Org Change and Org Development

Ch 16

May 3

Org Change and OD

• Org Change – in structure, technology or people– 1st order vs. 2nd order

• Org Development – methods used to implement org change

Impediments to change

– Reduced degrees of freedom; lack of training– Fear of the unknown; change in politics/in-groups

• Identify ways to overcome these impediments:– Employee voice, training, clear contingencies

• Does the nature of the situation seem to call for different ways of overcoming the impediments?– System v. personnel change

Lewin’s Force Field Analysis Model

Unfreeze Desired State Refreeze

•How do we best unfreeze attitudes?

•How do we best refreeze the new state?

developed 50 yrs ago, still prevalent today

Driving & Restraining Forces• To increase driving forces:

– 1.– 2.

• To reduce restraining forces:– 1.– 2.– 3.

Employee Resistance to Change

• Main reasons for creating resistance:– 1) Consequences of change -– Direct costs – Incongruent org systems

– 2) Process of change -– Saving face – Fear of unknown

Refreezing

• Through org structure changes

• Through org reward systems consistent with new changes

• Lewin’s model effectively describes change process, but overlooks what?

OD (cont…)

• Change agents – what do they do?

• Some orgs rely on external consultants, but typically internal people

• Diffusion of change – the use of pilot projects

Evaluating Change

• Using Kirkpatrick’s training evaluation model – what does each level assess?– Reactions – – Learning –– Behavior –– Outcomes –– Reactions measure restraining forces,

learning reflects change itself, behavior measures refreezing success.

OD Interventions

• OD implements org change w/emphasis on org effectiveness– Tries to improve org capability to solve

problems & cope with change

1) Total Quality Management (TQM):– Developed by Deming (U.S.) in 50’s, exported

to Japan, then back to U.S. in 80s– Focus on managing process of work and

challenge ees to constantly improve quality

TQM (cont.)

• Total Quality Movement (TQM)– 3 main concepts:

• 1.• 2.• 3.

– Measures include:

– Criticisms?

OD Interventions (cont.)• 2) Management by Objectives (MBO) –

develop specific org goals– Main ideas of MBO:

• 3) Quality of Work Life (QWL) – encourage ee participation to improve sat– Main ideas of QWL:

• 4) Survey feedback:

Culture & OD

• Values/goals of OD fit U.S. culture (democratic, linear, open conflict)– How might this differ in other cultures?

– Cultural diffs in resistance to change affect OD success

Porras & Robertson meta-analysis

• Healthy % report pos changes, but more report no change

• Few reports of negative effects, but why?

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Structure Change

Social Factors

TechPhysical

% PosChange

% NoChange

% NegChange

OD Assessment

• Does it work?

• Criticisms/Difficulties w/assessment –

• Ethical concerns– Possibility of employee coercion?