Burke discusses three key models: Weisbord (see figure 9.2)

Burke discusses three key models: Weisbord (see figure 9.2) and identifies questions for each box of the model; Nadler-Tushman (see figure 9.3); and Tichy’s TPC framework (see figure 9.4). Pick one model and explain how it would have applied to one of the cases mentioned in any of our readings.

Burke discusses three key models: Weisbord (see figure 9.2)

Firstly, Burke discusses three key models: Weisbord (see figure 9.2) and identifies questions for each box of the model; Nadler-Tushman (see figure 9.3); and Tichy’s TPC framework (see figure 9.4).

Secondly, Pick one model and explain how it would have applied to one of the cases mentioned in any of our readings.

Thirdly, Easier said than done?

Fourthly, What would you say would be the biggest challenge in implementing the Burke-Litman model in an organization?

Culture change

What might the Tichy’s TPC Framework or the Nadler-Tushman Congruence Model have suggested to help with the culture change at British Airways?

The Performance and Change Model, develop in 1992 by two organisational change consultants. It is a tool in understanding an organisation’s component parts. Additionally,  How they relate to each other in a time of change. A common reason for a change initiative failing is all areas of the organisation affected by the change are not accounted for.  Therefore, using this model can reveal what areas of the business are affected. The model also demonstrates the hierarchy of factors within an organisation and hence the flow of influence from one factor to the next. The model is an example of ‘open systems theory’, which suggests change comes from external influences.

 

The authors describe the model as a mechanism that portrays “the primary variables that need to be considered in any attempt to predict and explain the total behaviour output of an organisation, the most important interactions between these variables, and how they affect change”. There are four groups of elements within an organisation; the external environment, transformational factors, transactional factors and performance. Each group then contains various elements of the organisation.