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MGT521 M13-Discussion Forum: Measuring Change

Description

I need help completing a discussion board post for my Management course (Managing Dynamic Environment). Below are the exact requirements provided by my instructor:

Description:

The change management process can be viewed as a three-step process: planning, implementation, and evaluation. In this module, we concentrate on the last step of the change management process—evaluation. Once change is determined, and the intended strategy is implemented, it is rare for a strategy to work exactly as planned. Unintended consequences and barriers arise. For this reason, the implementation stage is as important as the planning stage. Organizations that can effectively evaluate and then modify their change plan after it has been implemented have a greater chance to achieve their goals.

Learning Outcomes:

Differentiate between the four types of control systems and their relevance in change management.
Evaluate the utilization and effectiveness of measurement tools to focus, monitor, and manage the change process.

————— The Discussion: ———————–

Measuring Change

When implementing a change, it is critical to evaluate the change utilizing metrics. Metrics can be qualitative or quantitative in nature. For this Discussion Forum, think about a time that your organization (past or present) underwent a major organizational change initiative. Then, analyze and measure that change using the DICE framework (see the example in Chapter 10 in the TOOLKIT EXERCISE 10.6 example). Discuss that change by calculating the DICE score and discussing the results.

Measure:

Duration: How frequently was the project formally reviewed?
Integrity: How capable was the project team leader?
Commitment of Senior Management: How committed is senior management to the project?
Local Level Commitment: Do those employees most affected by the change understand the need and believe the change is needed?
Local Level Commitment: Do those employees most affected by the change understand the need and believe the change is needed?

Calculate the Effort score: ________

Discuss the score and the risk category. What were the most concerning sources of risk? What would you do differently?

Assignment Requirements:

Your well-written paper should meet the following requirements:

Length: Your initial post should address all components of the question with 600-650 words limit.
Formatting: Follow academic writing standards and APA style guidelines.

Sources & Citations: Support your submission with course material concepts, principles, and theories from the textbook, Cite your textbooks and at least Three (3) scholarly, peer-reviewed journal articles. Proper APA citation is required.
Originality Check: You are strongly encouraged to check all assignments for originality using Turnitin before submission.
Plagiarism Policy: Plagiarism is NOT tolerated. Plagiarism is strictly prohibited. Assignments with more than 15% similarity to existing work will receive a zero. Repeated offenses may lead to termination.
Grading Rubric: Review the grading rubric to understand how your assignment will be evaluated.
Course Alignment: Ensure your discussion incorporates textbook concepts, principles, and theories, aligning with class lectures and avoiding the use of advanced material not yet covered in the course.
Discuss the concepts, principles, and theories from your textbook. Be sure to cite the textbook and use the lectures provided so that the analysis aligns with the material we’ve covered so far in the course.

Required Readings:

Chapter 10 in Organizational Change: An Action-Oriented Toolkit
Keller, S. &. (2020, May 5). How do we manage the change journey? Retrieved from McKinsey & Company: https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/how-do-we-manage-the-change-journey
Sætnan, A. R., Tøndel, G., & Rasmussen, B. (2019). Does counting change what is counted? Potential for paradigm change through performance metrics. Research Evaluation, 28(1), 73–83.

Note: I’ve attached the slides for the relevant chapter, grading rubric, and the book below (https://www.dropbox.com/scl/fi/dv3d0j8a714koe9jywe…).

Instructor Expectations:

Please ensure you dedicate your utmost effort and attention to detail when completing this task. The instructor places a strong emphasis on proper citation and substantive analysis that extends beyond simply answering the questions. Your work should demonstrate depth, originality, and critical thinking by introducing new insights and supporting arguments with thorough research.

The instructor maintains high academic standards and expects students to consistently strive for excellence. Your assignment should reflect the following:

Comprehensive Use of Sources:
- Incorporate textbook theories, concepts, and at least three (3) peer-reviewed journal articles to support your analysis.
- Proper APA citation is essential to demonstrate deep engagement with the material.
Substantial Analysis:
- Move beyond surface-level responses by providing insightful, well-developed arguments.
- Offer unique perspectives and link theories to practical examples to enhance your discussion.
Attention to Detail:
- Ensure your writing is clear, polished, and well-organized.
- Adhere to the required page count and APA formatting guidelines.

This assignment is not just about fulfilling a requirement—it is an opportunity to showcase academic excellence.

Additionally, your performance on this assignment will significantly influence my decision to collaborate with you on future coursework throughout my academic journey.

Chapter 10:
Get and Use Data
Throughout the Change Process

Chapter Overview
•

Measurement and control processes can play critical
roles in guiding change and integrating the initiatives of
others throughout the Change Path Model

•

Four types of control systems are discussed:
Diagnostic/Steering Controls, Belief Systems, Boundary
Systems, and Interactive Controls
• Different types of controls are needed at different
stages of the change process

•

The use of strategy maps as an alignment tool is explored

•

Three measurement tools are presented: the Balanced
Scorecard, the risk exposure calculator, and the duration,
integrity, commitment, and effort (DICE) model
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

The Change Path Model
Awakening
Chapter 4

Mobilization
Chapters 5 through 8

Acceleration
Chapter 9

• Tracking and
measuring the
change over time to
assess progress,
make modifications
(as needed), and
manage risk
• Institutionalizing the
change through
aligning related
systems and
structures

Institutionalization
Chapter 10
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Can Control Processes Facilitate Change?
• Change agents often complain about how control
systems and metrics impede change
• BUT when controls and metrics are effectively
deployed, they can be powerful aids to change
• First understand the impact of existing controls
on the change initiative
• Then tackle the challenge of aligning controls
and measures to facilitate change

Toolkit Exercise 10.2—Impact of Measures and
Control Processes on Change
Think of a change initiative that you are familiar with:

1. What measures and controls were used to track the change?
Were they congruent with the change vision and strategy? Were
they viewed as legitimate by users?
2. How was information captured and fed back? Did it arrive in a
useful and timely form?
3. Did measures need to evolve and be modified over the life of the
change initiative? How was this managed?

4. Were steps taken to ensure measures would be properly used?
Were there risks arising from their use that needed to be
managed?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 10.2—Impact of
Measures and Control Processes on Change
5. Were goals and milestones established, used to plot process,
and make midcourse corrections? Were small victories
celebrated?

6. Were the end state measures developed for the change
consistent with the vision and strategy? Were they viewed as
legitimate?
7. How were the end state measures fed back to users?
8. Were steps taken to ensure that end state measures were
properly used? Were there risks and potential consequences
that needed to be managed?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Choosing Measures
• Focus on key factors
• Use measures that lead to challenging but
achievable goals
• Use measures and controls that are perceived
as fair and appropriate

• Avoid sending mixed signals
• Ensure measures deliver accurate and useful
data

• Match the precision of the measures with the
ability to measure
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

The Change Context and the Choice of Measures
Choose
Choose Precise,
Approximate
Explicit, GoalMeasures, Vision
Focused
Focused, “Learn as
Measures
You Go” Measures

When
Complexity
and
Ambiguity
are:

Low

High

When Time to
Completion
is:

Short

Long

Types of Control Levers
• Interactive Controls—systems that sense
environmental changes crucial to strategic
concerns (e.g., market intelligence)
• Boundary Systems—systems that set limits of
authority and action and determine acceptable
and unacceptable behavior
• Belief Systems—organizational values and
beliefs that underpin decisions
• Diagnostic/Steering Controls—traditional
control systems, focused on key performance
variables

The 4 Levers of Control
Boundary Systems

Belief Systems

Risks to
be
Avoided

Core
Values

Change
Strategy
Strategic
Uncertainties

Interactive
Control Systems

Critical
Performanc
e Variables

Diagnostic
Control Systems

Control System Measures and Stage of the
Change
Controls When
Planning
Change

Interacti
ve
Controls

• Assessing
opportunities
and threats
• Testing
viability of
existing
vision,
mission, and
strategy,
given the
environment

Controls in Early
Stages of Change

Controls in
Middle Stages

• Affirm that
change project is
aligned with
environmental
trends
• Assess how to
use trends to
increase
prospects for
success

• Ongoing
monitoring
• Confirm that
environmental
assessment
continues to
support the
change

Controls Toward
End of Change
Initiative
• Obtain
feedback
regarding
success of the
change relative
to
environmental
factors
• Ongoing
environmental
scanning

Control System Measures and Stage of
the Change (cont..)
Controls When
Planning
Change

Boundary
System

• Limit the
change
options to
those within
the boundary
conditions
• Test the limits
of what is
acceptable

Controls in Early
Stages of Change

Controls in Middle
Stages

• Go/no go guidance • Go/no go
on
guidance on
appropriateness of
appropriateness
actions
of actions
• Reassess risks
• Reestablish
boundaries, if
needed
• Test new
boundaries,
where
appropriate

Controls Toward
End of Change
Initiative
• Re-evaluate the
boundary limits

Control System Measures and Stage of
the Change (cont..)
Controls When
Planning
Change

Belief
System

• Assess
congruence
with purpose

Controls in Early
Stages of Change

Controls in
Middle Stages

• Congruence
assessment
• Appeals to beliefs
to overcome
resistance

• Congruence
assessment

Controls Toward
End of Change
Initiative
• Congruence
assessment
• Re-evaluation of
core values

Control System Measures and Stage of
the Change (cont..)
Controls
When
Planning
Change

Controls Toward
End of Change
Initiative

Controls in Early
Stages of Change

Controls in
Middle Stages

• Develop
milestones,
diagnostic
measures, and
steering controls
• Develop tactics to
alter control
systems as
needed

• Evaluate
progress
against
milestones and
measures
• Assess whether
things are
workings as
they should
• Modify
milestones and
measures as
needed

• Determine when
project is
completed
• Confirm
changes are
working
appropriately
• Evaluate project
and pursue
learning on
improvements
for the next time

Diagnostic
and
Steering
Controls

• Assess
impact of
controls on
the change
project
• Consider
what
diagnostic
controls will
need to be
developed
and/or
altered

Control System Focus an Stage of the Change

Early Stage of
Change

Middle Stages of
Change

Late Stages of
Change

Focus on the
“what” of change

Focus on the
“how” of change

Focus on
outcomes and the
“what next” of
change

Strategic
Analysis: Goals,
Resources,
Environment

Measure
Progress and
Effectiveness of
Processes

Strategic
Reanalysis:
Goals,
Resources,
Environment

Toolkit Exercise 10.3—Application of
Simon’s Control Systems Model
Consider a change you are familiar with:
1. Describe the control processes and measures that were used. What was
their impact?
a. During the earlier stages of the change initiative
b. During the middle stages of the change initiative
c. During the later stages of the change initiative

2. Were there forbidden topics, such as questioning strategy or core values?
Were those limits appropriate and were limits tested?
3. Were small successes recognized and celebrated along the way?
4. What changes to measures and control processes would have assisted
change?

Strategy Maps and Change
• Visual representation can be used to show
how the change vision and strategy intend to
link with each other.
• They are linked through:
• Employee learning and growth targets and
goals
• System and process targets and goals
• Customer (internal/external) targets and
goals
• Desired financial targets and goals
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Strategy Maps and Change (cont..)
How Strategy
Links the
Perspectives

VISION FOR CHANGE
AND STRATEGY

FINANCIAL PERSPECTIVE
CUSTOMER PERSPECTIVE
INTERNAL PROCESS PERSPECTIVE

LEARNING AND GROWTH
PERSPECTIVE
Human Capital

Informational
Capital

Organizational
Capital
18

Customer
Internal

Revenue Growth Strategy

Productivity Strategy

Asset
Utilization

Increase
revenue/customer

Reduce
cost/customer

Add / retain value
customer

Current

Migrated

Customer
mgmt
leadership

New

Innovation
& comm.
supremacy

1.Human Capital
(staff competencies)

New
offerings

Internal ops
excellence

2. Information Capital
(technology
infrastructure)

Solution
focused

Scalability
strategies

Effective
governance
and control

Perception,
public
relations

3. Organizational
Capital
(climate for action)

How do we plan to
accomplish this?

Learning
& Growth

Maximize Organizational Value
What do we want to
accomplish?

Financial

A Generic Strategy Map

The Balanced Scorecard and Change
Management
Financial
Shareholders

Customers

Vision
and
Strategy

Internal
Business
Process

Employee
Learning
and Growth
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Generic Balanced Scorecard for Change
Financial: To succeed financially, how
should we appear to our
shareholders?
Objectives Measures Targets Initiatives
1.

2.
3.
Customers: To
achieve our change
vision, how should
we appear to our
customers?

Vision & Change
Strategy
Learning and Growth: How will we
sustain our ability to change and
improve?

1.
2.

2.
3.

Internal Bus.
Processes: To
achieve our change
vision, what
business processes
do we need to excel
at?

Objectives

Measures

Targets

Initiatives

1.
2.
3.

Toolkit Exercise 10.4—Aligning Change and
Building the Balanced Scorecard
Think about a change you are familiar with:

1. State the Mission, Vision, and Strategy for the change.
2. Consider the Mission, Vision, and Strategy of the organization:
•
•

Is the proposed change consistent with these?
If not, what needs to be done to bring them into alignment?

3. Financial Component of Scorecard: If you succeed with the
change vision, how will it appear to the shareholders or those
responsible for funding the change? How will you know
(objectives and metrics)?
4. Customer Component of Scorecard: If you succeed with the
change, how will it appear to your customers? How will you
know (objectives and metrics)?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 10.4—Aligning Change and
Building the Balanced Scorecard (cont..)
5. Internal Business Processes Component of Scorecard: If you
succeed with the change, how will it appear in your business
processes? How will you know (objectives and metrics)?
6. Employee Learning and Growth Component of Scorecard: If you
succeed with the change, how will it appear to your employees
and demonstrate itself in their actions? How will you and they
know (objectives and metrics)?
7. Lay out the scorecard you’ve designed for your change and
seek feedback from a classmate.
8. Can you show how the different components are connected to
each other by developing a strategy map for the change?

Factors Leading to Increase Risk
• Change Pressure—Risk increases when change
leaders feel:
• Significant pressures to produce and accomplish the
change
• There are high levels of ambiguity
• The leaders have little experience with change

• Change Culture—Risk increases when:
• The rewards for risk taking are high
• Senior executives resist hearing “bad” news
• There is internal competition between units

• Information Management—Risk increases when:
• The situation is complex and fast changing
• Gaps in diagnosis exist
• If decision making is decentralized
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 10.5—Using the Risk
Exposure Calculator
Score
Change
Pressure

Pressure to
Produce
Low
High
1-2-3-4-5

Level of
Ambiguity
Low
High
1-2-3-4-5

Experience with
Change
Out of 15
High
Low
___
1-2-3-4-5

Change
Culture

Rewards for
Risk-taking
Low
High
1-2-3-4-5

Executives
Resist Bad
News
Low
High
1-2-3-4-5

Internal
Competition
Low
High
1-2-3-4-5

Out of 15
___

Situation is
Complex and
Information
Fast-changing
Situation
Low
High
1-2-3-4-5

Gaps Exist in
Diagnostic
Measures
Low
High
1-2-3-4-5

Change
DecisionMaking
Decentralized
Low
High
1-2-3-4-5

Out of 15
___

Four Key DICE Factors
Duration [D]
• The time until the change program is completed or the
amount of time between reviews of milestones

Integrity [I]
• Extent to which companies can rely on teams of
managers, supervisors, and staff to execute change
projects successfully

Commitment [C]
• Dedication and support from top management [C1] and
the employees [C2] to the change initiative

Effort [E]
• Additional work that the change initiative demands from
employees
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 10.6—Applying the DICE
Model
Consider a change initiative that you know is
currently being considered for adoption and apply
the DICE model to it.
1. Duration Score: 1 — 2 — 3 — 4

•
•
•
•

Score: ___

Score of 1 if formal reviews less than 2 months
Score of 2 if formal review every 2–4 months
Score of 3 if formal review every 4–8 months
Score of 4 if formal review more than 8 months

Toolkit Exercise 10.6—Applying the
DICE Model (cont..)
2. Integrity of Performance Score: 1– 2 — 3 — 4 Score: __
• Score of 1 if team leader has the skills needed and the
respect of coworkers, team members have the skills
and motivation to complete the project on time and at
least 50% of the team members’ time has been
assigned to the initiative

• Score of 4 if change team and change leader are
lacking on all dimensions
• Score of 2 or 3 if the factors lie somewhere inbetween
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 10.6—Applying the DICE
Model (cont..)
3. Commitment Score is a 2-part measure…
a. Senior Management Commitment: 1-2-3- 4 Score: __
• Score of 1 if words and deeds of senior managers
regularly reinforce the need for change
• Score of 2 or 3 if senior managers are fairly neutral
• Score of 4 if senior managers are perceived as less than
supportive
b. Employee Commitment: 1 –- 2 –- 3 — 4 Score: ___
• Score of 1 if employees are very supportive
• Score of 2 if they are willing but not overly eager
• Scores of 3 or 4 as reluctance increases
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 10.4—Applying the
DICE Model (cont..)
4. Level of Additional Employee Effort and Demands over
the Normal Load:
1 –- 2 –- 3 — 4 Score: ___
• Score of 1 if incremental effort less than 10%
• Score of 2 if incremental effort 10% to 20%
• Score of 3 if incremental effort 20% to 40%

• Score of 4 if additional effort more than 40%

Interpreting DICE Change Risk Scores
Calculating the DICE Score:
(Duration Score +
2 × Integrity Score +
2 × Senior Management Commitment Score +
Local-level Commitment Score +
Effort Score)
Interpreting the Score:
▪ Scores between 7 and 14: Win Zone
▪ Scores between 14 and 17: Worry Zone
▪ Scores over 17: Woe Zone

• Do the findings help you to think about sources of risk
and how to manage risk?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Summary
• Care taken in the selection of measures and control
processes help focus energy and effort

• They can help enhance the efficiency and
effectiveness of the change, provide an early
warning system, and provide direction to midcourse
corrections
• They can help clarify what will be accomplished, what
it will take to bring these things to reality and chart
progress
• The careful selection and use of metrics can be
used to enhance the legitimacy and sense of
ownership of the change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

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MGT521 M13-Discussion Forum: Measuring Change

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