approach are similar in their approach to:a. helping managers evaluate their situationb. defining the type of change that managers want to engender or have to facec. making informed judgements about the change practices managers should
Discuss how the typologies of life cycle, teleological, dialectical and evolutionary theories in Van de Ven and Poole’s framework of change relies on a distinct mode of change.
Explain how each of the approaches can be analysed using the enquiry–action framework discussed in Chapter 1.
Does Greenheck’s governance structure stifle or promote innovation within the organisation? Justify your answer.
What factors produce innovative behaviour and thus what changes need to be addressed?
What are the cultural issues Greenheck’s innovation has surfaced?
How does Greenheck define innovation? Does its innovation automatically create an innovative culture?
develop a process for dealing with specific change challenges.
explain how to distinguish between four key approaches to change
introduce concepts and frameworks from the literature on change management
Discuss how innovation drives change in an organisation.
Discuss how the dynamic external environment of an organisation can trigger change.
Name one change in the marketplace that could go wrong with each of the above start-ups. Think of a creative solution to the problem and justify why your solution will work.
What core values do you believe start-ups must have to encourage continuous change culture?
Who are the key stakeholders and how do you believe they might influence the start-ups’ success?
introduce the enquiry–action framework.
identify the disciplines involved in enacting change
highlight the vital diagnosing work in managing change
outline the foundations of understanding change and change work
provide an introduction to the key concepts and themes of managing change
If you are the learning and development consultant and wish to bring creative methods to mentoring, what would you suggest that would take mentoring to the next level in today’s fast-paced world?
Do you believe that the method of keeping a log and doing an appraisal is a good approach for mentoring? Discuss the pros and cons of this approach.
Review Mini-case: BP. When it comes to sharing knowledge, especially with organisations that may have remote operations, how can reflections between workers be shared effectively?
When reflecting on practice, should you focus just on the successes or just the failures? Is there a systematic process to reflection on practice? (A useful reference is Ison, R. L. (2008). Systems thinking and practice for action research.In Reason, P. W. & Bradbury, H. (eds), The Sage handbook of
Review the Mini-case: Deloitte Australia. Can reflective skills be taught and measured?
What can be done to help develop the critical, constructive and creative thinking that is necessary for reflective practice?
Reflect on a recent challenge you faced. This could be at work, in your studies or a relationship. Then think about the following:a. What were the obstacles and how did you overcome them?b. What strengths and weaknesses can you identify with this situation?c. What would you need to build on to be
What changes does Lezhang need to implement to experience successful impact of Internet of Things (IoT) technology?
What are the challenges that you believe face Lezhang? What creative solutions do you have?
What change management practices can an organisation explore and balance in a disruptive environment?
Reflect on and discuss how companies in the technological space need to enact hiring and retaining talents.
understand reflexivity and change.
explore reflective learning and the reflexive process
explore the different methods of learning and development
develop the reader’s understanding of different learning approaches via the‘learning cycle’ model
The evidence-based and detached approach of using an assessment centre and psychometric tests was accepted, on the whole, by the affected staff. What aspects of GMHCS’s approach helped managers to come to terms with the outcomes?Would this have made the recovery and the adoption of a new
Review Mini-case: GMHCS. What is the effect of mergers and the consolidation of a large number of positions on the psychological contract?
The Eden Project’s approach to recruitment and selection is equally about the candidates assessing whether they are right for the organisation as the organisation assessing them. What positive impact would that approach have on the psychological contract?
Review Mini-case: The Eden Project. What characteristics of the Eden Project’s culture and approach add complexity to the challenge of recruiting suitable employees?
Some consider psychometric tests to be a superior selection tool, but this is not universally agreed. Under what circumstances do you feel psychometric tests are valuable? Conversely, where might these tests be less appropriate or even potentially misleading?
Selection decision-making needs to be rigorous and objective. What is the best form of evidence to predict whether a candidate will be able to perform the change role as required?
Capability and motivation are both considered important qualities required in those with formal change roles. What are some of the ways both can be formally assessed during the selection process?
Why is the psychological contract of particular significance in the context of organisational change?
What is the psychological contract?
What do you think the processes adopted say about the culture at Power Provision Ltd?
Do you think that the selection decisions to make redundancies were rational and fair? Could they be improved? If so, how?
How would you assess the state of the psychological contract as the case progresses?
consider the application of practices in contrasting environments.
discuss approaches to selecting people to join change teams and organisations
explore the nature and practices of engaging staff in change processes
What are some of the ways process mapping is used to improve organisational performance?
Can you think of a personal service where you would be worried if there was no formal process?
What is process mapping?
How is it that processes add value to an organisation?

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Managing Change Enquiry And Action Australasian Edition Paul Krust, Selvi Kannan - Solutions

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