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The British Airways Swipe Group-6 Card Debacle

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Key Issues

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Organization Development
Coach image of implementing change Aimed at
Incremental Developmental First order change

Emphasis on core set of values

Humanistic values Democratic values
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Organization Development
Characteristics of OD approach

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Key Issues

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OD change intervention process

Kurt Lewin Change Process

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Action research change process

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Recommendation

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Criticisms of OD

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Criticisms of OD

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Appreciative Inquiry
Works on the model what's working

best & build on this knowledge to help develop & design what might be achieved in future
Its 4 steps are:

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SENSE MAKING
Assumption of Inertia Standardized change program is

needed
Animation Direction Paying attention and updating Respectful

Unfreezing
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KEY ISSUES
Extracted cues of sense making Ongoing sense making Enactment Projective sense making

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RECOMMENDATIONS
Identify appropriate cues and match

them to intended change programs

Understanding that ongoing sense

making stabilizes a situation

Correct timing of enactment Understanding the implication of the

change

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Change Management: Definition

Structured approach to shifting or transitioning
Individuals Teams Organizations

Movement from a current state to a desired future

state.
Organizational

process aimed at helping employees to accept and embrace changes in their current business environment change

A method of reducing or managing resistance to Key Features:

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Change Management: Approaches

Pendlebury, Grouard & Meston (1998): Ten Keys
Omission likely to lead to transformational failure Keys to be implemented simultaneously Degree to which keys are applied are important

Nadler (1998): 12 Action Steps

Capable of being adapted at every level of organization Manage three core elements: Power, Motivate People &

Transition

Kanter, Stein and Jick (1992): Ten Commandments Taffinder (1998): Transformation Trajectory
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Key Issues
Employees against the introduction of

electronic clocking in systems due to lack of awareness

Not part of the big picture: Future Size

and Shape
Unilateral

decision, taken and implemented without proper consultation from affected parties

Respect Deficit
5/4/12 Overall dissatisfaction with management

Application to Case: Kotters 8 Step Model

Adopt a See-Feel-Change Approach to grab the

attention of employees towards a need for change

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Contingency Approaches
According to contingency theorists,

style of change will depend upon the scale of change and the receptivity of organizational members for engaging in the change
Style of change
Collaborative Consultative Directive Coercive
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Dunphy/Stace Contingency Model of Change

Developmental Transitions: Constant

Change, Style of leadership is Consultative

Task Focused Transition: Directive Charismatic Transformation: Radical

Change, Consultative
Turnarounds: Frame Breaking,

Coercive/directive
Taylorism: Fine-tuning, Paternalistic
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Contingency Approach- HUY

Commanding: Abrupt change Engineering : Medium term change Teaching: Gradual, longer change Socializing: Long term, Participative

experiential learning

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Problems with Contingency Approach

Fitting an organizational change

program to the type of change required is not practical

They are ambiguous and require

greater choice and decisions

Specific set of change action steps

are not considered

Different style s at different situations There can be things universal for all
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Key Issues
It was seen as a prelude to a radical

shake-up
Lack of adequate consultation Potential Changes in the working

patterns of women juggling with childcare should have scheduled in a very sensitive way

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Recommendations
The change should be Charismatic :

Paradigm shift but less directive and more consultative

It should be engineering intervention

rather than commanding change intervention

According to the scale of action and

the style of leadership, specific se of change steps should be formulated

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Processual Approach
According to Pettigrew

Change is best understood as a complex interplay between content, process and context
By context we mean, external

context( economic, political and competitive environment) as well as internal context( strategy, structure, culture and power relations)
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Stages to engage in the management of Change

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Lessons for British Airways

Change strategies need to adapt in

light of the reactions and politics they create.

Change takes time and is unlikely to

entail continual development

Communication needs to occur in

context, sensitive to competing narratives and political processes

Training programs need to be aligned

with the desired change

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SIX BOX MODEL( for internal alignment)

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Change Management Model

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Thank You
THANK YOU

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