class session 1 thinking about organizational change
DESCRIPTION
Introductory class ppt for Change Strategies for HRD PractitionersTRANSCRIPT
ADLT 625
What do we mean by “organizational change”?
Occurs each and every dayMostly unplanned and gradualAffects us as individuals, groups, and
organizations as a whole
Different types of changeRevolutionary (discontinuous, sudden,
transformational)Evolutionary (continuous, gradual, transactional Can be planned or unplanned
Our focus: Planned change (rather than unplanned)Emphasis on revolutionary than evolutionary
The reason:Rapid changes in the external environment that
are precipitating change at an accelerating rate
The premise of organizations:Organization theory is about continuity and
stabilizationWe need to know much more about how to lead,
manage, and change organizations
Organization Development began as a field of practice to enable organizations to make necessary changes
When is an organizationready for change?
The Learning Curve for Organization Development
The Core Values of
Organization Development
W. Burke, 2008
Why is change so difficult?Deep organizational change is extremely
difficult.
It’s hard to make a case for change when things are going well.
Our knowledge of how to plan and implement organization change is limited.
The Paradox of Planned Organizational Change
Planning for change is usually linear, a step-by-step process
Implementation is anything but linearOften, a spiral cycleEmergent pattern of moving forward /
backward / forwardThere is no “end state” although the
organization may have an end in mind
Significant Shifts in Organizational Dynamics and Management Since 1969 …From To Growth Moderate speedModerate complexityStrategic planningConsultant jargonManagement Unilateral, top-down
managementLittle concern for ethicsMicro perspective
ConsolidationWarp speedHigh complexityStrategic implementationPopular, accepted conceptsLeadershipMultilateral, participative
processes at all levelsHigh concern for ethicsMacro perspective on
change
The OD History Tree
The Action Research Model for Change
Perception of Problem
Data Gathering and Diagnosis by Consultant
Feedback to Key Client Group
Joint action planning
New strategies or actions taken
Comparison of OD and OT
OD Traditional Data Collection and Feedback Methods
OT Whole- System I nteractive Change Events
Theory Base Action research
Open systems theory
Purpose I mproved organizational eff ectiveness
Alignment around a strategic direction, work redesign, system-wide issues
Data Base Source Availability
I nternal to organization Limited to units
Organization and external
stakeholders Widely shared
Responsibility
Driven by senior management Broadly shared by senior management with the whole system
Comparison of OD and OT
ODTraditional Data Collectionand Feedback Methods
OTWhole- System I nteractive ChangeEvents
Time Slow: Waterfall process bylevel
Fast: Rapid response to data
ConsultantRole
Central to: Data collection Data interpretation Data feedback process
Structures and facilitates: Data collection Data analysis Action taking
ChangePotential
Sequential incremental change Simultaneous fundamental change
Conceptualizing Organizational Change
Revolutionary vs. Evolutionary
Discontinuous vs. Continuous
Episodic vs. Continuous flow
Transformational vs. Transactional
Strategic vs. Operational
Total system vs. Local option
Metaphors Adopted by Organizational Members in Change Efforts
Organizations as machines
Organizations as organisms
Organizations as brains
Organizations as cultures
Organizations as political systems
Organizations as psychic prisons
Organizations as flux and transformation
By the end of this course, you will have:
The digital media tools we’ll use
Graded Assignments
Whole System Intervention Strategies We’ll Explore
Future SearchOpen Space TechnologyAppreciative Inquiry
Examples of situations in which large group interventions have been used