Leadership Case
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The change Kaleidoscope outline how the contextual features might require different approaches to change.
Time- may differ dramatically between an org with a huge financial problems and the one in where managers may plan some future changes
Scope- it may differ in terms of the breadth of change across an org and the depth of culture change required.
Preservation- it may be needed for some aspects of an org, especially for capabilities on which change must be based. E.g. computer software business needs to became more formally organised because of the success on the market. This could upset technical expert who was very independent however it could preserve their expertise and motivation.
Diversity- it is important as different opinion, experiences etc may help in changes. When a company follows a strategy for a long time, then it is difficult to change it as people dont see outside.
Capability- high Vs low experience of change within management and staff.
Capacity- available resources are important in changes, financial and non- financial (time of management)
Readiness- is there a felt change across the organisation?
Power- who has the power to effect change? Its assumed the chief executive, but it is not always the case. Sometimes he also thinks that some staff have it but they dont and vice versa.