Tag: change management

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Greiner’s Model for Organizational Development & Growth

Greiner’s Growth Model is a framework that shows the different phases a company goes through to achieve growth. Each growth phase is made up of a period of relatively stable growth, followed by a “crisis” when major organizational change is needed if the company is to carry on growing.

Although the word “crisis” is often linked to a state of panic, it can also mean “turning point.” While companies certainly have to change at each of these points, if they properly plan ahead, there is no need for panic, and so we will call them “transitions.”

Stages

These evolutionary phases (and ensuing revolutionary phases) are:

  1. Growth through creativity which leads to a crisis of leadership.
  2. Growth through direction which leads to a crisis of autonomy
  3. Growth through decentralization which leads to a crisis of control
  4. Growth through coordination which leads to a crisis of red tape
  5. Growth through collaboration which leads to a crisis of internal growth (also dubbed the “consultation crisis”)
  6. Growth through alliances which leads to a crisis of identity ³

Resources

Lucidity Guide
Evolution and Revolution as Organizations Grow by Larry E. Greiner
Mindtools – Introduction

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Managing Complex Change

Managing Complex Change
  • Vision – Form a strategic vision for the project.  Link strategic outcomes with key initiatives.  Share the vision freely and make sure everyone in your project team is capable of explaining the desired state.
  • Skills – This variable is not a direct match with the Kotter model but it makes sense to me.  It is important to make investments in the people who will help bring and sustain the change.
  • Incentives – It’s time to resist the do more with less mentality.  In my opinion, we’ve permitted the pendulum to swing too far on this topic.  Work needs to be prioritized and key change initiatives need to be incentivized.  This doesn’t necessarily have to mean direct compensation.  It might mean recognizing people that take the risk change when change is unpopular or difficult.  Sometimes the only incentive necessary is an explanation of how the project will improve the lives of customers, or patients, or staff.
  • Resources – Enable action by equipping with the tools to do their job and remove obstacles.  This would be one of the first questions I’d ask to my change team – what do you need to be successful?
  • Action Plan – Keep it simple.  Make sure it’s always updated and easily accessible.  Finally, make sure people understand there is only one plan and who is accountable for its success.  Usually there is one project owner – they are ultimately accountable for the project’s success.  There are also multiple contributors to a project – they too are accountable for their contribution.
https://implementtoimpact.blog/2017/11/13/managing-complex-change/