I have a midterm coming up and here are my notes. My class is Change Managment. Can someone make a studyguide with questions and answers so I can study better. My teacher is not giving us a study guide

Chapter 1: Organizational Change

1. What is organizational change?

SHRM's Definition of change?

Organizational change refers to organization wide changes such as restructuring operations; implementing new programs; and introducing new technologies, processes, services or products."

2. How do you define change?

The strategy, execution, and maintenance of small and large changes to strategy, operations/processes, culture, leadership, technologies, etc.

3. What diagnostic tools can be used to decide what aspects of organizations need change?

Tools include narrative analysis, which focuses on understanding outcomes, actions, and actors by identifying themes and patterns in stories.

4. How is narrative analysis conducted?

It involves identifying actors, setting, plot, tensions, and resolutions. By extrapolating themes, you can understand the meaning and impact of the story on organizational change.

What is the overall story being told? How do the main characters change over time? What are their motivations? What themes emerge? What messages about change managment/leadership can you distill from the story?

5. What are tensions and paradoxes in change?

Tensions: Opposition between two or more ideas.

Paradoxes: Two correct but conflicting ideas, like the paradox of change itself, leadership paradox, and learning paradox.

6. What are the six key change questions?

Transformation or incremental change?

Systematic tools or messy politics?

Organizational capabilities or personal skills?

Rapid change or acceleration trap?

Change leader or distributed leadership?

Learning or implementing lessons?

Chapter 2: Understanding Roles and Responsibilities in Change Management

1. What is a change agent?

Currently, an internal member or external consultant: Anyone who has a role in implementing change (regardless of title) change agent can be

anyone responsible for implementing change, whether an internal member or an external consultant.

2. What is the difference between a manager and a leader?

Somewhat irrelevant distinction given overlap in roles and importance of both large and small-scale change

In the context of change, this distinction becomes less relevant, as both managers and leaders are critical to the success of both small- and large-scale changes.

3. What are mental models in change management?

Mental models are unconscious frameworks, metaphors, or perspectives that influence what we see, how we interpret it, and what we remember. These can shape how we approach and manage change.

Include: Images, metaphors, frames of reference, perspectives that operate unconsciously to drive thoughts and actions

Change management mental models: Implicit/habitual ways we approach change management processes

Chapter 3: Six Images of Change Management

1. What is the Six Images Framework in Change Management?

The framework categorizes approaches to change into controlling and shaping, with varying expectations for outcomes: intended, partially intended, and unintended.

2. What are the six images of change management?

Director

Controlling, intended outcomes

Managers have full control over change by following clear steps, focusing on contingency models.

Navigator

Controlling, partially intended outcomes

Change can't be fully planned but emerges in response to environmental factors. Navigators build a platform for change and respond to unpredictable situations.

Caretaker

Controlling, unintended outcomes

Change is often shaped by external forces beyond the manager's control (e.g., life-cycle theory, population ecology, and institutional theory).

Coach

Shaping, intended outcomes

Managers develop organizational capabilities and coach employees to achieve intended change.

Interpreter

Shaping, partially intended outcomes

Managers provide meaning to change by interpreting external and internal pressures and communicating the impact to stakeholders.

Nurturer

Shaping, unintended outcomes

Change is largely unpredictable, and the role of the manager is to encourage adaptive capacity within the organization.

3. What are internal and external drivers of change?

Internal Drivers: Organizational culture, politics, employee capabilities, and internal resources.

External Drivers: Technological advancements, demographic shifts, globalization, and economic pressures.

Example Case Studies from Chapter 1:

Starbucks & Roz Brewer

Context: Sales stalling, racial bias allegations, mobile order issues.

Actor: Roz Brewer, data-oriented and disciplined, engaged with staff and customers.

Strategy: Focused development, simplified offerings, addressed challenges directly.

Outcome: Growth and recovery; stock prices increased.

Sears & Eddie Lambert

Context: Post-merger (Sears and Kmart), profits down by 45%.

Actor: Eddie Lambert, combative CEO, critical management style.

Strategy: Restructured into competitive business units, focused on online shopping.

Outcome: Sales dropped, stores closed, and filed for Chapter 11.

Detroit & Mike Duggan

Context: Detroit in decline, bankrupt in 2013.

Actor: Mike Duggan, focused on listening to constituents and solving small problems.

Strategy: Address small problems to create big improvements, leading to downtown reinvestment.

Outcome: Reinvestment surged; sports teams and businesses returned.

additional topics I need covered: Director

Change is a result of strategic pressures and controllable by managers' ability to direct the organization's response Navigator

Strategic change is in response to internal and external pressures. Multiple pressures facing managers will need to be taken into account. Caretaker

Managers have little control over the inevitable pressures on the organization. Managers have little choice in the organization's actions. Coach

Pressures for change are constant and result in the need to develop and shape the organization's capabilities to better enhance organizational outcomes. Interpreter Pressures for change are internal and external and managers need to understand and give meaning to these. Nurturer

Pressures for change are large and small and the manager's role is to enhance the adaptive capacity of the organization.

Internal Drivers of Change?

External Drivers of Organizational Change?