Contingency Model of Change Management: Dunphy and Staces Model of Change
The contingency model is an extended version of Lewins three step in which Dunphy and Stace (1988, 1992 and 1993), explained the process of change from the transformational organization perspective.
Dunphy and Stace (1993), put forth a situational or contingency model of change, which emphasized on the fact that organizations should vary their change strategies in accordance with the environmental changes for arriving at an optimum fit. It further discussed that organizations differ in terms of structure, processes and key values which they espouse, and it is due to these differences; the organizations may not be influenced by the similar situational variables.
Dexter Dunphy and Doug Stace, through their contingency model proposed that depending upon the environment, both the managers as well as the change agents should vary their change strategies. They focus on the environmental factors as well as the forces of leadership which play a crucial role in any change process.
According to them, change can be categorized into four different types: fine tuning, modular transformation, incremental adjustment and corporate transformation. Both the authors reckoned that the change need not only happen on an incremental basis but can also take place on a radical or discontinuous basis. They equally highlighted that the transformational change could be both consultative as well as coercive in nature.
Dunphy and Stace Described 4 Styles of Leadership
In continuation with this, both argued that:
Based on the interaction between the Scale of Change and Management/Leadership style, Dunphy and Stace propounded a model of 5 different types of Change.
The salient features of these 5 types of change are given below:
Limitations of the Model
- Pre-Requisites for Successful Change Management
- Overcoming Barriers to Change
- Senior Managers as Barriers to Change
Authorship/Referencing - About the Author(s)
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