Unit 7 theory: «dice theory»

«The coordination of a structured period of a transition from situation A to situation B in order to achieve lasting change within an organization»

Bnet Business Dictionary

The above definition is a comprehensive way of describing change management at both the individual and organizational level. Change management often refers to the task of managing change, an area of professional practice, a body of knowledge that consists of models and techniques such as DICE theory or a control mechanism consisting of requirements, processes and procedures.

DICE theory is a tool that has been developed to facilitate change through the use of a spreadsheet to predict the probability of success of an improvement effort and was first developed by Sirkin, Keenen and Jackson in the 1990s.

Within DICE, D=duration, i.e. how much time is between project reviews; I=integrity, i.e. the extent to which the organization can rely on the project team to execute the task successfully; C=commitment, i.e. making sure that the appropriate levels of senior management and stakeholder commitment are in place; E=effort, i.e. the estimated time those making the change will have to spend above the routine daily tasks of their job.

The four elements of DICE are combined into a project success prediction score, calculated using a spreadsheet, which has win, worry, woe and disaster zone outcomes. Win = a high probability of success; worry = a reasonable probability; woe = a 50/50 chance; disaster zone = a low probability of success.

When implementing change, an ability to communicate effectively and to encourage people to accept change is paramount. Important people skills also include emotional intelligence and active listening, as any real resistance to change usually occurs when people’s anxieties and questions regarding the change have not been adequately answered.

FOLLOW-ON QUESTIONS…

1. What role does DICE theory play in change management?

2. Which are DICE theory’s 4 core elements?

3. Define the 4 hard factors of Change Management.

4. What have been the biggest changes in your lifetime in your country? Were they positive or negative?

5. What types of non-verbal communication (NVC) can you think of? Why do you think it is important to be aware of different forms NVC in different cultures?

Case Study «Workload»

ISSUE

Following a reorganization in your company, many staff have complained of the increased workload. The typical working day for managers has become 8 a.m. to 8 p.m. The level of stress amongst many staff has increased and days off due to illness have also increased. Although the company is more competitive (profits are up), the cost in human terms seems very high. Opinions vary amongst senior managers. Some argue that the modern business world is the same for everybody and staff have to learn to take the pressure, others feel that something must be done to reduce workloads.

This meeting has been called to discuss the issue and decide if any action needs to be taken.

AGENDA

1. Review of workloads from departmental heads: sales, finance, production and administration

2. Work organization

3. Action

Notes to the agenda

1. Review of workloads from departmental heads: sales, finance, production and administration

Each department head should present their view of workloads since the reorganization.

2. Work organization

The Training Manager will talk about some initiatives which could be taken to reduce workloads.

3. Action

The meeting will decide if any action needs to be taken.