5.theoretical+inputs od

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Theoretical Foundation



Points to be covered

Models & Theories of Planned change

Systems theory

Participation & empowerment

Teams & team work

Parallel learning Structures

A normative-reeducative strategy of changing Apllied Behavioral Science

Action Research



Models & Theories of Planned

change: Kurt Lewin Concept of resultant, equilibrium point,

status quo

Unfreezing ,change & refreezing

Improvements by Schien, & Lippitt,Watsonand Westley



Ralph H. Kilmann

Ralph H. Kilmann, Ph.D., is an independent author/consultant who resides in

Newport Coast, California. During 2002 and 2003, he served as the VisitingScholar for the College of Business Administration, California State University atLong Beach. Formerly, he was the George H. Love Professor of Organization andManagement at the Joseph M. Katz Graduate School of Business, University of Pittsburgh —which was his professional home for thirty years. He earned bothhis B.S. degree and M.S. degree in industrial administration from Carnegie

Mellon University in 1970 and a Ph.D. degree in management from theUniversity of California at Los Angeles in 1972. Since 1975, he has beenpresident of Organizational Design Consultants, specializing in quantumtransformations. In 2009, he formed a new firm, Kilmann Diagnostics, whichis dedicated to resolving conflict throughout the world.

Kilmann is an internationally recognized authority on diagnosing complex

problems and systems change. He has consulted for numerous corporationsthroughout the United States and Europe, including AT&T, Kodak, IBM, Ford,General Electric, Lockheed, Olivetti, Philips, TRW, Westinghouse, Wolseley, andXerox. He has also consulted for numerous health-care, financial, andgovernment organizations, including the U.S. Bureau of the Census and theOffice of the President. He is profiled in Who's Who in America and Who's Who

in the World .

http://kilmanndiagnostics.com/







change:Ralph Kilmann Book ‘Managing Beyond the Quick Fix’ A total systems change model focusing on five sequential stages

& critical leverage points (tracks)1. Initiating the program: securing commitment from the top

management2. Diagnosing the problem: thorough analysis of the problems &

opportunities facing the organization3. Scheduling the ‘tracks’: overseeing the functioning of critical

leverage points-(a) culture track,(b) management skills tracks,(c) team building track (d) strategy-structure track (e) reward system track.



Tracks contd..

(a) culture track: enhances trust, communication, information sharing& willingness to change among members

(b) management skills tracks: provides new ways of coping withcomplex problems

(c) team building track: infuses the new culture & updatedmanagement skills into each work unit to address to complexproblems requiring expertise & information

(d) strategy-structure track: develops new or revised strategic plan & then aligns divisions , depts, work groups & resources with thenew strategy.

(e) reward system track: establishes performance based reward systemto sanction the new culture in order to sustain new initiatives.

Successfully implemented in Ford, GE, Xerox, AT&T




change: Burke-Litwin Make a decision on first order or second order change First Order change:1. Also termed as transactional, evolutionary, adaptive, incremental,

or continuous2. Focuses on organizational climate (perceptions & attitudes about

the organization) eg. Good/bad place to work, employeessupportive /unsupportive, workplace freedom etc.

3. Interventions focus on structure, mgt. practices & systems,policies & procedures.

4. Requires a transactional leader (one who can guide & motivateemployees in the direction of goal achievement by clarifying roles& tasks)




change: Burke-Litwin contd.. Second Order change:1. Also termed as transformational, revolutionary,

radical, discontinuous2. Focuses on organizational culture (assumptions,

values & beliefs)3. Interventions focus on mission & strategy,

leadership &organization culture4. Requires a transformational leader (one who can

inspire the followers to transcend their own self interest for the good of the organization



Porras & Robertson Model of

Organizational change OD interventions alter features of the work

setting causing changes in individuals’ behavior,which inturn lead to changes in individual &

organizational improvements Work setting plays a central role in this model &

consists of 4 factors: organizing arrangements,social factors, physical settings & technology

Worksetting cognitions (what isexpected, required & rewarded)behavior



Systems Theory

Concept of systems theory - Bertalanffy

Katz & Kahn first applied the concept to

organizational context

Systems denotes interdependency,interconnectedness & interrelatedness

among elements in a set that constitutesan identifiable whole or gestalt



Systems Theory contd..

Input-throughput-output Each system identified by a boundary Boundaries of a system permeable Have goals or purpose Law of entropy and negative entropy Feedback

Steady state or dynamic homeostasis Differentiation, integration and coordination equifinality



Socio-technical Systems

A variation of systems theory

Eric trist & Fred Emery 1950

Organizations comprise of two systems: socialsystems & technical systems

Changes in one will affect changes in another

Used in work redesign and organizationrestructuring eg. Multiskilling, core/noncoreidentification



Open Systems Planning

Developed by Clark,Krone & others toaddress the interface between

organization & environment Used to systematically analyze the

environmental demands on organization &

device plans to successfully meet them



Open Systems Thinking

Developed by Peter Senge

Is required for creating Learning organization

Enables to effectively cope with rapidly changingenvironment

Five disciplines must be mastered to create a

learning environment: personal mastery, mentalmodels, building shared vision, team learning & systems thinking



Other Approaches

Empowerment

Team

Applied Behavioral Science

Parallel Learning Structures

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