1. Organizational Change
Three Typologies of Change Strategies

2. Higgs & Rowland (2005)
(Perception of the complexity of change and the extent to which it is believed
that change can be effected on a uniform basis or widely distributed activity)
Change as a predictable phenomenon Change as a complex phenomenon
Directive (Simple) Master (Sophisticated)
Uniform Approach
Change being driven, controlled, Change being
managed, initiated from the top or small driven, controlled, managed, initiated
group from the top or small group
Simple theory of change or a few rules of Complex theory of change – lots of
thumb elements, drawing on more than two
theorists, use of change model
Self Assembly (DIY) Emergence
Differentiated Approach
Strategic direction but local adaptation Change initiated anywhere in the
Disseminated /
Accountability for change lies with local organization but usually where there is
managers high contact with client/customer
Sharing best practice
Malcolm Higgs & Deborah Rowland (2005): All changes great and small: Exploring approaches to change and its leadership,
Journal of Change Management, 5:2, 121-151

3. Van de Ven & Poole (1995)
(Unit of Change & Mode of Change)
Prescribed Mode of Change Constructive Mode of Change
Evolution (Competitive Change) Dialectic (Conflictive Change)
Process Cycle: Variation, selection, and retention Process Cycle: Confrontation, conflict, and
Multiple Entities
among competing units synthesis between opposing Interests
Situation when model Applies: Competition for Situation when model Applies: Conflict
scarce resources between opposing forces
LifeCycle (Regulated Change) Teleology (Planned Change)
Process Cycle: Prescribed sequence of steps or Process Cycle: Dissatisfaction, search, goal
stages of development setting, and Implementation
Entity
Single
Situation when model Applies: Prefigured Situation when model Applies: Social
program regulated by nature, logic or rules construction of desired end state; goal
consensus
Van de Ven A H, Poole M S. (1995). Explaining development and change in organizations. Academy of Management Review.
20(3):510.40

4. Dunphy & Stace (1988)
(Scope of Change and Support)
Incremental Change Strategies Transformative Change Strategies
Type 1 Type 2
Collaborative Modes
Participative Evolution Charismatic Transformation
Use when organization is in “fit” but Use when organization is out of “fit”
needs minor adjustment, or is out of fit but there is little time for extensive
but time is available and key interest participation but there is support for
groups favor change radical change within the
organization
Type 3 Type 4
Forced Evolution Dictatorial Transformation
Use when organization is in “fit” but Use when organization is out of “fit”
Coercive
needs minor adjustment, or is out of fit but there is no time for extensive
Modes
but time is available and key interest participation and no support within
groups oppose change the organization for radical change,
but radical change is vital to
organizational survival and
fulfillment of basic mission
Dunphy, D. C. and Stace, D. A. (1988) „Transformational and Coercive Strategies for Planned Organizational Change: Beyond
the OD Model‟, Organization Studies 9(3): 317–34.