managing change march 28th, 2005. review of duck article ► do you agree with the statement “the...
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Managing ChangeManaging Change
March 28th, 2005March 28th, 2005
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Review of Duck ArticleReview of Duck Article
►Do you agree with the statement “The Do you agree with the statement “The proper metaphor for change is proper metaphor for change is balancing a mobile”. Why?balancing a mobile”. Why?
►Do you think Duck believes that Do you think Duck believes that communication is critical? What communication is critical? What evidence is there for your answer?evidence is there for your answer?
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Review of Duck Article IIReview of Duck Article II
► Where does change in behavior need to Where does change in behavior need to start for change to be successful ? Why ?start for change to be successful ? Why ?
► What are the “arms” or the dimensions of What are the “arms” or the dimensions of the organizational mobile ?Would this be a the organizational mobile ?Would this be a valid organizational model for your valid organizational model for your organization?organization?
► Is there a parallel between the “coalition Is there a parallel between the “coalition movement” in Kotter’s article and the “TMT” movement” in Kotter’s article and the “TMT” in this article? What is different? Why do you in this article? What is different? Why do you think this?think this?
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Organizational Organizational DevelopmentDevelopment
What is What is it?it?
“a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization’s effectiveness” (Cummings and Worley)
Why is OD Important?
Change is inevitable. It either happens to you or by you.
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PEOPLE ORGANIZATION
Strategic Learning
Organizational Learning Learning Organization
C Culture Mission Strategies
HA
N Desired FutureGE
Behavior and Values Vision Strategic HRM
Innovation Knowledge and Creativity Management
Best Practice and Application
© John C. Reynolds 1998
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Summary of key theoristsSummary of key theoristsPerspective Theorist Emphasis Application
Individual Maslow Individual Needs Career DevelopmentHerzberg Job Enrichment
Vroom Individual expectancies Reward System DesignPerformance Appraisal
Hackman/Oldman Individual Performance Incentive systems
Group Lewin Norms and Values Changing conformity patterns
Argyris Interpersonal competence Training & education
System Likert Management Style Change to participative mgt
Lawrence Org Structure Change contingent on Org. Environment
Levinson Org as a family Diagnosis according to family patterns
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Where did OD come from?Where did OD come from?
►Theoretical RootsTheoretical Roots
Maslow’s Need Theory (1954)Maslow’s Need Theory (1954)
Herzberg’s Dissatisfaction Theory (1966)Herzberg’s Dissatisfaction Theory (1966)
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Evolving TheoriesEvolving Theories
►Expectancy Theory (Lawler and Expectancy Theory (Lawler and Vroom)Vroom) Behavior is associated with outcomesBehavior is associated with outcomes Outcomes have different values for Outcomes have different values for
different peopledifferent people People will be motivated when they People will be motivated when they
believe their behavior will lead to rewardsbelieve their behavior will lead to rewards
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Evolving TheoriesEvolving Theories
►Hackman and Oldhams Work Design Hackman and Oldhams Work Design Model (1980)Model (1980) Relationship between job and worker Relationship between job and worker
satisfactionsatisfaction Work is meaningfulWork is meaningful Outcomes are the workers responsibilityOutcomes are the workers responsibility Results and feedback is importantResults and feedback is important
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Evolving TheoriesEvolving Theories
►Positive Reinforcement (Skinner)Positive Reinforcement (Skinner) Shape behavior and motivation be Shape behavior and motivation be
reinforcementreinforcement When behavior is evident, occasional When behavior is evident, occasional
reinforcement is requiredreinforcement is required Negative reinforcement is short termNegative reinforcement is short term Learn what to do, not what not to doLearn what to do, not what not to do
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Evolving TheoriesEvolving Theories
► Force Change Theory (Lewin)Force Change Theory (Lewin) Behavior is a function of personalityBehavior is a function of personality It is normally addressed in terms of motivation or It is normally addressed in terms of motivation or
needs and,needs and, the environment/situation that affect the personthe environment/situation that affect the person Perceived forces impact the behaviorPerceived forces impact the behavior Distinction between driving and restraining Distinction between driving and restraining
forcesforces
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Significance of these theoriesSignificance of these theories
►The practice has evolved over timeThe practice has evolved over time►There is no one core journey to where There is no one core journey to where
we are todaywe are today►Excellent research for some of the Excellent research for some of the
interventions we invest our time in interventions we invest our time in today.today.
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Ingo Case StudyIngo Case Study
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Review of Ingo Phase 1Review of Ingo Phase 1
►1.1. Was INGO ready for change?Was INGO ready for change?►Give reasons for you assessment.Give reasons for you assessment.►2.2. What factors do you perceive What factors do you perceive
triggered the change process? Were triggered the change process? Were these the right triggers?these the right triggers?
►3.3. Identify and provide examples of Identify and provide examples of what the leaders did/did not do well in what the leaders did/did not do well in this process?this process?
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PEOPLE ORGANIZATION
Strategic Learning
Organizational Learning Learning Organization
C Culture Mission Strategies
HA
N Desired FutureGE
Behavior and Values Vision Strategic HRM
Innovation Knowledge and Creativity Management
Best Practice and Application
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Corporate CultureCorporate Culture
►Culture is the frame of reference that Culture is the frame of reference that often differentiates one social group often differentiates one social group from anotherfrom another
►Leaders often ignore it:Leaders often ignore it: Soft and fuzzy, does not impact resultsSoft and fuzzy, does not impact results Consultant’s way of making moneyConsultant’s way of making money Only an act of God can change itOnly an act of God can change it
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Components of CultureComponents of Culture
►Beliefs, behaviors and assumptionsBeliefs, behaviors and assumptions
►Culture is a shared belief, often the Culture is a shared belief, often the
glue that holds the group togetherglue that holds the group together
►Culture needs time to develop, and Culture needs time to develop, and
thus time to changethus time to change
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Working Definition (Conner)Working Definition (Conner)
Organizational Culture Organizational Culture reflects the interrelationship reflects the interrelationship of shared beliefs, behaviors of shared beliefs, behaviors and assumptions that are and assumptions that are acquired over time by acquired over time by members of the members of the organization.organization.
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BeliefsBeliefs
►Set of interrelated values and Set of interrelated values and
expectationsexpectations
►Framework for peoples’ decisions Framework for peoples’ decisions
and behaviorsand behaviors
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BehaviorsBehaviors
Observable and natural actions Observable and natural actions of peopleof people
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AssumptionsAssumptions
►The unconscious rationale we The unconscious rationale we use for continuing to apply use for continuing to apply certain beliefscertain beliefs
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Cultivating a CultureCultivating a Culture
►Culture Culture will will develop without develop without
planningplanning
►Cultures are developed often from Cultures are developed often from
a set of decisions made in isolation a set of decisions made in isolation
in the organization’s historyin the organization’s history
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Architectural Cultural Architectural Cultural DevelopmentDevelopment
► Intention is to orchestrate a new cultureIntention is to orchestrate a new culture► Phase 1 : Senior Management defines the Phase 1 : Senior Management defines the
characteristics of a new culturecharacteristics of a new culture► Phase 2 : An assessment is completed of the Phase 2 : An assessment is completed of the
existing cultureexisting culture► Phase 3 : Action plans/interventions are Phase 3 : Action plans/interventions are
designed to close the gapdesigned to close the gap► Phase 4 : Management owns and Phase 4 : Management owns and
participates in these plansparticipates in these plans
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Why Manage Culture?Why Manage Culture?
►People’s reaction to change People’s reaction to change sometimes are:sometimes are:Change is happening too fastChange is happening too fast
The changes are overwhelmingThe changes are overwhelming
Change is too complexChange is too complex
Whenever there is a discrepancy Whenever there is a discrepancy between the culture and the objectives between the culture and the objectives of change, the culture always wins...of change, the culture always wins...
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Kotter’s 8 StepsKotter’s 8 Steps
►Culture comes at the end of the Culture comes at the end of the processprocess
►Requires a lot of talkRequires a lot of talk►Often involves turnover of staffOften involves turnover of staff►Makes decisions on succession Makes decisions on succession
planning crucialplanning crucial
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PEOPLE ORGANIZATION
Strategic Learning
Organizational Learning Learning Organization
C Culture Mission Strategies
HA
N Desired FutureGE
Behavior and Values Vision Strategic HRM
Innovation Knowledge and Creativity Management
Best Practice and Application
© John C. Reynolds 1998
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Organizational BehaviorOrganizational Behavior
►A key part of organizational change A key part of organizational change and strategic human resources.and strategic human resources.
►Organizational Behavior relates to the Organizational Behavior relates to the
organization, work groups and organization, work groups and
individualsindividuals
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Components of OBComponents of OB
►Motivation (Individuals)Motivation (Individuals)
►Group Processes (Work Groups)Group Processes (Work Groups)
►Leadership (Organizations)Leadership (Organizations)
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PEOPLE ORGANIZATION
Strategic Learning
Organizational Learning Learning Organization
C Culture Mission Strategies
HA
N Desired FutureGE
Behavior and Values Vision Strategic HRM
Innovation Knowledge and Creativity Management
Best Practice and Application
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Knowledge ManagementKnowledge Management
►Knowledge management is then the Knowledge management is then the process of transferring tacit ( or head process of transferring tacit ( or head knowledge) to a media that can be knowledge) to a media that can be shared with other knowledge workers shared with other knowledge workers in the shortest possible time in order in the shortest possible time in order to improve the effectiveness and to improve the effectiveness and learning of the organization in learning of the organization in achieving it’s mission.achieving it’s mission.
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Impact of KMImpact of KM
► It’s results in changed behavior of It’s results in changed behavior of people and organizational culture as people and organizational culture as people’s understanding changes with people’s understanding changes with new knowledge. new knowledge.
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What is Knowledge?What is Knowledge?
►KnowledgeKnowledge is taking information (data is taking information (data in a particular context) and applying in a particular context) and applying people’s experience or opinion people’s experience or opinion (generally tacit and intangible) in (generally tacit and intangible) in order to change positively the order to change positively the behavior and culture in the behavior and culture in the organizationorganization
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Challenges to an Challenges to an OrganizationOrganization
►Making it a technology issueMaking it a technology issue►Creating the environment to Creating the environment to
contributecontribute Making sharing of Making sharing of knowledge naturalknowledge natural
►Proving it’s economic viabilityProving it’s economic viability
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PEOPLE ORGANIZATION
Strategic Learning
Organizational Learning Learning Organization
C Culture Mission Strategies
HA
N Desired FutureGE
Behavior and Values Vision Strategic HRM
Innovation Knowledge and Creativity Management
Best Practice and Application
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Organizational LearningOrganizational Learning
►Organizational Learning is learning Organizational Learning is learning that organizations enjoy through the that organizations enjoy through the learning of individualslearning of individuals
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Components of OLComponents of OL
►Knowledge acquisitionKnowledge acquisition► Information DistributionInformation Distribution► Information Information
interpretation/enhancementinterpretation/enhancement►Creating organizational memoryCreating organizational memory
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Impact of OLImpact of OL
►An organization learns if though it’s An organization learns if though it’s processing of information, the range of processing of information, the range of it’s potential behaviors is changed.it’s potential behaviors is changed.
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What is a Learning What is a Learning Organization?Organization?
►A learning organization is an A learning organization is an
organization with an ingrained organization with an ingrained
philosophy for anticipating, reacting philosophy for anticipating, reacting
and responding to change, complexity and responding to change, complexity
and uncertainty.and uncertainty.
►To learn from the past rather than be To learn from the past rather than be
bound by it.bound by it.
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Leader’s Role in LOLeader’s Role in LO
►DesignerDesigner►Teacher Teacher ►StewardSteward
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Ingo Phase II Case StudyIngo Phase II Case Study
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End of Module VIIIEnd of Module VIII