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Two Types of Change In an Organization

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Random or haphazard change (downsizing), and change from deliberate attempts to modify organization

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Planned Change = POTS

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POTS 1) Physical Arrangements: Space configuration, physical ambiance, interior design, architectural design 2) Organizing Arrangements: Goals, strategies, structure, policies/procedures, administrative systems, reward systems, ownership 3) Technology: Tools, equipment, machinery, info. Tech., job design; work flow design; technical expertise, procedures, systems 4) Social Factors: Culture, management, interaction processes, informal patterns and networks, individual attributes

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What is the role of the OD practitioner

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The OD practitioner helps the organization ID the differences b/w where it is and where it would like to be, and then proceeds to design and implement OD interventions

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What is important for OD practitioner to start with

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It is important for OD practitioner to start with a good working relationship with the individual or dept being helped.

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External Practitioners - Advantages

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1) They have increased leverage (influence and status) 2) Greater freedom of operation - viewed as having more positive role in change programs 3) Less in awe of power of org members 4) Don't depend on org for raises, approval or appraisals 5) More independent attitude about risk taking and confrontation

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External Practitioners - Disabvantages

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1) Unfamiliar with the system, technology, culture, power systems 2) Difficulty gathering pertinent information (Germany seen as firing people)

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Internal Practitioners - Advantages

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1) Already members of the organization (exec, HR) 2) Familiar with org's culture and norms - 3) Saves time learning and gaining acceptance 4) Know internal power structure and how to apply leverage 5) Have personal interest in seeing the organization succeed

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Internal Practitioners - Disadvantages

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1) Lack of specialized skills for OD 2) Lack of objectivity 3) Other employee may not understand role, may access willy nilly 4) May not have the necessary power or authority

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Goal of OD practitioner

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The OD practitioner must break through the bureaucracy and politics to develop innovation, creativity, teamwork and trust within the organization

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External-Internal Practitioner Team - definition

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An external-internal practitioner team is formed by a collaborative relationship between an external practitioner working directly with an internal practitioner to initiate and facilitate change programs. (JOHN LEWIS confirmed efficacy)

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External-Internal Practitioner Team - Advantages

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1) The external-internal practitioner team is less likely to accept watered down or compromised change programs because they support each other. 2) It achieves greater continuity over the OD program. External only available a few days a week. 3) It combines advantages of both external and internal practitioners

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OD Practitioner styles

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High Morale - Cheerleader (low effective) Pathfinder (high effective) Middle Morale and middle effective - Persuader Low Morale - Stabilizer (low effective) Analyzer (high effective)

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Intervention - define

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Intervention refers to the practitioner's entry into the client system and includes various roles and activities

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Two dimensions of the OD process

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The two dimensions of the change process are EFFECTIVENESS (goal accomplishment) AND MORALE (satisfaction)

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Stabilizer style

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The goal of stabilizer is neither effectiveness nor satisfaction. try to keep from rocking the boat. The motivation is survival. It is usually forced upon the organization around organizational pressures.

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Cheerleaders style

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Cheerleader style emphasizes satisfaction, motivation and morale. Effectiveness is not per se emphasized. Minimizes differences.

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Analyzer style

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The analyzer style emphasis is on efficiency. Comfortable with rational assessment. It may be confrontational. Has expertise, knowledge and experience. It is BASED ON THE BELIEF THE CLIENT DOES NOT NEED TO KNOW THE SKILLS TO SOLVE PROBLEMS.

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Persuader style

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The persuader style focuses on both effectiveness and morale, yet optimizes neither. It is low risk and avoids confrontations "Good enough" and satisfies. It may be watered down.

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Pathfinder style

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The pathfinder style seeks both effectiveness and satisfaction. Problem is done through teamwork. HAROLD LEVITT uses this to a sense of value and vision.

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Most important OD skills

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The most important OD skills are listening, integrity, and organizational diagnosis.

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Pathfinder style - six processes

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1) communication, 2) member roles and functions of groups, 3) group problem solving and decision making, 4) group norms, 5) leadership and authority, 6) intergroup cooperation

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Three functions of OD practitioners

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1) helping client determine current level or state (data gathering) 2) assisting in collaborative analysis or problem solving and planning strategies of change (diagnosis), 3) intervening and facilitating change from current level to desired level.

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Who is the client?

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Who is the client is an important question. It may include the organization, work teams, and individuals. Consultant is always creating change! Therefore, each person or group directly or indirectly touched by consultant is a client.

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What is team behavior concerned with?

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Team behavior is analyzed in terms of 1) communications, 2) member roles and functions, 3) group problem solving and decision making 4) group norms and growth 5) leadership and authority

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What is OD role in team behavior?

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OD role is normally pathfinder style (PROCESS CONSULTATION) sharing observations about the five team behavior processes and helping the client improve the effectiveness.

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Areas of OD skill and activity (FAGENSON, BURKE)

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Team development Corporate change Strategy development Management development Employee (career) development Technology intergration

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SUSAN GEBELEIN - 6 areas critical to internal practitioner's success

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1) Leadership 2) Project management (involvement of the right people) 3) Communication (key values to all) 4) Problem-solving (implement a solution org problem) 5) Interpersonal ( give everybody tools and confidence for change process) 6) Personal (confidence to help org make tough decision, try it, see if works)

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Elements of the practitioner-client relationship

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1) the practitioner 2) The client sponsor or contact 3) Organization units that are to be changed - this is the CLIENT TARGET SYSTEM that is to be changed. 4)

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Perceptions

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Clients form perceptions that become entrenched.

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Selective perception

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Selective perceptions means people ignore information they don't want because it might distract or conflict with knowledge.

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Closure

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The client may fill in missing information to complete the perception and give it meaning.

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Dilemma interactions

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You may question the client's definition of the problem and awareness of the need for change, unrealistic expectations, value differences etc. Solution:; OD must be independent.

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Practitioner Style Model

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Gap exists between practitioner's and client's understandings about OD and change. Practitioner has to be flexible enough to understand client and help client understand OD process. OD has to let org members buy in on the change program and become involved.

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Trust - how does OD practitioner develop it?

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1) Questions 2) Applying expertise 3) reflection - It sounds like you would like participative leadership 4) Interpretation 5) Self disclosure 6) Silence THE KEY IS BALANCING THESE RESPONSES

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ERIC NEILSON - Four modes of the practitioner client relationship

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1) Apathetic mode - Keep self fulfillment ideas to oneself 2) Gamesmanship mode - May conform outwardly, but manipulate factors to gain personal goals 3) Charismatic mode - openly share ideas based on leadership 4) Consensus mode - share perceptions and feeling openly.

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Red Flags in Practitioner Client Relationship

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Commitment to change is wanting Practitioner lacks capacity to influence Manipulative use of practitioner

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Guiding principles of OD practitioners

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Honesty Openness Voluntarism Integrity Confidentiality Development of people Development of consultant expertise High standards Self-awareness

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Open systems consist of

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Inputs-throughputs-outputs Purpose/Goals Information/feedback Entropy Dynamic Equilibrium/homeostasis Equifinality

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Lewins Change Model

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- Unfreezing: reducing forces that maintain the organization in its present state by introducing discrepancies between desired behaviors and current behaviors - Moving: Changing the behavior of the system to a new level (new values, behaviors, attitudes) - Refreezing: Stabilizing the organization at the new state

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KEY SLIDE: Competencies of an OD Practitioner (IICO)

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Intrapersonal skills - Self-Awareness Interpersonal skills - Ability to work with others and groups (Thick shoulders), - Authenticity (Block ch. 3) General Consultation Skills - Ability to get skills and knowledge used - UNDERSTAND DATA, tell a story with the data. Organization development theory - Knowledge of change processes

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When use stabilizer Style?

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When forced upon them

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When use Cheerleader style?

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To maintain harmony

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When use Analyzer style?

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Efficiency required, personal satisfaction not as important

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Action Research - Lewin Model

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1) Preliminary diagnosis 2) Data gathering 3) Data feedback 4) Exploration of data 5) Action planning 6) Action 7) Evaluation

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Lewin said this:

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'there's no action without research, no research without action.'

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Ethical dilemas for the OD practitioner

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Misrepresentation of skills - Professional/technical ineptness Misuse of data - use data to say what you want to say - to punish, layoffs Breaching confidentiality Collusion & Coercion - Nonparticipation is acceptable Promising Unrealistic Outcomes Values and Goals Conflict - internally it is tougher

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Client and OD Issues On Entry

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Client - SOW (expectations) - fear of losing control - exposed and vulnerable OD practitioner - Empathy - Competency - Dependency - Over-identification

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What does a good SOW contain?

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Problem Statement Stakeholders for intervention/Point of Contact Practitioner Role Ground Rules/Confidentiality (CRITICAL) Psychological contract/Trust/Clear Mutual Expectations Anticipated Outcomes/Deliverables/Schedule Publishing cases/results (CHECK WITH LEGAL) Time and Resources Compensation/fees (WHO'S THE CLIENT? Access to client, managers, members, information Contract modifications/Mutual Consent

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KEY QUESTION H O V - I C D - D H S Guiding Principles of OD professionals

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Honesty Openness Voluntarism Integrity Confidentiality Development of people Development of consultant expertise High standards Self-awareness

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Interventions

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Do not implement fads for fad sake Interventions address diagnosis Depth of interventions is to needed level Careful not to appease clients; some risk-taking may be necessary Engage in top-down vs. bottom-up interventions More participation than presentation Allow for difficult situations to surface Commitment to solution through choices Dialogue on responsibility, purpose, meaning, & opportunities Physical environment of intervention

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Pitfalls of interventions

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Client commitment to change Power to influence change Appeasing clients Becoming expert on content Getting socialized into organizational culture and politics Collusion/Manipulated use of practitioner Providing confidential reports Removing parts of reports so as others won't know

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Terminating the Relationship

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Deliverables include steps for ensuring client internalizes skills End date in contract Sense assistance no longer needed - Poorly facilitate mourning old process (not ready for change) - Internal power struggles not discovered early enough - Crises pulled away attention of key people

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CHAPTER 5

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THE DIAGNOSTIC PROCESS

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Key for organizations to be successful is...

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Flexibility and ability for rapid transformation is key.

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Organizational diagnosis - definition

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Organization diagnosis analyzes the data on the structure, administration, interaction, procedures and other elements of client system. Its the basis for interventions to improve organization performance.

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How does diagnosis process work?

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It is the process that helps organization improve their capacity to assess and change inefficient patterns of behavior to insure continuous improvement.

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Two broad areas of diagnosis

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1) the various interacting sub-elements, and the top, middle and lower levels of management, 2) Organizational processes, such as communication, team problem solving, decision making, leadership, conflict etc.

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In diagnosis, what are you looking for?

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You are looking for a cause effect relationship.

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Diagnosis - critical issues - 6

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1) simplicity 2) visibility - use visible measure of what's happening 3) involvement 4) primary factors - variables 5) Measure important things 6) Urgency for change

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Diagnosis, what is the purpose?

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Gather information to specify the exact problem requiring solutions, ID causal forces, and basis for selecting strategies .

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Diagnosis, how is it done?

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1) Identify the problems, 2) Gather data based on ID of primary problem

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Performance gap

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This is the difference between what the org could do and what it actually does.

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Data gathering - two main goals

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1) provides the basis for organization to look at how it does things 2) begins self assessment, leading to better problem solving

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Data gathering - three main steps

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Definition of objectives - self assessment, how it does things Selection of Key factors - e.g. turnover, use hard data Selection of Data-gathering method - depends on the problem

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Employee surveys - 2 functions

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1) information/ improvement tools 2) effective communcation tool - managers and employees

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Sociometric approach

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Quantitative data about networks in the group presented in a sociogram. Stars are highly chosen, isolates have none. Cliques may be identified. Shows the informal structure.

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Interviews

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Positive + = 1) flexible 2) offer two way communication 3) norms Negative - = 1) bias, 2) time it takes

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Data, eBay and Meg Whitman

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eBay worth more than McDonalds or Boeing. Whitman, if you understand data, you can decide where to spend, where to work on. If you can't measure it, you can control it.

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How evaluate data collection?

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Trade off between data quantity and accuracy, and cost and time.

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Factors to evaluate data?

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Validity Time to collect Cost Organization culture and norms (open or closed?) Hawthorne effect

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Diagnostic models - identify them

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Analytical model Emergent-group behavior model Management Practitioner model Sociotechnical Systems Model Cause Maps and Social Network Analysis Model Force Field Analysis Model

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Analytical model

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Examine tasks of unit work units (structure, time orientation, interpersonal orientation, goal orientation), , and see which departments are far apart. When differentiated, cooperation is difficult.

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Management Practitioner Model (Armstrong)

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Basic planning (yes or no) General business practices (appropriate) Finance (in order) Advertising (yes, no) Market research (aware of competitors', customer needs) Personnel (good or not)

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Sociotechnical system model (Trist)

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Social system (interpersonal relationships) and technological system (tasks) - how to the two systems interrelate.

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Force field analysis model (Kurt Lewin)

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Organizational behavior is a dynamic balance of forces working in opposite directions.

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What are forces in FFA?

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Restraining forces pressure no change Driving forces pressure change Equilibrium is quasi stationary equilibrium Change by decreasing restraining forces or increasing driving forces

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Red flags in Diagnosis

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Confidentiality Overdiagnosis (analysis paralysis) Crisis diagnosis (only putting out fires) Threatening diagnosis (may be rejected) Diagnosis of symptoms rather than problems.

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Chapter 6

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Overcoming Resistance to Change

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Life Cycle of Resistance to Change - 5 phases

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Phase 1 - Only a few see need to change - more large orgs Phase 2 - Forces for and against more identifiable Phase 3 - Direct conflict - showdown Phase 4 - Supporters see remaining resistance as stubborn Phase 5 - Resisters are few

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Jack Welch on Change

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Change is a continuing process, not an event.

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Major factors affecting success for change (5 of them)

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Advocates for change - most important force CEO, OD practitioner Degree of change - minor or major (less successful) Time frame - more gradual, greater chances of success Impact on culture - greater impact = greater resistance Evaluation of change - what standards are used to evaluate

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Magnitude of change affected by what factors?

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Scope of change (workgroup -> org -> enterprise) # of employees impacted (1 -> 20,000) Technology change (none to radical) Job role changes (no impact to job role changes, responsibilities) Skill restraints (no new skills to critical skill sets missing) Cultural transformation (no change to major cultural transformation)

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Driving Forces - identify

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Dissatisfaction with present situation = motivation to change, burning platform condition, recognize need for improvement External pressure = legal, new technologies Momentum = Motivated by management = ceo encourages

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Restraining Forces - identify

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Comfort zone Fear of unknown Disruption of routine (ain't broke, don't fix it) Loss of benefits - what's in it for me? Threat to security (job etc) Threat to position/ power Redistribution of power - if influence lessened will resist Disturb existing ties Conformity to norms and culture (enlisted, officer)

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Strategies to lessen resistance (10)

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Don't fight the resistance, use it 1) Education and communication - lessens fear and uncertainty Open- book management like sunshine 2) Create a vision 3) Participation of members in the change program 4) Facilitation and support - arrange change to deal with resistance 5) Negotiation, agreement and politics - like union agreements 6) Leadership - don't be afraid to shake things up, loyal followers 7) Rewards systems - profit sharing, knowledge based pay, gain sharing, and employee stock ownership plans 8) Explicit and implicit coercion - not as successful 9) Climate conducive to communication - 10) Power - bring in CEO to impress on importance

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