Ogc chap 7

1. ORGANIZATIONAL CHANGE (4TH ED.)
Barbara Senior & Stephen Swailes
Chapter 7: Hard systems models of change (HSMC)

2. LEARNING OBJECTIVES
By 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.

3. REVIEW FROM CHAPTER 2

4. TERMINOLOGY
Hard Complexity Soft Complexity
Simple System
Difficulties
Complex System
Messes

5. UNITARY, PLURALIST, COERCIVE RELATIONSHIPS
Unitary
People 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.

6. UNITARY, PLURALIST, COERCIVE RELATIONSHIPS
Pluralist
People 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.

7. UNITARY, PLURALIST, COERCIVE RELATIONSHIPS
Coercive
People 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.

8. DISCUSSION
Question: 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.

9. THREE STAGES OF CHANGE IN THE HARD SYSTEM
Phase Stage
Description 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

11. THREE STAGES OF CHANGE IN THE HARD SYSTEM
Phase Stage
Options 4. Generate options • Develop ideas for change into clear
options for achievement of the
objectives
• Consider a range of possibilities
5. 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

13. THREE STAGES OF CHANGE IN THE HARD SYSTEM
Phase Stage
Implementation 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

14. 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.