recovered file 1

Module 4

Planned Change

What is Change?

• Movement from one point to another

• A disruption of the status quo

• Process of giving up something in exchange for something else

• Adopting something different

Definition of Change

A modification of those forces keeping a system’s behavior stable.

Specifically, the level of behavior at any moment in time is the result of two sets of

forces -- those striving to maintain the status quo and those pushing for change.

Kurt Lewin’s Change Model

What is Planned Change?• Planned Change refers to initiatives

done to effect a desired end in view or to address an issue and/or a given problem situation

• Planned Change subscribes to the use of frameworks, tools, techniques, methods towards achieving this

Why Planned Change?

• The need to respond to a social reality– Economic and cultural globalisation, climate change,

competition for markets and for strategic and scarce resources, new complexities on all sectors of societies the world over

• The desire to effect change towards a desired future state– Poverty alleviation

• The need to sustain gains of planned change – Nation building

Why the Need for Planned Change Theories?

• We need to build the thinking for those involved in the process of development: individuals, communities, organizations, donors etc.

• So that we may understand what is happening beneath the surface: ask good questions, determine a systematic approach at approaching the work we do

A Theory of Social Change and Implications for Practice, Planning, Monitoring and Evaluation

By Doug Reeler, of the Community Development Resource Association

Why the Need for Planned Change Theories?

• To provide entities such as Civil Society and the Business Sector with better handles at effecting social change

• To respond to the pressure on NGOs to show measureable results, be more business-like

• Development fund has become a market-place

A Theory of Social Change and Implications for Practice, Planning, Monitoring and Evaluation

By Doug Reeler, of the Community Development Resource Association

Three Stage Model (Lewin)Creating motivation

and readiness

(Felt Pain)

UNFREEZING

Integration

of new elements

(Stabilizing)

REFREEZING

CHANGE

New elements

are introduced

(Action)

Models of Planned Change

Kotter’s Eight Stage Process of Creating Change

1. Establish a Sense of Urgency• Examine the market and competitive realities• Identify and discuss crises, possible crises or major opportunities

2. Create the guiding coalition• Put together the group with enough power to lead the change• Get the group to work like a team

3. Develop a Vision and Strategy• Create a vision to help direct the change effort• Develop strategies for achieving the vision


4. Communicate the Change Vision• Use every vehicle possible to communicate the change vision• Have the guiding coalition role model the desired behaviors

5. Empower Broad Based Action• Get rid of obstacles• Change systems or structures that undermine the change vision• Encourage risk taking and non- traditional activities and actions


6. Generate Short Term Wins• Plan for visible Improvements in performance or “wins”• Create those wins• Visibly recognize people who make those wins

7. Consolidate gains and produce more change• Use increased credibility to change all systems, structures that don’t fit together and don’t fit the vision• Hire and promote people who can implement the vision• Re-invigorate the process with new projects themes and change agents


8. Anchor new approaches in the culture• Create better performance through customer and productivity-oriented behavior, more and better leadership and more effective management• Articulate the connections between new behaviors and organizational success• Develop means to ensure leadership development and succession

1. Contracting• Contracting is the process of coming to

agreement with those person or persons who are key to the success of a change project.

The Meta Model of Planned Change - Michael F. Broom, Ph.D. and Edith W. Seashore, M.A.

1. Contracting: Effective change contracts specify at least three things:a. Change goals that are clear, internally

consistent, and that have a systemic and human values orientation.

b. The roles of project leader (the client) and process facilitator (consultant).

c. Collaborative, inclusive, consensus-building change processes.


2. Data gatheringa. It provides needed information for the

effective planning of further Change Actions.

b. It galvanizes organizational energy in preparation for "something happening.”

c. It provides an opportunity for some initial empowerment coaching of those from whom data is gathered.


3. Interventions/Actions - referred to in the change management literature as interventions-are those actions designed to improve relationships within the target system on behalf of opening communication, and developing more informed and inclusive decision-making processes.

Interventions include, in their various forms, feedback to the system, team-building, strategic planning, training, conflict management, and coaching.


4. Evaluation - informs the change agent and the system about the results the change project or specific change actions have had. In essence, evaluation is a feedback based data-gathering process- feedback which will give the change leaders critical information about how the system has responded to a change action and how they might design the next action to be more effective


5. Disengagement - include a closing evaluation session, statements of learnings gleaned from the project, and celebration of whatever success was achieved



Disciplines Stages

Contracting

Data Gathering

Intervention Evaluation Disengagement

Use of Self

Systems

Orientation

Sound and

Current Data

Feedback

Learn from

Differences

Infinite Power

Empowerment

Support

Systems

KEY POINTS

• In each change situation, both opportunity and danger forces exist.

• Status quo occurs when the opportunity forces and danger forces are equal.

• Change takes place when an imbalance occurs between the sum of the opportunity forces and the sum of the danger forces.

PRESENT STATE DESIRED STATE

DRIVING FORCES(Opportunities) RESTRAINING FORCES

(Dangers)

Driving Forces of Change

Diagnosis for Change

Diagnostic Models

Importance 1. Facilitates the process of learning “how things work”, Relationships between and among systems.2. Facilitates how we think about and talk about situations.3. Helps to simplify things.4. Helps us determine causes and “solutions”,5. Helps in the implementation process.s

Modeling Organizations

Seven S Framework

Strategy

Staff

Structure

Skills

Systems

Style

Shared Values

7S FrameworkStrategy Existence of vision, mission & goals

Knowledge of org members of VMGAlignment of org and indiv goals

Structures Physical structureOrganization structure (gaps, overlapsJob design Manning & work load distribution

Style Leadership stylesLabor management relations

7S FrameworkShared Values Culture

Norms

Systems Communication, HR systemsFinancial systems, MarketingPlanning, other Business Processes etc

Skills Competencies of organization members and the extent to which they are developed

Staff Employee attitudesNature of employees

Weisbord Model Purposes

Structure

Rewards

Relationships

Helpful Mechanisms

Leadership

environment

THE INTEGRATED ORGANIZATION

CHANGE MODEL (IOCM) macro and micro

environment (objective reality)

perception of environment

Environment

clarity and agreement

Vision-Mission-Goals

character/integrity competence leadership style

Leadership

formulated and emergent strategies

Strategy

artifacts (norms, physical, etc.)

values basic assumptions

Culture

tasks work processes equipment

Technology

Group and IntergroupProcesses decision making problem solving communication process conflict management power and politics

Human Resources selection and training evaluation and rewards knowledge, skills, values, attitudes

division and coordination of work roles, responsibilities and expectations

Structure

(Actual OrganizationalEffectiveness)

Actual Results

(Desired OrganizationalEffectiveness)

Desired Results

GAP

Galbraith Model Strategy

VisionDirection

Competitive Advantage

StructurePower and Authority

Reporting RelationshipsOrganizational Roles

Process and Lateral Capability

Networks, processes,teams,Integrative roles,matrix structures

People PracticesStaffing and Selection

Performance FeedbackLearning and Development

Reward SystemsGoals, scorecards and metrics,

Values and behaviorsCompensation/Rewards

Organization Development Framework

BUSINESS RESULTS

Outputs and Performance

CULTURE

Norms and

Practices

David Hanna: Designing High Performing Organizations

Structure Rewards

Tasks

People Information

DecisionMaking

SYSTEMS&POLICIESBUSINESSSTRATEGY

Purpose and

Direction

BUSINESSSITUATION

(EnvironmentDemands)

Component Analysis

1. Scenario Analysis: Painting a picture of the Future

2. Gap Analysis3. News flash Analysis: Using certain diagnostic in

analyzing specific events, occurences4. Culture Web

Where do we want to go?

Where are we now?

How do we get there?

Gap Analysis

The Culture Web

Stories Symbols

Power Structures

OrganizationalStructures

Control Systems

Rituals and Routines

The Paradigm

Culture Web

1. Paradigm - The set of assumptions held throughout the organization.

2. Rituals and routines - In regard to how organizational members treat each other; behave according to what is right and proper

3. Stories - Told by organization members4. Symbols - Logos, dress, style, language5. Control Systems - Through what is measured, rewarded6. Power structure - Refer to most influential groupings 7. Organizational structure - Refer to the formal and

informal differentiation of tasks

Diagnosing the OrganizationIdentifying Critical Elements

Enhancing organizational performance is achieved through the alignment of all organizational components with direction and strategy. A culture characterized by

high performance is brought about when all of these components reinforce and support each other.

Organizational Component Issues to Consider

1. DIRECTION VISION MISSION GOALS STRATEGY

• What is the vision, goals and strategies of the organization

• Does the vision and goals of the organization remain relevant to the environment and to the requirements of the members of the organization?

• What is the ability of the organization to keep its strategies and goals relevant to the changes in the environment?



2. Leadership and Management

• Is top management clear on organizational goals and strategies?

• Are the management and leadership styles (top and middle management) aligned with the desired organization culture?

• Do the managers have the necessary competencies to perform their expected roles and responsibilities?





3. Organizational Design and Structure

• How aligned is the organizational design to the desired direction and culture?

• How clear are roles and responsibilities in the organization?

• Are the parameters for decision-making defined and understood?

• Are there ways and means that allow for communication and coordination (within and across units)?





4. People and Relationships

• Do the employees possess the appropriate skills, knowledge, values and attitudes needed to perform their tasks?

• Does the organization show sufficient teamwork in doing their jobs?

• Are the communication lines and channels within and across levels open and available?

• How are conflicts and problems resolved?

• What is the morale of people? What are the satisfiers? Dissatisfiers?





5. Culture • Describe the behaviors, practices and attitudes the organization needs in order to create a culture that is responsive to the team’s direction.

• How are the desired behaviors, practices and attitudes reinforced and rewarded?

• How much of these behaviors do you see manifested in the team?



Common Diagnosis Methods

Common Diagnosis Methods

• Records, reports (Secondary data)• Interviews• Focus Group Discussions• Diagnostic Workshops• Observation• Survey/Questionnaires

Secondary Data• Employee data (performance data, disciplinary records,

grievance, turnover, accidents, customer complaints)• Organizational charts, policy manuals, audits, budget

reports• Program reports, program evaluation studies

Advantages:• Provide excellent clues to trouble spots• Provide objective evidence• Can be collected with minimum effort

Secondary DataDisadvantages:• Dependent on quality of record-keeping in organization• Causes of problems or possible solutions often do not show up• Generally reflects past situation rather than current one• Needs a skilled data analyst to synthesize technical and

diffused raw data

When useful:• Presence of accurate, reliable and current records

InterviewsOne on one discussions aimed to obtain private views and feelings of respondentsFace-to-face, phone, online

Advantages:Provide rich data on problems and possible causes and solutionsAllows for unanticipated responsesFace-to-face allows researcher to obtain additional cues beyond what is being said

InterviewsDisadvantages:Time-consumingLack of anonymity of intervieweeDifficult to analyze and quantify resultsRequires skillful interviewerWhen useful:Small organizationPerformance problems appear to be complex and multi-faceted

Resembles face to face interviewCan focus on a job, function or any number of themesUses one or several group facilitating techniques (brainstorming, nominal group process, consensus ranking)May be structured on unstructured

Advantages:Permits on-the-spot synthesis of different viewpointsBuilds support for particular program/interventionDecreases client’s dependence on consultant because analysis is a shared functionHelps participants become better problem analysts, listeners, etc.

Focus-group Discussion

Focus-group discussionDisadvantages:Time consumingExpensiveData is difficult to synthesize and quantify

When useful:Small to medium sized organizationSpecific themes

• How are things going around here? What is going well? What is not going well?

• What do you like best? Like least about this organization?

• What would you consider the strengths/weaknesses of this organization?

• What changes would you like to see?

• How do you think this organization could be more effective?

Typical Open-Ended Questions

Some Challenges in FGDS• Passive participants• Inattentive participants• Dominant participants• Discussion goes off-tangent• Personality clashes• Venue not ideal (sound, temperature, seats)• Recording and documentation

recovered file 1

Documents

planned change