Blended Change Management: Concept and Empirical Investigation of Blending Patterns

Michael Reiss

doi:10.4236/ib.2009.12008

Abstract

In coping with the challenges of revolutionary or evolutionary change processes, change managers do not rely on single tools but on toolboxes containing several domains of tools. The impact of toolboxes on change performance depends both on the complementary inter-domain mix and the intra-domain blending of tools. The patterns of blending are investigated both conceptually and empirically with respect to scope, diversity and coupling of tools. Survey results indicate that blending practices are predominantly determined by rational tool evaluation and by task context.

Highlights

Failure rates of change projects of 50% and more are a prominent challenge to change managers [1]
Scope of tool blending: The survey supports the assumption that the use of multiple change management tools is standard
Diversity of tool blending: From the data, three basic types of blended toolboxes can be distinguished with respect to the diversity of blending: Focused toolboxes are used by change managers who concentrate on a particular “core cluster” of tools

Summary

Introduction

Failure rates of change projects of 50% and more are a prominent challenge to change managers [1]. The section of a change management toolbox dedicated to influence attitudes and behaviors of people contains four core domains (see Figure 1) This classification is based upon the primary functionality of the tools, i.e. influencing the acceptance of change from employees, managers, customers, public and other groups affected by the transition. Training is expected to develop the requisite personal competencies, and motivation tools to provide a commitment to the change project. Organization tools such as participation and project organization integrate people actively into the change process by giving them roles they are supposed to play (e.g. project managers, mediators, multiplicators, coaches, etc.). Blended models outside the management sphere such as blended materials (alloy), beverages or tobacco serve as role models

Evaluation of Tool Blending

Patterns of Tool Blending

Survey Design

Results

Conclusions and Outlook