Managing Change
March 28th, 2005
Review of Duck Article
► Do
you agree with the statement “The
proper metaphor for change is balancing a
mobile”. Why?
► Do you think Duck believes that
communication is critical? What evidence is
there for your answer?
Review of Duck Article II
► Where
does change in behavior need to start for
change to be successful ? Why ?
► What are the “arms” or the dimensions of the
organizational mobile ?Would this be a valid
organizational model for your organization?
► Is there a parallel between the “coalition
movement” in Kotter’s article and the “TMT” in this
article? What is different? Why do you think this?
Organizational Development
Why is OD
Important?
What is it?
Change is inevitable. It either
happens to you or by you.
“a system-wide application of
behavioral science knowledge to the
planned development and reinforcement
of organizational strategies, structures,
and processes for improving an
organization’s effectiveness” (Cummings and Worley)
PEOPLE
ORGANIZATION
Strategic Learning
Organizational
Learning
C
H
A
N
G
E
Learning
Organization
Mission
Culture
Strategies
Desired Future
Behavior and Values
Vision
Strategic HRM
Innovation
and Creativity
Knowledge
Management
Best Practice and Application
© John C. Reynolds 1998
Summary of key theorists
Perspective
Theorist
Emphasis
Application
Individual
Maslow
Herzberg
Individual Needs
Career Development
Job Enrichment
Vroom
Individual expectancies
Hackman/Oldman
Individual Performance
Reward System Design
Performance Appraisal
Incentive systems
Lewin
Norms and Values
Argyris
Interpersonal competence
Likert
Management Style
Lawrence
Org Structure
Levinson
Org as a family
Group
System
Changing conformity
patterns
Training & education
Change to participative
mgt
Change contingent on
Org. Environment
Diagnosis according to
family patterns
Where did OD come from?
► Theoretical
Roots
 Maslow’s Need Theory (1954)
 Herzberg’s Dissatisfaction Theory (1966)
Evolving Theories
► Expectancy
Theory (Lawler and Vroom)
 Behavior is associated with outcomes
 Outcomes have different values for different
people
 People will be motivated when they believe their
behavior will lead to rewards
Evolving Theories
► Hackman
(1980)
and Oldhams Work Design Model
 Relationship between job and worker
satisfaction
 Work is meaningful
 Outcomes are the workers responsibility
 Results and feedback is important
Evolving Theories
► Positive
Reinforcement (Skinner)
 Shape behavior and motivation be
reinforcement
 When behavior is evident, occasional
reinforcement is required
 Negative reinforcement is short term
 Learn what to do, not what not to do
Evolving Theories
► Force
Change Theory (Lewin)
 Behavior is a function of personality
 It is normally addressed in terms of motivation or needs
and,
 the environment/situation that affect the person
 Perceived forces impact the behavior
 Distinction between driving and restraining forces
Significance of these theories
► The
practice has evolved over time
► There is no one core journey to where we
are today
► Excellent research for some of the
interventions we invest our time in today.
Ingo Case Study
Review of Ingo Phase 1
► 1.
Was INGO ready for change?
► Give reasons for you assessment.
► 2. What factors do you perceive triggered
the change process? Were these the right
triggers?
► 3. Identify and provide examples of what
the leaders did/did not do well in this
process?
PEOPLE
ORGANIZATION
Strategic Learning
Organizational
Learning
C
H
A
N
G
E
Learning
Organization
Mission
Culture
Strategies
Desired Future
Behavior and Values
Vision
Innovation
and Creativity
Strategic HRM
Knowledge
Management
Best Practice and Application
Corporate Culture
► Culture
is the frame of reference that often
differentiates one social group from another
► Leaders often ignore it:
 Soft and fuzzy, does not impact results
 Consultant’s way of making money
 Only an act of God can change it
Components of Culture
► Beliefs,
behaviors and assumptions
► Culture
is a shared belief, often the glue
that holds the group together
► Culture
needs time to develop, and thus
time to change
Working Definition (Conner)
Organizational Culture reflects
the interrelationship of shared
beliefs, behaviors and
assumptions that are acquired
over time by members of the
organization.
Beliefs
►Set
of interrelated values and
expectations
►Framework
behaviors
for peoples’ decisions and
Behaviors
Observable and natural actions of
people
Assumptions
►The
unconscious rationale we use
for continuing to apply certain
beliefs
Cultivating a Culture
►Culture
will develop without planning
►Cultures
are developed often from a
set of decisions made in isolation in the
organization’s history
Architectural Cultural
Development
► Intention
is to orchestrate a new culture
► Phase 1 : Senior Management defines the
characteristics of a new culture
► Phase 2 : An assessment is completed of the
existing culture
► Phase 3 : Action plans/interventions are designed
to close the gap
► Phase 4 : Management owns and participates in
these plans
Why Manage Culture?
► People’s
reaction to change sometimes are:
Change is happening too fast
The changes are overwhelming
Change is too complex
Whenever there is a discrepancy between the
culture and the objectives of change, the
culture always wins...
Kotter’s 8 Steps
► Culture
comes at the end of the process
► Requires a lot of talk
► Often involves turnover of staff
► Makes decisions on succession planning
crucial
PEOPLE
ORGANIZATION
Strategic Learning
Organizational
Learning
C
H
A
N
G
E
Learning
Organization
Mission
Culture
Strategies
Desired Future
Behavior and Values
Vision
Strategic HRM
Innovation
and Creativity
Knowledge
Management
Best Practice and Application
© John C. Reynolds 1998
Organizational Behavior
►A
key part of organizational change and
strategic human resources.
► Organizational
Behavior relates to the
organization, work groups and individuals
Components of OB
► Motivation
► Group
(Individuals)
Processes (Work Groups)
► Leadership
(Organizations)
PEOPLE
ORGANIZATION
Strategic Learning
Organizational
Learning
C
H
A
N
G
E
Learning
Organization
Mission
Culture
Strategies
Desired Future
Behavior and Values
Vision
Innovation
and Creativity
Strategic HRM
Knowledge
Management
Best Practice and Application
Knowledge Management
► Knowledge
management is then the process
of transferring tacit ( or head knowledge) to
a media that can be shared with other
knowledge workers in the shortest possible
time in order to improve the effectiveness
and learning of the organization in achieving
it’s mission.
Impact of KM
► It’s
results in changed behavior of people
and organizational culture as people’s
understanding changes with new
knowledge.
What is Knowledge?
► Knowledge
is taking information (data in a
particular context) and applying people’s
experience or opinion (generally tacit and
intangible) in order to change positively the
behavior and culture in the organization
Challenges to an Organization
► Making
it a technology issue
► Creating the environment to contribute
Making sharing of knowledge natural
► Proving it’s economic viability
PEOPLE
ORGANIZATION
Strategic Learning
Organizational
Learning
C
H
A
N
G
E
Learning
Organization
Mission
Culture
Strategies
Desired Future
Behavior and Values
Vision
Innovation
and Creativity
Strategic HRM
Knowledge
Management
Best Practice and Application
Organizational Learning
► Organizational
Learning is learning that
organizations enjoy through the learning of
individuals
Components of OL
► Knowledge
acquisition
► Information Distribution
► Information interpretation/enhancement
► Creating organizational memory
Impact of OL
► An
organization learns if though it’s
processing of information, the range of it’s
potential behaviors is changed.
What is a Learning Organization?
►A
learning organization is an organization
with an ingrained philosophy for
anticipating, reacting and responding to
change, complexity and uncertainty.
► To
learn from the past rather than be bound
by it.
Leader’s Role in LO
► Designer
► Teacher
► Steward
Ingo Phase II Case Study
End of Module VIII