Oticon Change Management

945 Words Feb 21st, 2012 4 Pages
How was the resistance to change overcome by Oticon?
Change is generating resistance and that can be attributed to different factors (Buchanan & Huczynski 2004). What is important is how a company can handle and overcome the resistance to change in order to accomplish this difficult process. It has to be mentioned that, at a certain moment in time, different parts of the same organisation can be at different stages of the change.
There are five main stages addressed by each individual that goes through a change process:

• Denial
• Anger
• Bargaining
• Depression
• Acceptance
The timeline of the Oticon change did last for 6 years, until positive results reported in 1994. After 2 years of using the usual tools to increase
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Burns listed many definitions of organisational culture, and a more simplistic and reductionist one is: “Culture is how things are done around here” (Burnes 2004 p.170).
The change in Oticon can be seen as a Re-Creation or Corporate transformation i.e. frame-breaking or discontinuous change that impacts the whole organisation. This means the culture in the organisation will have to change to enable sustainability of the competitive edge. This is the reason why all things reminding of the past and the old culture had to disappear.
Burke and Litwin (1992) consider that a transformational change involves a paradigm shift, and completely new behaviours. Instead of changes designed to help the organisation do things better (incremental change) the organisation needs to do things differently or do different things (Hayes 2007 p.121).
There are four main pillars to success in this type of cultural change (The Denison Model): * Consistency * Mission * Involvement * Adaptability
Lars Kolind used those 4 main streams in the processes of build, implement, develop and communicate this vision. Stakeholders were also involved in the in the process as he needed their support in adapting the company to better respond to market requests.

References
BUCHANAN, D. and HUCZYNSKI, A., 2004. Organizational Behaviour – An Introductory Text, 5th ed. London, UK: FT Prentice Hall.

BURKE, W. and LITWIN, G.H., 1992. A Causal

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