The Role of HR in Planned and
Emergent Change: the Same or
Different?
Sarah Lewis
Jemstone Consultancy
A map of organizational change
theory
Planned
Planned change of
processes and structures
Lewin
Default model
Event
Dialogue events
Continuous improvement of
processes and structures
TQM
Systems
People Dialogue process
Appreciative inquiry
Process
Organisational
conversation
Open space technology
Complex adaptive system
Emergent
Planned change
 Underpinning theory: Physical Sciences,
Engineering, Taylorism
 Underpinning metaphor: Machine
 Associated change interventions: Lewin, Kilman,
Bullock and Batten
Common characteristics of planned
change intervention models
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Present change as controllable
Present change as a problem of formal logic
Linear process with a clear beginning, middle and end
They offer step based sequential recipes
It as a process driven by management
Assume stability in background
They draw a line under the past, promising new beginnings
Conflict is positioned as a problem
They offer an implicit guarantee of success
Common problems and pitfalls
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Methodical and slow
Time consuming
Provokes conflict (resistance)
By definition the plan is out of date by time it’s
implemented
 The use of inaccurate maps
 Unpredicted effects and outcomes
 The struggle to control can produce extra paper
work (measurement and monitoring processes)
What leaders need to do to
succeed: Kotter
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Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for and create short-term wins
Consolidate improvements and produce still more
change (do not pronounce victory too soon)
 Institutionalise the new changes
Emergent change
 Underpinning theory: Social sciences, social
constructionism
 Underpinning metaphor: Biological, living systems
 Associated interventions: Appreciative inquiry,
large participation events
Common characteristics
See change
 As a continuous process of experimentation and adaptation
 As unfolding in an iterative and messy fashion, multi-level
and cross-organizational
 As a socio-political process not an analytical-rational one
 With the keys to change lying in patterns of relationship,
belief systems and interaction, and the processes of sense
and meaning making
 Managers’ role to create and foster a helpful organizational
climate in which productive change can emerge
Common problems and pitfalls
 Its messiness can offend the organizational sense of
order (redundancies of effort, inefficiencies)
 It requires a letting go of beliefs of managerial
omnipotence, agency and control
 Its iterative nature does not fit well with linear
stories of progress
 It is by definition unpredictable in its effects
 It upsets existing and established relationship
patterns (power bases)
The role of leaders: Pascale
 To focus organizational and individual attention
 To disturb the existing socio-political system in profound and
prolonged ways
 To magnify/amplify pertinent and key features of the
organizational landscape (opportunity, threat, change,
internal resources etc.)
 To propagate ‘genetic diversity’ in the system
 Mobilize the organization at all levels to help find the way
forward
 Maintain an un-equilibrium until other ways forward or
solutions begin to emerge
The role of HR in these two approaches
to change: the same or different?
Divide yourselves into four roughly equal groups
 Consider the list on the handout and change as you see fit
(no more than 5 minutes on this)
 Consider how applicable (or not) these may be to the second
column, note this
 Identify any further role HR could/should play in the
achievement of change in organisations through emergent
processes and note these down
 Join another group, discuss ideas so far and be prepared to
feedback up-to five headings under the second column
We will take feedback on these and, if time permits, will then
consider the revisions to the first column!
The role of HR in planned and
emergent change situations
Planned Change
 Provide up-to date maps of the
organisation
 Provide guidance on the limits of
flexibility
 Provide technical support in drafting
JD, making redundancies
 Provide training
 Recruit new skills/roles
 Update HR processes such as
appraisal, competencies to
reflect/support new order
 Provide advice to managers about
getting people onboard with the
changes and dealing with resistance
Emergent Change