Thurley and Wirdenius’s Change Strategy
Thurley and Wirdenius’s Change Strategy
Thurley
and Wirdenius introduced the main advantages and disadvantages of change
management in 1973, which was brief by Lockitt and 3T Productions Ltd. (2004)
as follows:
Directive change strategy. This
strategy explained the manager’s right to manage change and using authority to
execute transformation with little or without the participation of other
individuals. T s approach leads to valuable data and concepts being missed and
there is solid resentment from staff when changes are forced rather than discussed
and agreed.
Expert change strategy. According to this
strategy management of change can be considered as a problem-solving method
that requires to be determined by an ‘expert’. This method is mostly applied to
more technical issues and will normally be led by a specialist project staff or
senior manager. There is possible to be a slight connection with those affected
by the change.
Negotiated change strategy. This strategy
highlights the readiness of leaders to negotiate and bargain to effect change.
In order to implement changes leaders should accept the modifications and
concessions that may want to be made. This strategy accepts that those affected
by the change have the right to have a say in what variations are made, how
they are applied and the expected outcomes.
Educative change strategy. This strategy
includes moving employee’s values and opinions in order for them to support
variations being made and change toward the expansion of organizational values
that individuals are accepting, and able to support. A mixture of activities
will be used: education, persuasion, training, and selection, led by
consultants, specialists, and in-house experts.
Participative change strategy. This approach
highly expecting the total involvement of members who affected and responsible
for changes. The opinions of all will be taken into account before variations
are made. Outside consultants and experts can be used to facilitate the process
but they will not make any decisions as to the outcomes.
References
Anon., n.d. Thurley and Wirdenius’s Strategy. [Online]
Available at: https://easybusinessstudies.blogspot.com
[Accessed 20 February 2020].
Available at: https://easybusinessstudies.blogspot.com
[Accessed 20 February 2020].
Further discuss, five effective change management strategies that deal with the human element of organizational changes are as follos,
ReplyDeletea) propose incentives
b) redefine cultural values
c) exercise authority
d) shift the burden of change
e) recruit champions of change
Agreed. You have mentioned an important detail. Thank you.
DeleteInteresting. This strategy is totally unique and definitely has a huge impact on a proper change management. Thanks for the info!
ReplyDeleteAs you said this is a very important strategy.Thank you
DeleteWhen implementing change strategy It is better to first think of this overall approach and then customize your actions accordingly
ReplyDeleteYes Anjanika. What you said is correct. Thank you
DeleteChange does not always generate irreconcilable positions and conflicts, and that debate and opposition are not necessarily band may lead to improvements in the proposed changes. What are the Change strategies we can use for an organization ?
ReplyDeleteHere are five effective change management strategies that deal with the human element of organizational change.
Delete1.Propose Incentives. ...
2.Redefine Cultural Values. ...
3.Exercise Authority. ...
4.Shift the Burden of Change. ...
5.Recruit Champions of Change.
Changing management has positive well as negative impact on organisation structure. If management has proper understanding about organisation and its employees management change has positive impact on the organisation. other wise it can be negative.
ReplyDeleteYes Chamila. What you said is correct. Thank you
DeleteGood Description about change management strategies
ReplyDelete