Psychology 992 Organizational Development and Change Fall 2013 Instructor: J. Kevin Ford 315 Psychology Building Fordjk@msu.edu Office Hours: Wed 11:00-12:00 or appt. 353-5006 Course Description This course is a seminar for doctoral students in fields related to industrial and organizational psychology, organizational behavior and human resource development. It provides an in-depth examination of the field of organizational development (OD) from scientific, leadership, and consultative role perspectives. Substantive issues related to organizational diagnosis and planned change are reviewed and critically analyzed. Ethical issues and dilemmas faced by change agents are also explored. Individuals from academia, industry, and consulting who have direct experience as change agents will describe the implementation of and impediments to organizational change. The readings for the course offer a diversity of viewpoints about organizational change. You should be prepared to reflect upon your own perspectives, beliefs and values and how they affect your view of the world around you and the issues involving organizational change. You will also have experience with specific organizational development techniques and methods. Readings and Course Structure Required books: Schein, E. (2009). Helping: How to offer, give and receive help. Berrett-Koehler Publishers, San Francisco, CA. Marshak, R.J. (2006). Covert processes at work: Managing the five hidden dimensions of organizational change. Berrett-Koehler. In addition, readings from journals and book chapters are assigned for each session. The guest speakers may also assign additional readings. Why a Class on Organizational Development and Change? Organizational development has emerged as a unique field from its early roots in the late 1940’s and early 1950’s. One of the first fairly comprehensive change and evaluation studies was done by Coch and French in 1948 as they examined factors that influenced resistance to change. They reported that resistance to change could be minimized by communicating the need for change and allowing the people affected by the change to participate in planning it. The late 40s also saw the development of the laboratory training movement, which focused on improving interpersonal relations, increased selfunderstanding, and awareness of team dynamics by managers. Since these early works, the field has rapidly evolved into an integrated framework of theories and practices capable of solving or helping to solve important problems confronting the human side of organizations. It is about people and organizations and people in organizations and how they function. OD is also about planned change -- of getting people (individuals, teams, cross-departments) and systems (human resources, production, research and development) to function more effectively. Planned change involves common sense, hard work, time, goals, and the use of valid knowledge and information about the organization and how to change it. The field has expanded from these early beginnings to include a number of intervention strategies. These interventions include those designed to improve the effectiveness of: (1) individuals (e.g., career planning, performance coaching, and training), (2) teams (e.g., team building, role negotiation, self managed work teams); (3) intergroup relations (e.g., process consultation, partnering, third-party negotiation); and (4) the total organization (e.g., sociotechnical systems, strategy planning and visioning, continuous improvement, total quality management, and leadership development). While there is a whole host of tools in the toolkit of OD change agents, it is the set of values and assumptions that separate OD change agents from typical management consultants. Some key values that change agents often espouse include concepts such as freedom, responsibility, self control, justice, human potential and empowerment, dignity, respect, integrity, work, authenticity, openness, an acceptance of diversity. Thus, a course on organizational development and change provides the opportunity for you to learn about change theories and perspectives, change methodologies and strategies as well as to learn something about your own value system and assumptions about organizational change. Meet the Instructor/Facilitator for the Class I am a professor of psychology at Michigan State University. My major research interests involve improving workplace effectiveness. I am an active researcher and consultant with private industry and the public sector on issues of continuous learning, leadership, and organizational change. I am also an undergraduate director for the Department of Psychology and teach a variety of undergraduate and graduate courses in Psychology. I am proud to be a Fellow of the American Psychological Association and the Society of Industrial and Organizational Psychology. I received my BS in psychology from the University of Maryland and my MA and Ph.D. in psychology from The Ohio State University. Further information about my research and consulting activities can be found at http://www.io.psy.msu.edu/jkf My interest in change started in graduate school as I took a course on organizational development and change. The course was intended to be a one semester introduction to the concepts of organizational change. In addition, we, as a class, actually took on the role of change agents with a local organization. This experience with working on identifying key organizational problems and issues as well as leading problem solving groups was inspirational in terms of seeing how change perspectives were relevant to what we were trying to do with this organization. The experience blended into the next semester but we did not care as we were learning so much about organizational change. Since graduation, I have been involved in a number of major transformational change efforts. My hope is that I can convey some of these “stories” about change and to challenge you to think about your own perspectives, assumptions, and values and how that might affect what you would be interested in studying about organizational change as well as how that might affect the way you would go about helping an organization. Course Expectations Active participation in class discussions is expected – it is why you are here! You (and I) are expected to come to class prepared to discuss the assigned readings. I will often give you questions to think about as you are reading the material to prepare you for the class discussions or provide you with a number of pre-class assignments. Of course, you are also expected to come to every class as we have much to learn!. Feedback regarding participation is available upon request at any time. Do not be surprised if I come up to you at some point to encourage you to participate even more! You can only participate in a meaningful way if you read and actively reflect on all the material assigned before class – that is your responsibility. Evaluation Course evaluation is based on four criteria: (1) knowledge of assigned material – this includes being able to describe key points in the assigned reading materials, lead discussions, and actively participate in class discussions (30%); (2) Ten short papers on organizational change perspectives and issues of being a change agent; (40%); (3) final questions (last three classes) on core issues, concepts, and self reflection (30%). More information on the assignments will be given in class. A Note on Course Flexibility The course will include outside speakers. Therefore, the order in the syllabus may need to change to accommodate our visitors. The presenters may also ask you to read additional material to prepare for their talk. Topics August 30 Introduction to Change Sept 04 Sept 06 Historical Perspective and Foundations Systems Thinking and Change Sept 11 Sept 13 Presenter 1: Beverly Seiford, Dannemiller Tyson Associates Change Theories: Part I Sept 18 Sept 20 Presenter 2: Terry Hauer, Kelly Services Change Theories: Part II Sept 25 Sept 27 Process Consultation: Part I Process Consultation: Part II Oct 02 Oct 04 Large Scale Change Process Consultation: Part III Oct 09 Oct 11 Ethics and Values of OD Change Agents Presenter 3: Todd Sperl, Lean Fox Solutions Oct 16 Oct 18 The Vision and Readiness for Change Presenter 4: Darryl Wahlstrom, DAW Organization Consulting Solutions Oct 23 Oct 25 Planning for Change: Capacity Building and Engagement Presenter 5: Steve Gravenkemper, Plante & Moran Oct 30 Nov 01 Resisting and Coping with Change Implementing Change: Leading Change Nov 06 Nov 08 Psychological Aspects of Change Presenter 6: Larry Schultz, CEO, Great Lakes Industry Nov 13 Nov 15 Monitoring and Revising a Change Effort Presenter 7: Nathaniel Lake, Brannon Consulting Nov 20 Research and Practice: Tools in the Toolkit for Change Nov 27 Nov 29 Presenter 8: Phyllis Mellon, Michigan Economic Development Corporation Sustaining Change Dec 04 Dec 06 Future of OD Reflections on Change Topics August 30 Introduction to Change Coch, L., & French, J. (l948). Overcoming resistance to change. Human Relations, 34, 512-536. Ferndale Case Sept 04 Historical Perspective and Foundations French, W., & Bell, C. (l995). Organizational Development. 5th edition, Prentice Hall. Foundations of Organizational Development. Chapter 5; Ford, J.K. and Foster-Fishman, P. (2012). Organizational development and change: Linking research from the profit, nonprofit, and public sectors. In S. Kozlowski (Ed.), The Oxford Handbook of Organizational Psychology. Howard, C., Longue, K., Quimby, M., & Schoeneberg, J. (2009). Framing change. OD Practitioner. Assignment 1: Analysis of the Case Bringing it all together (from Borman and Deal) Sept 06 Systems Thinking and Change Gharadjedaghi, J. (1999). System principles. Chapter 2. Systems Thinking: Managing chaos and complexity Foster-Fishman, P. Nowell, BG., & Yang, H. (2007). Putting the system back into systems change: A framework for understanding and changing organizational and community systems. American Journal of Community Psychology, 39, 197-215 Senge, P. (2006). The fifth discipline, Chapters 5 and 6 Seligman (2005). Building a systems thinking culture at Ford Motor Company. Reflections, Volume 6, 111. Assignment 2: What systems are embedded in the case of Brining it all Together? Sept 11 Beverly Seiford – Change Management: Beyond the "Flavor of the Month!" Dannemiller, K., James, S., & Tolchinsky (2002). Whole scale change. Blixt, A., & James, S. Accelerating strategic change Cady, S., & Dannemiller, K. (2001). Whole system transformation: the 5 truths of change. OD Practitioner. Preparation: How does this approach take systems into account? What do you see as possible strengths and limitations of this approach to change? Sept 13 Change Theories Part I Bartunek, J., & Moch, M. (l987). First, second, and third order change and organizational development interventions: A cognitive approach. Journal of Applied Behavioral Science, 23, 483 - 500. Gersick, C. (1991). Revolutionary change theories: A multi-level exploration of the punctuated equilibrium paradigm. Academy of Management Review, 16, 10-36. Brown and Eisenhardt (1997). The art of continuous change: Linking complexity theory and time paced evolution in relentlessly shifting organizations. ASQ, 42, 1-34. Assignment 3: Develop a table describing a theory of change Sept 18 Terry Hauer, Kelly Services: Changing a Performance Management System: Lessons Learned Juncaj, T. (2002). Do performance appraisals work? Quality Progress. Silverman, R.E. (2011). Work reviews losing steam. Wall Street Journal, December 19, 2011. Preparation: What underlying assumptions and beliefs might be challenged by moving to this new type of performance management system? What roadblocks are predictable given this attempt at change? Sept 20 Change Theories Part II Huy, Q. (2001). Time, temporal capability, and planned change. Academy of management Review, 26, 601623. Amis, J., Slack, T., & Hinngs, C. (2004). The pace, sequence, and linearity of radical change. Academy of Management Journal, 47, 15-39. Hodge, B., & Coronado, G. (2007). Understanding change in organizations in a far from equilibrium world. Emergence: Complexity & Organization, 9, 3-15. Assignment 4: Perspective on change – which change theory makes the most sense to you and why? Sept 25 Process Consultation: Helping Part I Schein, Helping: How to offer, give, and receive help, chapters 1 to 4. Marshak, R.J. Covert processes at work, chapters 1 and 2 Meyerson, D. (2001). Radical change the quiet way. Harvard Business Review. Sept 27 Process Consultation: Helping Part II Schein, E. Helping, Chapters 5 and 6 Marshak, R.J. Hidden processes at work – Chapters 3 to 6 Kahn, W. (2004). Facilitating and undermining organizational change. Journal of Applied Behavioral Science, 40, 7-30. Assignment 5: Analysis of your own helping behaviors – what happened and what could you be a better helper? Oct 02 Large Scale Change Strategies Cameron, K., & Quinn, R. (1999). Diagnosing and changing organizational culture. Chapters 1, 3, & 5 Bunker, B., & Alaban, B. (2002). Understanding and using large system interventions. In J. Waclawski, & A. Church (Eds.). Organizational Development. Jossey-Bass. Weisbord, M., & Janoff, S. (2005). Faster, shorter, cheaper may be simple; It’s never easy. The Journal of Applied Behavioral Science, 41, 70-82. Mirvis, P.H. (2005). Large group interventions: Change as theater. Journal of Applied Behavioral Science, 41, 122-138. Oct 04 Process Consultation: Part III Schein, E. Helping, Chapters 7, 8 and 9 Marshark, R.J. (2006). Hidden processes at work. Chapters 7 to 10 Assignment 6: Apply key principles from Schein or Marshark to a large scale change strategy form October 2nd – what principle(s) are critical to large scale change and why? Oct 09 Ethics and Values of OD Change Agents French and Bell (1999). Organizational Development: Chapter 4 McLean, G.N., & DeVogel, S.H. (2002). Organizational development ethics. In J. Waclawski & A. Church (Eds.). Organizational Development: A data-driven approach to organizational change. San Francisco: Jossey-Bass. Levinson, H. (2002). Organizational assessment. Chapter 2: Ethical problems and consultant roles. Washington D.C.: APA. Assignment 7: Analysis of ethical case – what are the key ethical issues in this case and how would you proceed and why? Oct 11 Todd Sperl; Quality and Lean Management Readings to be assigned Preparation: What does it mean to be a lean organization? How would one introduce a move to learn management? Oct 16 The Vision and the Readiness for Change Zaccaro, S. & Banks, D. (2001). Leadership, vision, and organizational effectiveness. Brunninge, O. (2009). Using history in organizations. Journal of Change Management, 22, 8-26. Austin (2009). Initiating controversial strategic change in organizations. OD Cunningham, C., Woodward, C., Shannon, H., MacIntosh, J., Lendrum, B., Cunningham et al (2002). Readiness for organizational change: A longitudinal study of workplace, psychological and behavioral correlates, Journal of Occupational and Organizational Psychology, 75, 377-392. Oct 18 Darryl Wahlstrom, DAW Organization Consulting Solutions Diagnosing and Organizational Change Gregory, B., Armenakis, A., Moates, K., Albritoon, M., & Harris, S. (2007). Achieving scientific rigor in organizational diagnosis: An application of the diagnostic funnel, 59, 79-90. Ford, J.K., & Davis, C. (2002). Using assessment tools to jump-start the move to community policing. In Morrash & Ford (Eds.). The move to community policing Preparation: What are the strengths and limitations of the organizational diagnosis approach by Gregory et al? What are some the tradeoffs of trying to achieve scientific rigor in organizational diagnosis? Oct 23 Planning for Change: Capacity Building Foster-Fishman, P.G., Berkowitz, S., Loundsbury, D. Jacobson, S., & Allen, N. (2001). Building collaborative capacity in community coalitions: A review and integrative framework. American Journal of Community Psychology, 29, 241-261. Gravenhorst, K., Werkman, R., & Boonstra, J. (2003). The change capacity of organizations: General assessment and five configurations. Applied Psychology: An International Review, 52, 83-105. Ford, J.K. (2007). Building Capability throughout a Change Effort: Leading the Transformation of a Police Agency to Community Policing. American Journal of Community Psychology. Mohrman, S., Tenkasi, R., & Mohrman, A. (2003). The role of networks in fundamental organizational change. Journal of Applied Behavioral Science, 39, 301-323. Assignment 8: Empowerment case – what are key issues of capacity building that are relevant to this case? What is missing in this organization? Given this class, what suggestions would you give Martin on how to get empowerment back on track for this company? Oct 25 Steve Gravenkemper: After the Deal is done is done: Building a High Performance Organization Rafferty, A. & Restubog, S. (2010). The impact of change process and context on change reactions and turnover during a merger. Journal of Management, 36, 2010. Gravenkemper, S. (2007). Building community in organizations: Principles of engagement. Consulting Psychology Journal. Other Reading materials to may be assigned Preparation: Reexamine the Cameron and Quinn model of organizational culture. How do you define culture? What key issues would you see in merging two companies that have different cultures? Oct 30 Resisting and Coping with Change Ford, J., Ford, L., & D’Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33, 362-377. Rafferty, A., & Griffin, M. (2006). Perceptions of organizational change: a stress and coping perspective. JAP, 91, 1154-1162. Fugate, M. Kinicki, A., & Prussia, G. (2008). Employee coping with organizational change: An examination of alternative theoretical perspectives and models. Personnel Psychology, 61, 1-36. Assignment 9: Resistance to change – Analysis of the arguments made by Ford et al. Nov 01 Implementing Change: Leading a Change Effort Huy, Q. (2002). Emotional balancing of organizational continuity and radical change: The contribution of middle managers. ASQ, 47, 31-69. Luscher, L, & Lewis, M. (2008) Organizational change and managerial sensemaking: Working through the paradox. Academy of Management Journal, 51, 221-240. Warrick, D. (2009). Developing organizational change champions. OD Practitioner Beech, N., Burns, H., Caestecker, L., MacIntosh, R. & MacLean, D. (2004). Paradox as invitation to act in problematic situations. Human Relations, 57, 1313-1332. Nov 06 Psychological Aspects of Change Bordia, P. Jones, E., Gallois, C., Callan, V., & Difonzo, N. (2006). Management are aliens! Rumors and stress during organizational change. Group and Organizational Management, 31, 601-621.. Furst, S., & Cable, D. (2008). Employee resistance to organizational change: Managerial influence tactics and leader-member exchange. Journal of Applied Psychology, 93, 453-462. Bartunek, J., Rousseau, D., Rundolph, J., & DePalma, J. (2006). On the receiving end: Sensemaking, emotion, and assessments of an organizational change initiated by others. Journal of Applied Behavioral Science, 42, 182-206. Zell, D. (2003). Organizational change as a process of death, dying and rebirth. Journal of Applied Behavioral Science, 39, 73-96. Nov 08 Larry Schultz, CEO, Great Lakes Industry, Change Over Time Readings to be assigned Preparation: How do organizations prepare people for the need of continuous improvement and change? Nov 13 Monitoring and Revising a Change Efforts: A Learning Perspective Foster-Fishman, P. and Ford, J.K. (2010). Improving service delivery and effectiveness: Taking an organizational learning approach to consulting. In J. Viola ands. McMahon Consulting and evaluation with nonprofit and community based organizations. Vera, D., & Crosssan, M. (2004). Strategic leadership and organizational learning. Academy of Management Review, 29, 222-240. Kleiner, A., & Roth, E. (1997). How to make experience your company’s best teacher. Harvard Business Review Tsang, E., & Zahra (2008) Organizational unlearning. Human Relations. Assignment 10: Clarify the meaning of organizational unlearning, distinguish it from organizational learning, articulate its dimensions and then to discuss ways organizations can unlearn. Nov 15 Nathaniel Lake, Pros and Cons of Implementing a 360 multi-rater system in a large governmental Organization Readings to be assigned Preparation: What are the assumptions you have to make in order for a 360 multi-rater system work effectively? Given these assumptions, what are three things that must happen to implement such a system? Nov 20 Research and Practice Considerations in Studying Change Cassell, C. & Johnson, P. (2006). Action research: Explaining the diversity. Human Relations, 59, 783-814. Blumberg, M., & Pringle, C. (1983). How control groups can cause loss of control in action research: The case of Rushton Coal Mine. Journal of Applied Behavioral Science, 19, 409-425. Nye, C., Brummel, B., & Drasgow, F. (2010). Too good to be true? Understanding change in organizational outcomes. Journal of Management, 20, 1-23. Cooperrider, D., & Whitney, D. (1999). Appreciative inquiry: A positive revolution in change. In P. Holman & T. Devane (Eds.). The Change Handbook, Berrett-Koehler Publishers Nov 22 Thanksgiving! No Readings! Nov 27 Phyllis Mellon, Good Government Readings to be assigned Preparation: Good government includes performance management, service/process optimization, employee engagement, and change management. What can be done to make this effort more than an improvement program that might come and then go? Nov 29 Sustaining Change Buchanan, D., Fitzgerald, L., Ketley, D. Et al (2005). Not going back: A review of the literature on sustaining organizational change. International Review of Management Reviews, 7, 189-205. Sackmann, S.A., Effenhofer-Rehart, P.M., & Friesl, M. (2009). Sustainable change: Long-term efforts toward developing a learning organization, Journal of Applied Behavioral Science, 45, 521-549. Prokesch, S. (2009). How GE teaches teams to lead change. Harvard Business Review. Final Question1: Reanalysis of the case Bringing it all Together (from Borman and Deal) Dec 04 Reflections on the Future of OD Roberts, J., & Armitage, J. (2006). From organization to hypermodern organization: On the accelerated appearance and disappearance of Enron. Journal of Organizational Change Management, 19, 558-573. Worley, C.G., & Feyerherm, A.E. (2003). Reflections on the future of organizational development. Journal of Applied Behavioral Science, 39, 97-115. Pettigrew, A. Woodman, R., & Cameron, K. (2001). Studying organizational change and development: Challenges for future research. Academy of Management, 44, 697-713. Final Question 2: What presenter had the most impact on you and your understanding of change? Dec 06 Reflections on Change Andrews, J., Cameron, H., & Harris, M. (2008). All change? Managers’ experience of organizational change in theory and practice. JOCM. Coleman, M. (2009). Self reflection and the OD practitioner. OD Practitioner. Senge, P., Scharmer, C., Jaworski, J., & Flowers, S. (2005). Awakening faith in an alternative future. SoL. Armenakis, A., & harris, S. (2009). Reflectiosn: Our journey in organizational change research and practice. Journal of Change Management, 9, 127-142. Final Question3: How has your view of change “changed” as a function of this class? What concept(s) will you take from this class and apply to your career and why? .