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Managing Change (T4: Managing resistance and organisational culture (Ch 4)…
Managing Change
T4: Managing resistance and organisational culture (Ch 4)
T4 Additional Reading: 'Resisting organisational change'
Responses
Understanding
Training
Reduce/analyse excessive change
Sustaining momentum in change
Providing resources
Building support systems for change agents
Developing new skills and competences
Reinforcing new behaviours
Staying the course (with appropriate adjustments)
Resistance sources / views
Oreg (2003) 6 key sources
Pardo del Val and Fuentes (2003) 5 sources
Ford and Ford views
Social
Conversational
Mechanistic
Approaches
Communication
Participation and involvement
Empathy and support
Organisational culture
Change management is based on western cultures and therefore do not necessarily accommodation other cultures
Five key cultural values
Context
Power distance
Uncertainty avoidance
Achievement orientation
Individualism
Similar to Hofstete 6 Factors of cultural identity
Cultural and economic impacts on OD
Industrialising economies
Strategic
Structural
Work design issues
Industrial economies
Information focus
Knowledge focus
Subsistence economies
Sustainable social progress
Sustainable economic progress
Global social change
T2: Understanding change (Ch 2)
Dimensions of change
Magnitude of change
Incremental
Everything in between
Quantum
Degree of organisation
Over organised
Under organised
Everything in between
Modification of traditional planned change
Identification: of relevant people
Convention: come together to begin organising
Organisation: new organising mechanisms
Evaluation
Theories
Action research model - 8 step cyclic model
Consultation with a behavioural science expert
Data gathering and preliminary diagnosis
Feedback to key client or group
Problem identification
Joint diagnosis of problem
Joint action planning
Action
Data gathering after action
The positive model
Focus on what's going right - what are the strengths? how can they be enhanced?
Five phases
Initiate the inquiry
Inquiry into best practices
Discover the themes
Envision a preferred future
Design and deliver ways to create the future
Based on theory that people tend to act in ways that will make their expectations occur (expectancy theory?)
Lewin's change model
Moving
Unfreezing: reduces forces against (considered more effective than increasing forces for)
Freezing: stabilisation
Critics of OD
Significant variables
Misleading that their is rational predictable structure to change
Too general
How is it linked to actual performance?
Qualification of OD practitioners
General model of planned change
Planning and implementing change
Evaluating and institutionalising change
Entering and contracting
Diagnosing
T5: The process of organisational change (Ch 5)
T5 Additional Reading: 'Change management dashboard'
Institutionalising interventions
Factors
Organisation characteristics
Intervention characteristics
Feedback
Implementation feedback
Evaluation feedback
Activities to ensure useful feedback
Selecting appropriate variables
Designing good measures
OD cycle step 5: Implementing change
Motivating change
Creating readiness for change
Managing resistance to change
Creating a vision
Describing the desired future
Energising commitment to moving towards it
Developing political support
Assessing change agent power
Identifying key stakeholders
Influencing stakeholders
Managing the transition
Activity planning
Commitment planning
Management structures
Sustaining momentum
Providing recourse for change
Building a support system for change agents
Developing new competencies
Reinforcing new behaviours
OD cycle: 6 steps
Feeding back diagnostic information
Designing interventions
Collecting and analysing diagnostic information
Implementing change (5 activities)
#
Diagnosis
'Open systems model'
Transformations
Outputs
Inputs
Evaluating OD interventions
T3: Leadership and the role of the change agent (Ch 3)
Fours skill areas required
Intrapersonal / Self-management competence
Interpersonal skills
General consultation skills
Organisation development theory
Demands
Marginality
Emotional demands
Neutrality and objectivity
Emotional intelligence
High stress
Values
Ethics
Misuse of data
Coersion
Misrepresentation
Value and goal conflict
Technical ineptitude
Political skills
OD contract covers:
Each parties expectations
Time and resources
Ground rules for working relationship
OD practitioners
People in fields of OD related products, e.g. reward systems, TQM, IT and business strategy
Managers and administrators competent in OD through their own work
Internal/External consultants
T8: Continuous change interventions (Ch 6)
T8 Additional Reading: 'Change management and organisational effectiveness for the HR professional'
Built-to-change organisations
Framework
Structure
Information and decision processes
Reward systems
Leadership
Managing talent
There are five initiatives that can support a transition to built-to-change
Learning organisations
Organisation learning (OL)
Discovery
Invention
Production
Generalisation
Knowledge management (KM)
Types
Explicit
Tacit
Covers
Generating knowledge
Organising knowledge
Distributing knowledge
3 types of learning
Double-loop / generative
Deuterolearning - learning how to learn
Single-loop / adaptive
The self-design strategy
Designing
Implementing and assessing
Laying the foundation
T10: Future directions: change in a global setting (Ch 12)
T10 Additional Reading: 'Change management needs a change'
Result of influence of above trends
ODs will become involved in a broader range of organisations
OD will be more involved in supporting technological and managerial innovation
OD will become more concerned with preserving cultural diversity
OD will focus more on environmental sustainability
4 trends driving change in OD
Technology
Organisations
Workforce
Economy
3 trends in OD
Pragmatic
Traditional
Scholarly
T9: Organisation
transformation
and change (Ch 9)
Integrated strategic change (ISC)
Performing a strategic analysis
Exercising strategic choice
Designing the strategic change plan
Implementing the plan
Organisation design
Design components
Strategy
Structure
Work design
HR practices
Management and information systems
Two different designs
Mechanistic
Organic
Steps
Designing the organisation
Implementing the design
Clarifying the design focus
Transformational change
Five characteristics
Demands a new organising paradigm
Driven by senior executives and line management
Systemic and revolutionary
Involves significant learning
Triggered by environmental and internal distruptions
Culture change
Features
Artefacts - surface level
Norms
Values
Basic assumptions - deepest
Diagnostic approaches
Behavioural approach
Competing values approach
Deep assumptions approach
Practical guidelines for cultural change
Display top-management commitment
Model culture change at the highest levels
Formulate a clear strategic vision
Modify the organisation to support organisational change
Select and socialise newcomers and terminate deviants
Develop ethical and legal sensitivity
T1: Introduction to managing change (Ch 1)
OD v OT (p.4)
Organisation Development (OD)
Planned
Incremental
Continuous improvement
Evolutionary
Internally focused
Leadership required: Transactional
Organisation Transformation (OT)
Revolutionary
Unplanned
Dramatic
Reactive
More observable
Includes external
Leadership required: Directional/Charismatic
Short-term
Three forces impacting organisations:
Information Technology
Managerial innovation
Globalisation
Historical evolution of the field of OD
Likert
3.
Participative management
System 2: Benevolent authoritative
System 3: Consultative
System 4: Participative
System 1: Exploitative authroritative
4.
Productivity and quality-of-work-life (QWL)
Kurt Lewin - 1940s
1.
Pioneered laboratory training or T-group
2.
Action research and survey feedback background
5.
Stategic change background
The growth of OD as a field of practice and research has led to the growth of professional societies and education programmes in OD
T6: OD Interventions 1 - People and Processes(Ch 7)
Organisation process approaches
Organisation confrontation meeting
Intergroup relations
Intergroup conflict resolution meeting
Microcosm groups
Large-group intervention
Blake & Mouton's Grid Organisation Development
Interpersonal process approach
Team building (Dyer 1987?)
Process consultation
T-groups
Third party intervention
Performance management model
Performance appraisal
Reward systems
Goal setting
T7: OD Interventions 2 - Strategy and Structure (Ch 8)
T7 Additional Reading: 'Mediated and moderated effects of business and project planning on innovation projects in hospitals'
Environmental context
Three major external structure methods to respond to environment:
Scanning units
Proactive Responses
Collective Structures
Two major factors:
Information uncertainty
Resource dependency
Planned change initiatives
Transorganisational development
Based on collaboration approach
Four application stages
Emerging form
Restructuring organisations
Downsizing
Re-engineering
Open systems planning (OSP)
Based on four perception assumptions
Consists of a six step process
Follows five 'rules of thumb'
Work design
Motivational approach
Sociotechnical systems methods (STS)
Engineering approach
Integrated approach (all 3 above)